Retail Leader - May/June 2018 - 39

ever consumers believe brands can do more to solve social ills.
Keiffer called that finding "kind of crazy," because it is a shift in
expectations around the role of government and brands.
"Governments were created for the purpose of solving social
ills and brands are commercial enterprises that are supposed to
make money for shareholders. That is the opportunity," Keiffer
said. "People are expecting brands to do things to solve social
ills and they are buying or boycotting brands based on the stand
brands take on social issues."
For example, Millenials are the first generation ever that says
they will take less money to work for a company that shares
their values and they are applying a similar mindset to their
spending behavior.
Of course, playing it safe on issues and doing nothing is
always an option and brands likely won't see an immediate
impact, but they are also likely over time to end up in a place
Kieffer called, "no brand's land."
The risk from such an approach that might actually be perceived as safe is greater risk if competitors are more vocal and
active about their beliefs and rewarded by shoppers.

"People want to financially reward companies for doing the
right thing because we live in a world where trust is a scarce
commodity," Kieffer said. "This is not about chasing issues.
Don't chase issues, find your calling."
The latter means having an authentic position based on beliefs.
That's what Chobani founder, Turkish immigrant and entrepreneur Hamdi Ulukay did when he started his company, hired
people who happened to be immigrants and paid a living wage.
"He did not say immigration is going to be my issue. He built
a company based on values of giving back, treating people with
respect and doing a lot of charitable work. When immigration
came up as an issue, he had a point of view on it, but he was
speaking on it based on the values of his company," Kieffer said.
People could agree or disagree on the issue of immigration,
but Ulukay didn't start by picking an issue, taking a position and
then risk losing half his customers. He spoke about the values
and benefits he saw from treating immigrants with respect, according to Kieffer.
"When you find your calling, it's not about giving up all your
profits and becoming a charity," Kieffer said. RL

TRUST DECLINES IN 10 OF 15 SECTORS
Percent who trust each sector, and change from 2017 to 2018

54

Y-toY
Change

0

es
rvic
e
s
l
cia
an
Fin

60

62

62

62

62

63

63

63

66

-3

-4

-4

-3

-1

+2

0

-2

-3

nt
G
ve
ge
oti
me
CP
era
n
m
v
i
e
o
a
t
t
b
ter
Au
nd
En
da
o
Fo

on
shi
Fa

66

67

68

70

-2

-1

+2

+1

75

-1

n
n
es
gy
tail
tio
tio
olo
Re
rvic
ca
rta
n
e
u
o
h
s
c
Ed
al
nsp
Te
on
Tra
ssi
e
f
Pro

y
re
ns
ing
ca
erg
tur
atio
h
t
En
c
l
i
a
fac
n
e
u
u
n
H
m
Ma
om
lec
e
T

TRUST DECLINES IN NINE COUNTRY BRANDS

Trust in companies headquartered in each country, and change from 2017 to 2018
Significant declines
for brand U.S.

Y-toY
Change

34

36

50

50

50

56

57

60

-1

62

63

65

66

68

61

0

-2

-1

-3

-1

0

43

32

32

-1

+1

+2

+1

-1

-5

+2

+1

+1

-4

ia
Ind

o
xic
Me

zil
Bra

ina
Ch

rea
Ko
S.

.
U.S

ly
Ita

ain
Sp

e
nc
Fra

.
U.K

SOURCE: 2018 Edelman Trust Barometer

y
a
n
d
ia
an
ds
an
ad
de
ral
lan
an
Jap
an
we
ust
zer
erl
erm
C
t
S
i
h
A
G
t
e
Sw
eN
Th

MAY/JUNE 2018 Retail Leader.com

39


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Table of Contents for the Digital Edition of Retail Leader - May/June 2018

Contents
Retail Leader - May/June 2018 - Cover1
Retail Leader - May/June 2018 - Cover2
Retail Leader - May/June 2018 - 3
Retail Leader - May/June 2018 - Contents
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