2023全球營銷趨勢報(bào)告

Digitaltechnologyhaschangedtheface

ofbusiness.Acrosstheglobe,Deloitte

Digitalhelpsclientsseewhat’spossible,

identifywhat’svaluable,anddeliveronitbycombiningcreativeanddigitalcapabilitieswithadvertisingagencyprowess,and

thetechnicalexperience,deepbusiness

strategy,andrelationshipsoftheworld’s

largestconsultancy.DeloitteDigital

empowersbusinesseswiththeinsights,

platforms,andbehaviorsneededto

continuouslyandrapidlyevolvetoperformbeyondexpectations.

Readmore

aboutDeloitteDigital’sworld-

classdigitalagencyanditsserviceofferings.

Aboutthe

Deloitte

CMO

Program

Deloitte’sCMOProgram

supportsCMOsasthey

navigatethecomplexitiesoftherole,anticipateupcomingmarkettrends,andrespondtochallengeswithagile

marketing.

Readmore

onthelatest

marketingtrendsandinsights.

01

02

03

04

Tableof

contents

04

Introduction

24

Trend3

Creativityasaforceforgrowth

06

Trend1

Brandsanswereconomicinstability

withmarketinginvestments

36

Trend4

Risingtechnologiesformarketers

15

Trend2

Chiefmarketingofficersdrivegrowth

throughinternalsustainabilityefforts

45

Recognition

andappreciation

2023GlobalMarketingTrends3

01

02

03

04

Introduction

Awelcomefrom

SuzanneKounkel,

DeloitteUSchief

marketingofficer

Welcometo2023GlobalMarketingTrends!

ThisreportcomesfromDeloitte’sCMOProgram,ateamcommittedtoconnectingchiefmarketingofficerswiththetoolsandresourcesneededtosucceed.Forthisyear’sreport,insightsweregatheredfrom1,015C-suiteexecutivesandlead-ersfrombrandsacrosstheworldtobegintounderstandhowtheyplantoapproach2023.

Fromtheseideas,andthroughconsultationwithsubjectmatterexpertsacrossDeloitte,thisyear’sreportexploreshowweasmarketersareuniquelypositionedtocreatenewleversforgrowth.Duringthesevolatiletimesoffinancialuncertainty,weshoulduseourpowerasstorytellerstokeepthecriticalmatterofsustainabilityatthetopofouragendas—especiallyatatimewhenitcouldbedeprioritized—andsuffusecreativethoughttostimulategrowththroughoutourcompanies.

2023GlobalMarketingTrends4

01

02

03

04

2023GlobalMarketingTrendsaimstoactasaguidefortheseissuesatacriticalpointintime.Italsooffersmeaningfulconsiderationsforpro-pellingyourbrandandorganizationforwardinthecomingyearandhighlightsthetechnologieswethinkaresettomakethebiggestsplash.

Wemayoperateindifferentindustries,wemaytalktodifferentcustomers,butasCMOs,wefacesimilarbusinessdecisions.I’mfortunateenoughtoworkatanorganizationthatallowsmetocol-laboratewithleadersandexpertsfromallcornersofthebusinessworld.Ihopethatbysharingtheirknowledgewithyou,itwillnotonlyhelpyourbusinessgrow,buthelpourprofessionflourish.

Regardlessofwhatchallengeslieahead,thisreportcouldhelpyoutakecontrolofyourmar-ketingstrategy.So,getreadingandpleasegetintouchifwecanbeofhelptoyou.MycolleaguesandIareheretosupportyou.

Ican’twaittoseewhatwebuildtogetherthisyear,

SuzanneKounkel

DeloitteUS

chiefmarketingofficer

2023GlobalMarketingTrends5

Trend1

Brandsanswereconomicinstabilitywithmarketinginvestments

01

02

03

04

Whatarethetopprioritiesofchiefmarketingofficersin

navigatingeconomicdownturns?

Marketinghasgonethrougharenaissanceoverthepast10years,butwhilemuchhaschanged,thereislikelymuchmorechangestilltocome.Wheretherewasonceonlyapromiseofmarketingactingasadriverofaccountablegrowth,todaythatpromisehasbeenrealized.Thispromiseispartlyduetocapabilitiessuchasdynamic,one-to-onepersonalization,whereeachcustomerhastherightmessageattherighttimeandplace;orthroughbetterwaysofrunningamarketingorganization,whereteamsandpartnerscanspendmoretimefocusedonstrategicdeliveryacrossthebusinessversusexecutingontactics.Theintroductionoftechnologyanddatahasforeverchangedmarketing,givingitaseatintheboardroom.

Thepasttwoyearsspentinaglobalpandemic

haveonlydeepenedmarketing’simpact.There

hasbeengrowth,innovation,andagilityinthe

waymarketinghasreactedtohelpnavigateand

thrivethroughdramaticandunprecedented

times.However,wearenowtransitioninginto

aperiodofeconomicuncertaintythatwilltest

marketing’sresolveoncemore.Basedonaglobal

surveyofchiefmarketingofficers(CMOs),we

identifiedthreewaysCMOsareleadingthe

chargeanddrivingimpactbeyondcuttingcosts.

Investinginmarketingduringadownturncould

contributetofuturegrowth.ACMOcanthink

likeachieffinancialofficerbutstillapplytheir

ownuniquemindset.

2023GlobalMarketingTrends7

01

02

03

04

CMOs’topprioritiestoconsiderduringeconomicinstability

Manybrandssurveyedhaveindicatedthatnavigatingthecurrentstateofeconomicinstabilityandrisinginflationistheirtopconcernforthecomingyear.Butratherthanhedgingtheirbetsandcuttingcosts,brandsareansweringthisinstabilitywithaninvestmentmindset:growingtheirorganization’scapabilitiesandcapacitytoendurewhatevertribulationsaneconomicdownturnmaybring.

Innovativecompanies

arelikelytoreduce

costs,increasecustomer

engagement,andpioneer

entirelynewofferingsfora

pieceofthebuddingmarket.

Inaseriesofinterviewswithover20CMOsacrosstheglobe,weexploredwhattheyaredoingtosecuretheircompaniesagainstcurrentandan-ticipatedeconomicinstability.Theirresponsesindicatedthattheirtopthreeprioritiesare:

1.Acceleratingthemovetonewdigitaltech-nologiesorplatforms

2.Expandingintonewmarkets,segments,orgeographies

3.Implementingsystemsoralgorithmstoen-

hancecustomerpersonalization(figure1)

Whileweexamineeachoftheseinvestmentareasindepth,ourconversationswithCMOsrevealthatthesetopthreeprioritiesareoftenlinked.

Acceleratingthemovetonewdigitaltechnologiesorplatforms

Digitalplatformsandtechnologiesofferalonglistofusecasesandbenefitsformarketing.Well-designeddigitalplatformscanstreamlineandsimplifythecustomerexperience,incentivizingcustomerstoengagemoredeeplyondigitalplatformsandcapturingvaluablecustomerdata.Capitalizingonthisdatacanofferopportunitiestoimprovecustomerloyalty,satisfaction,andlifetimevaluethroughbetterpersonalizationanddecreasedfrictionateverystepinthecustomerjourney.

OurCMOsurveyrespondentssharedwhichtechnologiestheyhavetheireyeon.Somemarketersareprioritizingartificialintelligence(AI)andanalyticstohelporchestratebetterexperiencesandpaintamoreholisticpictureofthecustomer.Otherfrequentlycitedtechnologiesandplatformsincludevirtualreality,augmentedreality,socialplatforms(suchasthroughsocial

2023GlobalMarketingTrends8

01

02

03

04

FIGURE1:Chiefmarketingoicers’topprioritiesforthenext12months

Acceleratingthemovetomewdigitaltechnologies/platforms

38%

Expandingimtonewmarkets,segments,orgeographies

36%

mplementingsystemsand/oralgorithmstocreategreatercustomerpersonalization

36%

colaboratingwithotherbusinessfunctionstodrivestrategicinitiatives(eglTsUppychainetc)

32%

creatingnewproductsandservices

26%

Reducingoperationaland/orproductcostsorincreasingvalueforsimilarcost

23%

Developingacquiringandretainingtalent

22%

Buildingmoresustainablecapabiitiesand/orofering

19%

Buildingmoreinclusivecapabiitiesand/oroferings

19%

Activatingpurposeasanenterprisewidebusinessstrategy

18%

Addressingregulatoryenvironments(egpublichealth,climategeopolitical,privacyetc.)

16%

Deployingbrandasanenterprisewidestrategy

16%

Source:2023DeloiteGlobalMarketingTrendsexecutivesurvey,conductedinJune2022.

commerce),anddigitalcurrencies.Whiletheusecasesandbenefitsofthesetechnologiesandplatformsvary,westillwantedtounderstandwhyCMOsnowseeaneedtoacceleratetheiradoption.

StephanieN?geli,chiefmarketingandinnova-tionofficerofSVGroup,helpsillustrateacrucialunderlyingtrend:“Whatweareseeingisthatourguestsaremuchmoredigitallysavvythantheywerebefore.EverybodyknowshowaQRcodeworksthesedays,soforusit’sreallyimportanttoleveragetechnologyanddigitalinordertocreateamuchmoreseamlesscustomerjourney.

”1

Whiletechnologicallysavvyconsumersmayex-pectmorefromtheirdigitalexperience,meetingandexceedingtheseexpectationscouldhelpbrandscaptureanentirelynewcustomerbaseontopofbuildingandretainingloyaltywithintheirexistingbase.Expandingthecustomerbaseisalsothesecond-mostimportantpriorityforCMOsinthecomingyear.

2023GlobalMarketingTrends9

01

02

03

04

Expandingintonewmarkets,

segments,orgeographies

Asadegreeofattritioncanbeexpectedduringaneconomicdownturn,tappingintonewmarketscandampenthisimpactandhelpsetthebusinessupforfuturesuccess.

Whiletherearemanyavenuestoexpandingthecustomerbase,ourinterviewswithCMOsrevealedthattheireffortsoftendirectlytiedthedigitallandscapewithmarketexpansion.GregorEicher,headofmarketingandsalesforBankCler,sayshisorganizationisusingastrategyofexpansionbyrefocusingondigitalchannels:“We’reayoungbrand,sowe’restillinagrowthphase.Wearedecreasingphysicaltouchpointsandmovingtodigitaltouchpoints.Wewanttoincreaseproductawarenessandbringinnewcustomersforoursmartbankingapp.Wewanttousethisasakeychannelforthebank.

”2

BankClerisnotalone;asN?gelimentionedearlier,anincreasinglydigitallysavvyworldcanbringanewsetofopportunitiesforcapturingcustomersegmentsbutcanalsoresetexpectationsascustomersbegintoviewaseamlessdigitalexperienceastablestakes.

Improvementsindigitalcapabilitiesmayalsohelpenableanewlevelofprecisioninmarketingthatcouldopennewgrowthopportunitiesforthecompany.Microsegmentationofcustomercohortsismaturing,andinvestmentsprovidenewwaystosenseandhelpreacttochangingmarketconditionsinmorepreciseandrelevantways.It’snolongeraboutreachingasmanycustomersaspossible,butinsteadreachingtherightones.ThesedigitalcapabilitiesandsystemsthatcanimprovecustomertargetinggohandinhandwithenhancingCMOs’finaltoppriority.

Implementingsystemsor

algorithmstoenhancecustomerpersonalization

Thethird-mostimportantpriorityourrespondentssharedisusingsystemsoralgorithms,suchasdataplatformsandmachinelearning,toenhancecustomerpersonalization.Newplatformsandsystemsthatintegratefirst-partydatafromcustomerswithinformationaboutgeographic,sociopolitical,andevenweatherandclimatedatacanassistCMOsinuncoveringnewinsightsintocustomerbehaviorandpreferencesfromlargersourcesofdata.Theevolutioninpersonalizationbringsdatadirectlyintothehandsofmarketersandarmsthemwithadetailedunderstandingofthefactorsthatdriveconsumerbehavior,helpingtopredictacustomer’slikelihoodofpurchasingorchurning,ortheirlifetimevalue.

2023GlobalMarketingTrends10

01

02

03

04

It’simportanttonotethatthesetypesofdetailedsegmentsarefluidandevolving,sodynamicseg-mentationbecomescritical.However,throughAIandmachinelearning,combinedwithexperimen-tationandatest-and-learnculture,brandscandynamicallytunetheirmarketingandmessagingbasedonever-changingconsumerbehavior.

Implementingthesesystemssuccessfullycanrequirecoordinationandend-to-endintegrationwithintheorganization.AntoniaLepore,CMOofAXA,stressesthispoint:“Ifyouwanttodoreallygoodpersonalizedandautomatedmarketing,youneedhelpfromyourITcolleagues,youneeddatacolleagues,andthesystemshavetotalktogether.

”3

WhileAIandotheralgorithmscanhelpimprovepersonalizationatscale,thesecapabilitiesshouldalsobepairedwithotherhuman-centeredmethodologies,suchasbehavioralscienceorethnography,tobuildacompletepictureofthecustomeranduncoverthewhybehindthedata.CristianCabello,CMOofmainLatamcardealerDerco,stressedtheimportanceofajointmethodology:“Datawillleadustothepointsofcontactwithadvertising[that]areincreasinglypersonalizedandmorerelevant—buthereIalsohavetobeemphaticthatartificialintelligenceisn’tenoughforustoputtogethermodels,ifwedon’tcombineoraccompanyitwithadeephumanknowledgethroughadhocresearchofourclients.Thekeytogeneratingthispersonalizationiswithacorrectunderstandingoftheclient,mixingdatawithresearchontheclient’sexperience.

”4

OursurveyresultsindicatethatthemajorityofCMOrespondentscurrentlydonothavesuchcapabilitiesinplace—butthisissettorapidlychange.Thirty-eightpercentofCMOsarelookingtodeploythecapabilitiesthatenablethistypeofpersonalizationwithinthecomingyear,withan-

other12%withintwoyears5—signalinga

majorshiftforthefieldofmarketing.

“Ifyouwanttodoreallygood

personalizedandautomated

marketing,youneedhelpfromyourITcolleagues,youneeddatacolleagues,andthesystemshavetotalktogether."

—AntoniaLepore

chiefmarketingofficer,AXA

2023GlobalMarketingTrends11

01

02

03

04

HowcanotherCMOsnavigate

thesesamepriorities?

?Partnerwell—orintegratecompletely.

Havingleadingtechalonewillonlygetyousofar.Toaccelerateyourbrand’smovetonewdigitaltechnologiesandplatforms,LeporestressedtheneedforCMOstoworkcloselywithkeypartnersacrosstheorganization.Identifyandconferwithstakeholdersonhowtooptimizethesetechnologiesforeveryone’sbenefit,andtohelpensureaseamlessback-endintegration.Someofthemostprogressivecompaniesareworkingtobreakdownthesewallsentirely,establishingdatascienceandtechnologyascorefunctionsofmarketing.

?Testoften.Withanincreasinglydigitallysavvysociety,N?geliobservesthatexpandingintonewmarketscancorresponddirectlywithexpandingoperationsontodigitalplatforms.However,adifficultcustomerexperienceonahastilyrolled-outwebsiteorappcandiscouragebothcurrentandpotentialcus-tomersfromengagingwithyourbrand.CMOsshouldconsidercarefullytestingandhoningplatformstoaccommodatecustomerneedsandhelpfacilitateaseamlesscustomerex-periencebeforeleaningintothisstrategy.

?Combinedatasciencewithahumantouch.

Datascienceprovidesanimportantbutin-completepieceofthepuzzle.AsCabellonotes,brandsshouldblenddatawithhu-man-centeredmethodologiestocreateamorecompletepictureofthecustomer,pre-ventmistakesanalgorithmcan’talwaysun-derstand,andcultivateconnectionswiththecustomer.

2023GlobalMarketingTrends12

01

02

03

04

Endnotes

1.InterviewsconductedbetweenJulyandSeptember

2022aspartofresearchfor2023GlobalMarketing

Trends.

2.Ibid.

3.Ibid.

4.Ibid.

5.2023DeloitteGlobalMarketingTrendsexecutivesur-

vey,conductedinJune2022.

2023GlobalMarketingTrends13

01

02

03

04

Abouttheauthors

KatieDenlinger

kdenlinger@

KatieisaprincipalatDeloitteDigitalwheresheleadsMarketingStrategy&Transformation.Sheservesasastrategicadvisortoconsumer-firstcompanieswhoarechallengedtodomorewithlessinafastchangingmarket.Sheadviseschiefmarketing,digitalandanalyticsofficersonhowtodrivebusinessgrowthanddeliverpersonalizedexperiencesandmarketingacrosschannelsbybringingtogetherstrategy,technology,andana-lytics.

ConnorSeidenschwarz

cseidenschwarz@

ConnorSeidenschwarzisaResearchandInsightsleadforDeloitte’sCMOProgram.AsaresearcherwithDeloitteServicesLP,hefocusesonemergingmarketingtrendsandCMOdynamicswithintheC-suite.

Acknowledgments

Theauthorswouldliketothankthefollowing

contributorsfortheirsupportindevelopingthistrend:

LealaShahCrawford

Managingdirector,CustomerDataScience,AnalyticsandPersonalizationlead

HollyDarov

MarketingStrategy&

TransformationPracticelead

GeorgMuller

Managingdirector

2023GlobalMarketingTrends14

Trend2

Chiefmarketingofficersdrivegrowththroughinternalsustainabilityefforts

01

02

03

04

Assustainabilityandequitycontinuetobeimportantfor

consumers,twoindustriesareleadingthewayintheirefforts—

settinganexampleforotherindustriesandevenconsumers.

Sustainabilityisonesubjectthathascapturedtheattentionofmarketersforseveralyears.Onceseenasahot-buttonissue,sustainabilityhasgrownintoamatterthatisnotonlytherightthingtodoasaresponsiblecorporatecitizenbutcanalsobegoodforbusiness.Brandsthatfocusonsustainablebusinesspracticescanbecomemorerelevantandprofitableaswellasgrow:allthete-netsthatchiefmarketingofficers(CMOs)strivefor.Thesepracticesalsobecomealeverthatbrandscanusetostayaheadofculturaltrends.

Sustainabilityasanimperativeforgrowth

Sustainabilityisanoverarchingethosthatrequiresdevelopingabusinessmodelthatissustainablefortheearth,theeconomy,andsociety.Thesemattersareincreasinglyvitaltomeetmarket,regulatory,andgovernmentaldemandsandarealsoacentralconcernforconsumers.Manybrandsarefocusingonsustainability,definedbroadly,asakeypartofbuildingabrandwithstayingpower.

Howarebrandsrespondingtothegrowingimperativeofinvestinginsustainabilityissues?ADeloittesurveyof1,015CMOsindicatesthatbrandsareconcentratingtheireffortsonshoringuptheirowninternalsustainabilitypracticesasopposedtofocusingexternallyoninfluencing

customerbehavior.1

Forexample,brandsworkingoninternalsustainabilitymightbefocusedonreducingpaperwasteorenergyusage,orcreatingmoresustainableortransparentsupplychains,amongotheractions.

2023GlobalMarketingTrends16

01

02

03

04

FIGURE1:Brands’topprioritiesfortheirsustainabilityefortsin2022

PercentageofCMOresponses

mprovingsustainabilityofimternalmarketingpractices

51%

promotingmoresustainableproductandserviceoferings

47%

Establishinglong.termsustainabiitycommitmentsegby2030,ourorganizationwill…)

45%

Generalenvironmentalawarenessmessaging

42%

Highlightingexternalorganizationactionsthatpromotesustainability

38%

Highlightingimternalsustainabiitypractices

38%

RealigningcorebrandmessagingorvauesmorecloseIyaroundsustainabiity

29%

Nudgingconsumeractionthatpromotessustainability

25%

Source:2023DeloiteGlobalMarketingTrendsexecutivesurvey,conductedinJune2022.

Brandsreportedthattheirtopthreeprioritiesforsustainabilityeffortsthisyearinclude(figure1):

1.Improvingsustainabilityofinternalmarketingpractices

2.Promotingmoresustainableproductandserviceofferings

3.Establishinglong-termsustainabilitycommit-ments

Internalsustainabilityeffortscannotonlyhelpestablishtheauthenticityofabrand’smarketinginitiatives—buildingtrustwithconsumers—buttheycanalsohelpthebrandbuildamoresecure,sustainablefutureforitselfinthefaceofheightenedglobaluncertainties.Notably,relativelyfewbrandsaremovingtheresponsibilitytoconsumers,withonly25%sayingtheyaretryingtonudgenewconsumeractions,indicatingthatbrandsaretakingownershipofsustainabilityactionsandtryingtoleadbyexample.

2023GlobalMarketingTrends17

01

02

03

04

Whilesomebrandsmayfeeltheimpulsetopullbackonsustainabilityintimesofeconomicuncer-tainty,theseresponsesshowthatastrongfocusonsustainabilityshouldcontinueasconsumersremaindeeplyconcernedaboutglobalandeco-nomiceventsandexpectproactiveactiontowardprotectingthewellnessoftheplanet.Marketersshouldremainvigilantonmeetingandexceedingexpectationsonmattersofsustainabilitytore-mainrelevantinthemarketplace.

MichaelSchuld,chiefcommercialandmarket-ingofficeratMediaMarktSaturnRetailGroup,explainsthatsustainabilityisarequisiteforleadershipandgrowth:“BeingamarketleaderinEuropemeansforus,wehavetohaveanswersto[sustainability].Thisisnotatrend;thisisamustbecausewehaveonlyoneearth.Ofcourse,wealsoseeitfromaneconomicaspect:Ourcus-tomers,especiallyyoungerones,wanttoseeanswersonthat.Otherwise,youwillnotbetheirfirstchoiceanymore—anditisgoodthatitisthis

FIGURE2:Thetopsustainabilityprioritiesoftheenergy,resources,andindustrials(ER&I)andthelifesciencesandhealthcare(LS&HC)industries

Energy,resources,andindustrialstop3priorities

Cross-industryaverageEnergy,resources,andindustrials

Cross-industryaverageLifesciencesandhealthcare

37%

34%

31%

21%

Buildmore

sustainablecapabilities

Expandintonewmarkets,segments,orgeographies

Lifesciencesandhealthcaretop3priorities

32%

33%

25%

21%

Develop,acquire,andretaintalent

Buildmore

inclusivecapabilities

30%

23%

Reduce

operationalcosts

36%

33%

Expandintonewmarkets,segments,orgeographies

Source:2023DeloiteGlobalMarketingTrendsexecutivesurvey,conductedinJune2022.

2023GlobalMarketingTrends18

01

02

03

04

way.[We]arethinkingaboutcircleeconomy.Wethinkaboutsecondlifeprograms.Weeventhinkmoreaboutproductsasaservice.

”2

Asmarketersconsidertheirsustainabilityefforts,ourdatasuggeststheyshouldconsidera“be,say,do”approachinwhichtheybeginbydevelopinginternalpracticesthatarealignedwiththeirpur-pose.Thisshouldbedonebeforebrandsfocusoncommunicatingtheirvaluesexternally,andbeforetheybegindevelopingexternalpracticesalignedwiththeirvalues.

“Wehavetohaveanswersto

[sustainability].Thisisnota

trend;thisisamustbecausewehaveonlyoneearth."

—MichaelSchuld,

chiefcommercialandmarketingofficer,

MediaMarktSaturnRetailGroup

Drivingsustainablegrowth:

Healthcareandenergyare

leadingtheway

Whenwelookedatmarketingprioritiesbyindus-try,twoindustriesstandoutasplacingahighemphasisonsustainabilityandequity:Energy,resources,andindustrials(ER&I)has“buildingmoresustainablecapabilities”asitstoppriority,ataratenearlydoublethecross-industryaverage.Meanwhile,lifesciencesandhealthcare(LS&HC)has“buildingmoreinclusivecapabilities”asoneofitstopthreepriorities(figure2).

ThereasonbehindthisemphasiscouldbethatglobaleventsofthepastfewyearshaveforcedcompaniesintheER&IandLS&HCindustriestoadaptquickly,insomecasesevenbeforetheywereready.Tohelpensuretheirorganizationsarepreparedforunexpectedchallenges,CMOscanlookforlessonsfromtheseindustriesthatareal-readyfocusedonsocialissues.

ER&Iinvestsinthefuturebyfocusingonsustainability

Whenaskedhowtheyplantoimprovecustomer-centricityinmarketingefforts,ER&Irespondentscitedmeetingcustomervalues.Sincecustomervaluesincreasinglyincludesustainabilityandequity,itisnosurprisethattheseorganizationsweremostlikelytoreportanemphasisonsustainabilityeffortsthisyear.

KevinMoens,corporatedirectorforsalesandmarketingatEastman,explainsEastman’sdeepcommitmenttosustainability:“Inthecomingyears,wearecommittedtoastronginvestmentstrategyinsustainability,regardlessofthemac-roeconomicenvironment.Weareinvestinginmolecularrecyclingtechnologiesthatenableustounzipplasticwasteandbringthepolymersbacktotheirbasicmolecularcomponents,allow-ingforinfiniterecyclabilityandbringingaboutatrulycirculareconomy.Thesetechnologiesproducevirgin-likeplasticswithasubstantially

2023GlobalMarketingTrends19

01

02

03

04

lowercarbonfootprintcomparedtothelegacyfossilfeedstock-basedprocesses,animportantelementaswelooktotackleboththeplastic

wasteandclimatecrises.”3

Henotesthatthisemphasisisbeingdrivenfromallsides:govern-mentalregulations,potential,andcurrenttalent,andconsumersthemselves.

BreeSandlin,vicepresidentoflubricantsmarket-ingforShell,likewiseexplainsthatShell’sefforts“inadaptingsustainablemethodsandproducts[are]absolutelycriticaltoShell’slong-termsuc-cess,”basedonitsdeepconnectiontocustomersandtheirneeds.Shesays,“Shellhaspubliclysetanambitionofbeinganet-zeroemissionsenergycompanyby2050orsooner.”Toaccomplishthisambitiousgoal,Shellhasengagedinseveralsus-tainabilityinitiatives,includingbuildingaportfo-lioofsustainableproductsandservicestohelpreducethecarbonfootprintofitscustomers,usingmorerecycledmaterialsinproductsandpackaging,anddecarbonizingitssupplychain

operations.TheseambitiousinternalplansalsoaimtohelpShellintroducecustomerstonewdecarbonizationopportunities.Byfocusingtheireffortsinternallynow,brandscansetanexam-pleforconsumersinmakingsustainablechoices

downtheline.4

LS&HCbuil