Lars Breneman is planning a vacation to visit his relatives in Germany next year and after reviewing his flight options he’s chosen to fly with Lufthansa. Lars’ decision wasn’t based on any loyalty to his German ancestry, rather he chose the German airline because he’s doing his best to save money – and reduce his carbon footprint. Lars, who lives in Seattle, discovered that Lufthansa has recently begun testing bio-fuels to help lower its carbon emissions, which also means the airline may eventually pay less towards the new EU carbon fees.
The New York Times recently reported, “starting Jan. 1, 2012 the European Union will require all carriers entering or leaving its airports to either reduce their [greenhouse gas - GHG] emissions or pay a charge — whether the airline is United, Air France or Lufthansa… and the “cleanest” airlines will pay less in emissions fees.”
Depending on the size and model of aircraft, airplanes on average spew 244 pounds of carbon dioxide emissions for every mile flown. Source: Blueskymodel.org
For Lufthansa the objective is to become the “driver of change” in reducing GHG emissions with its new biofuels and has estimated a savings of 1,500 tons of CO2 emissions during the recent test period.
On the other hand the US airline industry has taken a different approach having recently filed a lawsuit before the European Court of Justice.
It would be safe to say that the impending fee has caused some friction. “The European Union is imposing this on U.S. carriers without our agreement,” Wendell Albright, director of the Office of Aviation Negotiations at the State Department, said in a recent NY Times interview. “It is for the U.S. to decide on targets or appropriate action for U.S. airlines with respect to greenhouse gas emissions.”
How Long Can the Airline Industry Avoid Being Part of the Solution?
Despite loud protests from the airlines in the US, China and Canada, the issue really stems from the United States defiant position on what proper measures should be for reducing GHG emissions and the true impact of climate change. Since 2005, the EU has been obligated under the Kyoto Protocol to reduce emissions, whereas the US had opted out of the agreement. The fact is, 191 countries have signed and ratified the Kyoto Protocol, therefore all US industry involved in global trade may eventually be facing a future where GHG fees and penalties will have become standard practice.
When asked about the US airlines opposition to the planned carbon fee, EU commissioner for climate action, Connie Hedegaard, commented, “we would have liked to see a global agreement, but for how long can this [airline] sector avoid being part of the solution to the climate problem?”
The First Carbon Neutral Airline in North America.
If only the North American airline industry had emulated the forward thinking approach that the world’s largest seaplane airline undertook starting in 2007.
Harbour Air, based in Vancouver B.C., is today a fully carbon neutral airline.
The 50-plane operation managed the feat by partnering with Offsetters, Canada’s leading provider of carbon-management solutions.
To advertisers and marketers it’s important to realize that kids and young teens are extremely media/computer savvy and the best way to engage them is to be authentic and to always converse with them on their terms. What may be surprising for parents and teachers is what were once thought to be effective and efficient methods for teaching and providing guidance may now no longer be as relevant or meaningful for todays kids.
Just a few years ago the folks at Common Sense Media wrote, “we may think of our kids’ online, mobile, and technological activities as “digital life,” but to them, it’s just life. Their world is as much about creating media as it is about consuming it.” And that in essence is what matters most – much of how kids view their world is through technology.
Generation Z
For kids born after 1998, “known as “Generation Z”, they know of no life without Internet, ubiquitous cell phones, iPods, iPads, social media or 24/7 entertainment.” They’re also much more brand and fashion conscious at these younger ages.
This axiom holds true when considering how kids are learning and how they are choosing to get involved in activities both online and off.
The Power of Agency
What shouldn’t be surprising are the things kids can do – and are doing – when empowered to do so. As Melissa Clark-Reynolds, CEO of Minimonos, stated at the Sustainable Brands ’11 conference, “kids need to be given agency”, that is “they need to be given the capacity to make powerful choices and affect the world.”
Minimonos (Spanish for little monkeys) is an online game that challenges kids to think in sustainable terms by rewarding them for doing the right thing. The purpose of Minimonos is “to have a place that embodies core values like sustainability and generosity, without turning those values into a boring lecture.” What’s more, these kids are looking for authenticity and something that will inspire them – but it has to be on their terms and level of interest.
More than most parents may be willing to admit, a large percentage of today’s kids are extremely media savvy (they totally get it!) and they can detect the insincerity of a website, a social media platform, or any game or program that may be purportedly “designed for kids” but clearly doesn’t understand what motivates and engages them. If any of the content feels like it’s being imposed or is just irrelevant, then it’s summarily rejected. However, if the content has real value where the kids feel empowered to make decisions, are able to connect with other like-minded kids and can realize social status through rewards (gamification) – and it’s fun – then there is a good chance the website/game or social media platform may be a success.
What’s also important is when kids are given this ”agency” it is not to diminish or negate the need for providing safety, structure and supervision while they’re spending time online. “The very nature of their constantly connected culture means kids must understand the concept of privacy so that what they post and create won’t hurt them or embarrass them at some point down the line.” However, as Emily Bazelon writes the The New York Times, “parents and lawmakers are [at times] so worried about protecting our children that they can fail to distinguish between real threats and phantom ones.” The point is to strike a balance between protecting and monitoring kids while also allowing them to find their space online where they can flourish.
A Different Way of Learning
For older kids a shining example of turning a subject that’s often perceived to be boring into something that is engaging are the YouTube learning videos created by Salman Khan. (Now collectively known as The Khan Academy.)
In part by using gaming and rewards systems as motivation, students can learn from a variety of topics at their own pace and often find that the system works – especially when so many are achieving positive results. What started as pre-college mathematics video tutorials for Khan’s niece and nephews is now, as Khan states, “the world’s first free, world-class virtual school where anyone can learn anything.” He adds that the system isn’t a replacement for the traditional classroom; rather it’s an adjunct for learning where students are encouraged to explore and make mistakes as they learn to master each topic.
Last week at the Sustainable Brands ’11 conference in Monterey, CA there were some prominent takeaways that many brands (large and small) are now doing as a normal part of business. Being sustainable, which is both environmental and social, has become more than an eco-trend and much more than presenting the consumer with a “green” image. In fact, green washing is one of several varied terms used to describe businesses that attempt to fool the customer into believing that their products are safe, natural and/or do no harm to the environment. However, today’s mobile consumer is extremely savvy and often quite cynical. In response to this backlash many businesses are finding that authenticity and transparency are the keys to building successful and lasting relationships with their customers and shareholders.
What was loud and clear to this attendee is that sustainability should be embedded rather than tacked onto existing business practices and that marketing efforts should focus on product quality first rather than any “green attributes”. The key is to understand what motivates consumers and one emerging movement is the use of gaming for marketing and product usage purposes. What is referred to as “gamification” is now a major catalyst for changing well-entrenched behaviors and creating new social norms while engaging consumers in fun and rewarding ways.
Many of the large brands that were participating at SB’11 were in agreement that sustainability isn’t just about the perception of being green and doing less harm to the environment. It’s much more than that. It makes good business sense and has become a profitable driver for those who can make it work.
Today sustainability is about using less (or alternative) energy, creating less waste and seeking materials and input ingredients that are much more in harmony with the environment rather than being harmful. And of course while doing all of this the company still must make the process of sustainability profitable while at the same time ensuring its business practices are transparent.
Take any product manufacturer for example and the sustainability mission is about creating and fulfilling a system that starts with the sourcing of raw materials to increasing efficiencies across the supply chain, to streamlining the production and manufacturing process. Then it’s onto improving and reducing packaging and simplifying the distribution channel that ultimately leads to the end consumer and finally the product end of life-cycle phase where recycling, biodegradation and/or reuse come into play. To be completely sustainable a business strives to create a life-cycle loop where eventually it will give back to the earth what it has taken out – and all in an environmentally and socially responsible manner.
A new entry has burst ashore in the fiercely competitive street food movement in Orange County, California. SlapFish is a brave new gourmet mobile food concept whose focus is sustainable seafood – fresh, delicious, creatively engineered, classic American comfort seafood, prepared with locally grown ingredients, crafted with simple, natural flavors and delightfully served with a smack of gourmet irreverence.
The SlapFish gourmet mobile food operation has skillfully met the demand of an underserved seafood loving market in Southern California by offering an original menu of value-priced sustainable seafood that’s artfully served from the window of a modern seafood shack on four wheels.
With stylishly appetizing signature items like the Lobsticle (lobster tail on a skewer), Shrimp Pops (shrimp and pepperoni in a pastry roll), Tower of Tuna sandwich, and Lobster Grinder, SlapFish is delivering on its promise as Masters of Sustainable Seafood – all its fish and shellfish are sourced from well-managed, family-run suppliers of sustainable seafood. Its menus are reviewed by a team of experts and scientists in conservation and marine biology at the Aquarium of the Pacific’s sustainable seafood program, Seafood for the Future. And SlapFish uses FishWatch, an authority on marine fisheries science, conservation and management, and the World Wildlife Foundation.
Thanks to Science Creative, SlapFish has a powerful brand to complement its compelling value proposition and smart-alecky gestalt – a fresh iconic logo, a tagline that conveys the sustainable message (Ridiculously Fresh. Refreshingly Responsible.) and plenty of not-so-subtle messaging (Slap Some Fresh In Your Face), all served up in a clean, SoCal-inspired truck design and a socially active website that are demonstrating how tasty fresh sustainable seafood can be.
In just its first month of operation, SlapFish has already exceeded expectations by quickly becoming a sought-after, highly popular gourmet food truck at each venueand rapidly building a community of hungry fans, followers and evangelists on Facebook and Twitter.
If only the North American airline industry had emulated the forward thinking approach that the world’s largest seaplane airline undertook starting in 2007.
