We live in a context where brands face increasing incentives and pressures to be sustainable. From the market and citizens, from investors, from public institutions and regulations… We want our brands to stand out by being sustainable. To position them as good brands, ones that have a positive impact. But how can we do that?
Brand differentiation through sustainability
When we talk about achieving differentiation as sustainable brands, there are several issues we should address, and they are all interconnected.
The first issue we want to consider when discussing this is the need to go beyond “sustainability” and aim for “regeneration”. We see that it is an increasing trend for brands to make efforts to have a positive impact (recovering value, restoring, regenerating), not just minimize negative impacts (being “sustainable”). Trendwatching tells us about this when they talk about the ‘Beyond sustainable’ approach. We also see media outlets like El País discussing regenerative design. And within such an extensive movement as BCorp, companies are already talking about generating ‘positive impact’ and going beyond sustainability. For this reason, being content with being “sustainable brands” is increasingly less differentiating, and we need to become “regenerative brands” that generate positive impact.
The second issue is related to communication. Many brands communicate their sustainability commitments with very generic and overused messages, like “there is no planet B.” Or, to show their environmental sustainability, they use easy communicative resources like the color green or natural elements (for example, leaves). They sometimes resort to clichés to spread their commitments to society and the planet. They can even fall into various forms of ‘washing’ (greenwashing, socialwashing, pinkwashing*…). Therefore, we believe that the communication of sustainability should be more strategic and innovative. It should move away from clichés and communicate rigorously.
The third issue concerns value proposition and innovation. We want to differentiate ourselves by having a “sustainable” value proposition, but is that a good long-term strategy? Let’s imagine a horizon where all brands are sustainable. It’s certainly a desirable horizon, but in that scenario, “being sustainable” stops being something differentiating because all brands are. More and more brands are making real commitments to sustainability. So it won’t be enough to differentiate ourselves just because our design agency only works with sustainable clients and suppliers. Our footwear brand won’t be attractive just because they are made in an environmentally friendly and human-dignity-conscious way. We need to offer something more. But what? For each brand, it will be different: personalization, targeting a very specific niche or community, or a product with excellent finishes. The possibilities are endless.
Beyond “sustainable brands”
So, how can we differentiate ourselves as sustainable and even regenerative brands?
The first step is to define a true purpose as a brand. Why do we actually exist? What is our specific role in the ecosystem? What drives us, what are our values, our mission, and our vision? This is what will give us the direction of what we should do and what we should not do as a brand. Sustainability is vast. Within it, our purpose could be, as in the example of Integrazafat@s, “normalizing the presence of people with Down syndrome and intellectual disabilities at events and conferences, focusing exclusively on their abilities.” With this purpose, it makes sense to orient each of our actions toward the inclusion of this community, rather than the reforestation of the Amazon.
Then, what is our unique value proposition, beyond “being sustainable”? Following the example of Integrazafat@s, this agency allows organizations to improve their CSR through their events and communications, ensuring an SROI (Social Return on Investment). You don’t just hire a “sustainable” event agency: you get economic returns thanks to an enhanced brand image and tax deductions.
Another example of a brand whose positioning goes beyond being sustainable is Hemper. This company has a very specific and unique story, based on working with the community in Nepal specializing in hemp craftsmanship. This allows them to create a highly differentiating brand narrative. There are many sustainable fashion brands with a slow approach. But there is no other whose value lies in working with the hemp artisan community in Nepal. Of course, this translates into a product with unique qualities that contribute to that brand differentiation. But moreover, Hemper goes beyond “sustainability”: it is a regenerative brand with a positive impact. This brand has helped recover a culture and traditional knowledge that were disappearing. It has also contributed to restoring the natural ecosystem by planting local crops for natural fibers. And it has helped improve the economic conditions and well-being of the community.
How can our brands follow these examples? With the Monnou methodology, we assist brands of all types in this process: from emerging brands to established ones that want to pivot their strategy and transform their impact.
Designing regenerative brands: from strategy to tangible results
Designing a regenerative organization or project starts, as mentioned, with understanding its environment and defining the purpose. The Monnou methodology works this way. It helps us identify what role our brand can have in its ecosystem, what the brand can do, and how it can communicate that.
In short, it’s about designing actions that make sense for our brand, outside of clichés and copy-paste solutions. One example developed by Monnou is the NESSEA brand. It is not just another sustainability consultancy. It is a consultancy specialized in sustainable tourism in the Mediterranean region, closely tied to its context, and with an approach focused on friendly, calm, and constant guidance. All of this is made tangible in their communication, both visual and verbal.
Another example is Baukunst, a brand with over 15 years in the market, which wanted to transform itself to have a clear positive impact. This also led to the creation of another innovative brand: the startup ePlace Heritage. For Baukunst, their purpose and value proposition for their different audiences were redefined before redesigning their corporate identity. And both proposals were aligned: that of the old Baukunst company and the startup ePlace.
Sometimes, this brand work doesn’t result in a new corporate identity. Other types of actions may arise. For both MINI and BMW, a series of workshops and activities were developed that served two purposes. First, internally, as training for sustainable innovation and as teambuilding, in addition to providing valuable insights on improvements they could make to their products and services. Second, externally, as part of highly personalized events that highlight the efforts these brands are making to innovate in more sustainable electric mobility.
There are many other paths to becoming regenerative brands and positioning ourselves beyond sustainability. Or to create brands that are meaningful beyond being sustainable. The key is to find these opportunities for each case and enjoy the journey.