Realization did not come in the form of enlightenment but in
the growing cost of, food, fuel, housing and so on. The
impact of climate change, water and air pollution and the
growing prevalence of things like asthma, autism, allergies
and so on in our kids has strengthened our grasp on the con-
cept of scarcity. Our rational response is to conserve and
ration. The value system that validates that behavior is envi-
ronmentalism and sustainability. The values are very real but
they are not our primary motivator. We are, on a much more
primitive level, afraid of running out of the things that we
rely on.
The second set of values are based are a response to per-
ceived threat. A convergence of events has made us feel
exposed and vulnerable. We have come under attack and lost
our sense of security within our boarders. We have had to
relinquish the moral high ground and seen our economic
superiority threatened by the rise of India and China. Our
economy went from very strong to very weak in an extraor-
dinarily short period of time to the very real economic detri-
ment of millions of Americans. Our, once again, completely
rational response is to develop somewhat of a wartime men-
tality. To gather together and form communities. To be more
tolerant and less arrogant towards our neighbors whose
strength is growing relative to our own. The primary motiva-
tor is fear and the value system that it represents is all about
relationships, engagement, diplomacy, tolerance, communi-
ty, connectedness and globalization. Probably the best
expression of this shift is the election of Barack Obama to be
President. We put aside old prejudices and a value system
structured around superiority and replaced it with one that
fits better with conditions over which we have no control and
no choice but to adapt.
So in conclusion, I would suggest that changing consumer
values are the symptom and not the cause of changing eco-
nomic, social and environmental conditions. Corporations
seeking to connect with consumers today should absolutely
engage in the values narrative but should do so with the
understanding that it is the result of what amounts to fear and
insecurity. How do you talk to a consumer who is fearful and
insecure? You have the conversation with them about values
that they want to have because it makes them feel comfort-
able and virtuous. You also acknowledge, explicitly or
implicitly, the actuality of their experience and the challenges
that they are facing. Without that, the narrative around values
remains vaguely insubstantial and somehow fails to get to the
heart of the matter.
Sara Batterby is a brand and messaging strategist with
Akel Ventures.
http://www.akelventures.com We specialize
in brand and business development services for consumer
products companies. We help our clients identify and capi-
talize on revenue acceleration opportunities in context with
the rapidly changing consumer landscape.
To learn more about our services and our clients
www.akelventures.com/index.php?link=clients square6
Source:http://EzineArticles.com
Edition IV/Fall 2009
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