"Marketing teams are sometimes the ones who experience the most cognitive dissonance.e."
I met Julie Mathews at the launch breakfast of the Marketing fresco. I really enjoyed his frank and transparent comments during the round table. I found it audacious to say, in front of a gathering of marketing executives, that it's not enough to consume better (and therefore eco-design your products/services), but that you have to consume less (and therefore sell less) to achieve this. These are tricky words to hear when the main objective on a marketer's job description is to increase the number of conversions.
Julie is in charge of supporting companies and local authorities in the Goodplanet Foundation. She discusses her role in raising awareness, training and consulting to help companies adopt more sustainable practices.
It highlights the diversity of organizations and business sectors in terms of their maturity in approaching the ecological transition. She also discusses the challenges of transforming business models and mentalities within companies. According to Julie, " The transition cannot be made under duress, it must be made consciously, we must touch people's hearts.. Otherwise, there will always be people who prefer to pay fines, get around the law..." .
We discuss the level of awareness of marketing teams in companies. According to Julie, " These teams are well-informed about market trends and customer expectations, and act as a link between the outside and inside of the company. These are sometimes the teams that experience the most cognitive dissonance." .
We also talk about marketing muralan excellent pedagogical tool for collective intelligence to reach all populations. According to Julie, " You can't change the paradigm if you're not convinced you need to do it" . This fresco highlights the major issues at stake and explains why traditional practices are no longer viable today. Julie insists that this is only the first step, and that it's not enough. Support is necessary. Change isn't that easy. It has to be accompanied.
We also discuss corporate inertia in the face of change. It's easier to change the way a product is made through eco-design than to change operational marketing tactics. According to Julie, this is because marketing affects the outside world, and can call into question many things, such as business models and revenue streams. Companies are still reluctant to change these aspects.
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For drastically change the business modelJulie talks about the mission-driven company model, which enables us to integrate into the DNA of companies missions that are dissociated from economic wealth. It means being able to integrate into the company's articles of association other missions that can be used to speak to the various stakeholders. It means changing the paradigm, the governance model. It means changing people's beliefs about the very purpose of a company, other than to bring ever-increasing dividends to shareholders. The integration of non-economic missions has led to a rethinking of the company's entire activity.
Enjoy your listening!
Organizations mentioned in this podcast :
- GoodPlanet Foundation: https://www.goodplanet.org/fr/
- Pocheco: https://pocheco.com/fr/
- Emmaüs: https://emmaus-france.org/
This recording is also available on all podcast platforms:
Text transcript of the podcast recorded with Julie Mathews, GoodPlanet Foundation
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