Gen Z: Bravery, or Bullsh*t? - ZAK Agency
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1 Gen Z: Bravery, or Bullsh*t?
3 We are ZAK. The Next Gen creative agency. From research to delivery, we create brands and build campaigns for clients looking to the future. What is SELFHOOD? SELFHOOD is our global collective of Next-Gen social natives, made up of progressive, creative polymaths who are self-aware, socially conscious and culturally savvy. We work with members of SELFHOOD in real-time to gather insights and spot trends in how they think and behave.
5
01 Introduction 06
02 The Pillars 12
03 CHAPTER 1: 16
Transparency
04 CHAPTER 2: 22
Speaking out and showing up
05 CHAPTER 3: 32
Category revolutionaries
06 CHAPTER 4: 40
Changing business models
07 CHAPTER 5: 48
Purpose over profit
08 Conclusion 60
09 SELFHOOD members 62
7
Introduction
Bravery is marketing jargon’s There’s a basis for bravery.
holy grail. But what does it Evolutionary speaking, order
really mean? The reality is and routine keep us alive.
much of what adland deems That’s why habits feel so
to be brave never escapes the comfortable. More unexpectedly,
echo chamber. The problem our response to surprise also Simply put, it’s uncertainty. We’ve evolved with a sense of
is that our understanding of formed an important part We have a primal reaction self-preservation, but risk taking
bravery is deceptively broad. of our evolutionary survival. when confronted with new has evolutionary roots. It’s an
Enemy of conformity, purveyor Complacency kills. ideas. Our subconscious will in-built instinct that weakens as
of truth - brave is an attitude, overwhelmingly choose known we grow older, creating a chasm
but it’s measured by how you So why are we so reluctant odds over uncertainty, known of behaviour between old and
behave. to be brave? as the Ellsberg Paradox. It’s young, that’s mirrored in how
a behaviour so ingrained it's new and established brands
Now, a new generation are become part of our language. behave too.
calling bullshit on brands that “Better the devil you know than
promise and don’t deliver. the devil you don’t” was our
ancestors' answer to ambiguity
aversion.
introduction 9
Risk-taking and the pursuit We are more prone to trying
Risk-taking and the pursuit of of novelty go hand in hand. things out, exploring the
As young people seek new world, and taking risks
novelty go hand in hand. experiences and higher levels but there is a difficulty in
of rewarding stimulation, controlling our behaviours
they’ll often take risks fully since we do not yet
without thinking about future have the tools for doing it
consequences. Novelty serves appropriately.”
an evolutionary purpose,
Our sense of risk is deeply
but it gives us pleasure too, So rather than seeing risk-
intertwined with our genetics
inducing a dopamine release taking as recklessness, we
and social environment, but
in the hippocampus. There’s a need to understand it in
when we’re young it’s particularly
biological reason new things the context of an inbuilt
pronounced. Heightened risk-
make us feel so good. mechanism designed to give
taking during adolescence is
us the skills of independence.
normative, biologically driven,
In our study Death of the We grow up and grow out of
and, to some extent, inevitable.
Millennial, Dr. Ashok Jansari, it.
Decision-making areas of the
Lecturer in Cognitive
brain are composed of roughly
Neuropsychology at Goldsmiths, Young brands are like young
80% excitatory cells and 20%
University London told us: brains, brave by default. It’s
inhibitory cells. Whilst teenage
“During this period, our brain a means of survival. They’re
brains are forming, their inhibitory
is wired for seeking pleasure agile and malleable, shaping
cells take a back seat, leading
but at the same time working themselves at the speed of
to bold, brash (and sometimes
out whether to advance that culture because that’s the
bad) decision making.
behaviour or not. only way to stand out.
introduction 11
until the 19th century. But
today it’s the ultimate insult.
Adolescents are hardwired
to seek new things and take
risks in pursuit of them.
Neophilia is the norm. If
brands want to target youth
audiences, they need to
Challenger brands stopped But for a young audience that mirror that behaviour.
entering categories and lives for the thrill, the brands
Today bravery isn’t optional.
started disrupting them. But that stagnate, will alienate Complacency is comfortable,
It’s the price of entry and
as young brains (and young them. It’s a fact - 70% of the but the brands that stay
the key to survival. The
brands) become older, they 1,000 under 30s we surveyed stuck in their ways will fade
biggest risk is not taking one.
become risk-averse. We’re about brand bravery stated from our conscience. When a
For Next-Gen consumers,
blinded by what we could lose, that brands need to innovate to purchase no longer provides
conformity is the only strategy
instead of seeing what we keep them interested. The word that shot of dopamine, we’re
guaranteed to fail.
could gain. “boredom” wasn’t in popular use onto the next.
13
01 # TRANSPARENCY
Transparency (albeit a buzzword)
is evolving as expectations are
The Pillars
changing. Bland brand statements
are on their way out, and customer
loyalty has become entwined with
transparency. Now it’s getting radical.
Brand bravery exists outside of stunts, and can be
There are brands that are baring
reproduced at scale and sustained over time. It’s
all to the world, fostering a culture
innovation over provocation. So how can brands
of trust inside and out. It’s a ballsy
encourage systematic, brave creativity? The truth is,
move with long term benefits.
there are multiple avenues from consumer to category
where brands can employ bold disruptive thinking.
02 # SPEAKING OUT AND SHOW UP
There are many “brave” campaigns
that haven’t impacted culture
outside of adland. But there are
companies that have used their
01 02 03 04 05 platforms to challenge convention.
TRANSPARENCY SPEAKING OUT CATEGORY CHANGING PURPOSE
AND SHOWING UP REVOLUTIONARIES BUSINESS MODELS OVER PROFIT Brands have a very real power to
shift conversations, however small,
as long as the dialogue feels natural.
Speaking out is half the battle,
showing up is where it matters.
THE PILLARS 15
03 # CATEGORY REVOLUTIONARIES
There are real risks in rocking the boat
when it comes to certain categories.
You risk alienating swathes of
consumers. Or can be simply met with
plain indifference. But revolutionising
stagnant categories with fresh
thinking has been a defining feature of
the challenger brand era. Today brands
big and small are giving a new lease of
life to categories stifled by convention.
04 # CHANGING BUSINESS MODELS
The direct to consumer model has
gone mainstream. But for the first
generation of D2C brands it was a risky
05 # PURPOSE OVER PROFIT
move that paid off. Now the landscape
is almost unrecognizable from even Putting purpose before profit is high-risk, high-impact. Some
a decade ago and many of those brands are content with talking about purpose and continuing
businesses are looking less viable than with their standard practice. But others are re-evaluating
they once were. As once innovative their role in the market to put values first. Being purpose-
business models grow tired, brands are led instead of purely profit-motivated remains a hard sell in
shaking up the rubric once more. today’s world, but brands are going beyond profit and looking
to positively impact society.
17
CHAPTER 1:
Transparency
The internet has made it easier than ever
for consumers to “expose” companies by
digging up unfavourable information. It
can feel like we’re living in an era of non-
stop scrutiny. Practising transparency is a
way for brands to defend themselves and
differentiate from competitors, by laying
it all bare.
SELFHOOD member Hauk explained that
“a lot of my friends have this kind of
cynical overview [of companies]”. “There
was a point like in the mid 2000s when all
of this stuff about child labour came out
[...], clothing stores were outsourcing to
Asia and it just woke up a lot of people
to realise “Ohh shit, we don't know
what's going on with most companies”.
Consumers want the truth behind where
their products are coming from.
CHAPTER 1: (RADICAL) TRANSPARENCY 19
30% of under 30s said
complete transparency
was how they defined
NEW: BUFFER brand bravery.
But the move worked in
their favour. By letting the
world in, Buffer reinforced
their brand’s values of being
honest, straightforward and
helpful.
It helped the company adapt
and learn, reacting in real
time to suggestions from
its audience and experts in
the wider world. Bottom line,
transparency from start-
ups benefits others in the
business. It promotes a sense
of community from the brand
that for conscientious young
In 2013, social media management start-up audiences, is an attractive
Buffer burst into the scene with a radical quality to have. For 30%
move, by making transparency one of their of under 30s we surveyed,
core company values. By sharing information complete transparency was
about their sales numbers, salaries and revenue how they defined
use as well as their diversity quota, Buffer laid brand bravery.
themselves open to public scrutiny. Scary? Yes.CHAPTER 1: (RADICAL) TRANSPARENCY 21
and urging competitors to
do better. Patagonia may
OLD: PANTAGONIA be more expensive than
other high street names but
Transparency’s poster brand is, of course, Patagonia. their transparency and high
Although they may be considered an established quality goods are what helps
brand, they don’t shy away from changing the old maintain its strong client base.
rhetoric. They’re open about where their products SELFHOOD collective member
come from, detailing everything from raw materials Hauk said that: “Clothing in
to the factories and workers. general that's made to last
a long time gets my respect.
them, and won’t take
The insight gives consumer’s confidence in what From a business standpoint
brands at their word. Their
they’re buying, alleviating fears about ethics, fast fashion is way more
trust is earnt, not bought.
and justifying the price point. It’s an empowering lucrative, as it's way more
With access to everything
move for consumers, who increasingly want to profitable to make clothes
at their fingertips, a lack
align their values to their purchase habits. Amidst from bad fabric so that you
of transparency feels like
a green-washed landscape Patagonia is putting buy a replacement from the
something to hide. Tom from
its cards on the table, holding itself accountable same brand. But making quality
our SELFHOOD collective told
stuff is brave because they
us: “I think this generation
don't necessarily get the same
of youth is more aware of
profit.”
the damage caused by a lack
of transparency.” Today, Gen
For brands not founded on
Z make up 40% of global
transparency, it’s a bold step
consumers. To keep up,
to take, but one that Next-Gen
brands need to embrace a
audiences won’t compromise
new way of working, one that
on for long. They’re deeply
exposes the good, bad and
skeptical of the world around
the ugly.23
CHAPTER 2:
Speaking out
and showing up
Brands waving a flag of solidarity for
a week, month or just the length of a
press release is often labelled “brave.”
In reality it should look like brands
using their power to speak out, in a
way that risks alienating some for
the good of others. Social media has
amplified underrepresented voices
and issues, leading to a new cultural
landscape where consumers expect
more open, nuanced conversations.
More than that, they expect action.
Hauk called out Pepsi; “I think there's
a fine line between breaking social
norms and performative activism like
the [infamous] Kendall Jenner Pepsi
ad”. The importance of promoting
a tonally correct message breaks
through the overwhelming amount of
advertising we are bombarded with on
a daily basis.CHAPTER 2: SPEAKING OUT AND SHOWING UP 25
“I think more and more young people
recognise a brave and impactful ad when
they see one because we've been through
so much performative stuff.” Taking a real
risk is easily distinguishable from brands
churning out the same message, wrapped in
a different package.
OLD: BODYFORM
Today, the blueprint example
is Bodyform. As an old brand
in a saturated category, they
were rapidly losing share. But
“It's quite clear when without the budget of their major
a brand is jumping on competitors, Bodyform needed to
a bandwagon" make a splash on a shoestring. To
do so, they had to craft a purpose
that would directly benefit
women and would specifically
address period-care. They’d found
that competitors in the beauty
category rallied around concepts
like “confidence” rather than
talking about topics frankly.
SELFHOOD member Laura agreed: “It's
quite clear when a brand is jumping on
a bandwagon rather than actually being
brave.”27
sharply Bodyform identified
Bodyform’s research found
it’s consumers' pain points,
that there was widespread
and used its relevance to
lack of confidence amongst
confront a cultural taboo,
women, but that it was caused
differentiating the brand
by societal stigmas around
amongst a bland category
female bodies that were being
as an ally to women.
perpetuated by the category
itself.
Their resulting campaign
#BloodNormal was the first
advert to show blood instead
of blue liquid, confronting the
issue head on. They simply
worked to address the insight
Frances from our SELFHOOD
that hiding a period was an
collective commented:
almost universal experience for
“Young people are expecting
women (their research found
a lot more from big
90% had done so) by making
corporates to do better and
blood the most prominent
be better to change the way
feature in the campaign.
we’re looking at the world.”
It’s the kind of standard Gen
The advert’s ban by Clearcast
Z will increasingly expect
only added to its power,
brands to set.
reminding the world that a
bodily function was seen as a
public disgrace. The strength
of the campaign lay in howCHAPTER 2: SPEAKING OUT AND SHOWING UP 29
NEW: BILLIE
Since #BloodNormal, more and more brands are breaking with
cultural convention, such as disruptive razor brand Billie. In
2018 their campaign ‘Project Body Hair’ was the first ever razor
The campaign was celebrated
advert to show female body hair, controversially depicting a
as a fearless statement, but
product doing exactly what it’s supposed to do. The next year
received its share of backlash.
this challenger brand went braver and bolder with a campaign
Men threatened to boycott
normalizing pubic hair entitled Red, White and Do You , for the
the brand (despite not being
4th of July.
the target audience) with
some even declaring the ad Crucially, the move was
to be un-American. Even sharply attuned to youth
Olympian Lolo Jones implied culture. Billie recognised Gen
her disapproval with a simple, Z have a complex relationship
"What in the world." Whilst with identity, so they sought
body hair on cisgender men to eradicate the limitations of
is celebrated, body hair on labels. As Tom put it: “I think
cis and trans women is seen the support brands will gain
as unattrative and unhygenic. from being outspoken and
from challenging social norms
will more than outweigh the
negative impacts of ignorant
people who will then choose
to boycott it.”CHAPTER 2: SPEAKING OUT AND SHOWING UP 31
Traditionally, the beauty Tom continued: “I think it's Remember, both Bodyform
category talks about body brave to take that risk and and Billie’s bold campaigns
hair as a shameful problem challenge people to be better weren’t a shot in the dark,
to be fixed with the product because people don't wanna they were built and shaped
they’re trying to sell. Billie’s listen...I struggle with that a on audience insight and deep
advert didn’t show a razor, lot, I try to be outspoken and cultural understanding. For
reframing the conversation to you get backlash.” It’s why them, the risk of alienating
show shaving as a choice, not insta-activism has reached a minority was worth how
an expectation. such heights, re-posting meaningful the work was for
credited voices gives young the ones that mattered.
“re-posting credited people a buffer of safety.
voices gives young Billie takes the burden of
people a buffer of vocalization away from Gen
Z, instead letting them show
safety."
support for the brand, as a
vote for the cause.
To undo deep-rooted
societal shame and stigma,
42% of under 30’s we
you need to make people
surveyed stated that bravery
uncomfortable - a risk many
is when brands break social
brands aren’t willing to take.
conventions. For youth
But remember, it’s a risk
audiences beta-testing their
young people shouldn’t have
identities and pushing back
to shoulder alone. Gen Z
against traditional norms,
are passionate about social
brands that do the work for
issues, but can fear the
them are the ones that earn
backlash of speaking out
their respect.
alone, and so look for others
to do the talking.33
CHAPTER 3:
Category
revolutionaries
In a market full of nascent
competitors, heritage brands often
fall to the wayside. It’s hard not to
look lacklustre amongst a sea of shiny
new things. It's a brave (but often
necessary) move for established
brands to change tack, and reevaluate
who they’re talking to. Big brands are
often comfortable, and that can mean
losing touch of the world around them.
Sometimes it means going back to
square one to re-engage the old and
lure in the new.CHAPTER 3: CATEGORY REVOLUTIONAIRIES 35
NEW: LEON
With the aim to make healthy
food accessible to everyone,
they set up venues across
the UK that challenged the
idea fast food couldn’t be
good for you.
Now healthy eating done
quickly is a tried and tested
model on the market. But
part of Leon’s success lies in
how it uses audience insight
to adapt. The business was
one of the first mainstream
chains to recognise the
advent of veganism. Tapping
into trends set by young
When LEON launched, it flipped the fast food people helped them future-
market on it’s head. LEON’s founders saw a proof their offering. Today,
gap in the market for healthy food that was meat alternative products
convenient and affordable, revolutionising the now make up almost 60%
category in the process. They’d found young of total sales across LEON’s
people’s obesity rates and spend on takeaway restaurants, with vegan
was rising, implying a disconnect with food. burgers even outselling the
regular ones.CHAPTER 3: CATEGORY REVOLUTIONAIRIES 37
LEON’s commitment to innovation and
consumer insight has evolved beyond
veganism. In 2018 Leon made radical
changes to its business model in a bid to
be more sustainable.
“Bravery is doing things
for ethical and environmental
reasons even if it doesn't
make the best business sense."
All of it's outlets ousted plastic from all
its restaurants, drastically reduced the
amount of red meat and moved away
from fossil fuels. All the eligible stores
now run on solar or wind power, resulting
in a 30% increase in bills. As Laura put
it: “Today it’s difficult to say how much
is bravery and how much is just PR...
Bravery is doing things for ethical and
environmental reasons even if it doesn't
make the best business sense.” Extra
financial pressure at a time when rivals
were collapsing showed the brands
commitment to its principles. With young
people spending more money on food
than any other age group, it’s shrewd to
align with their values.CHAPTER 3: CATEGORY REVOLUTIONAIRIES 39
still casting the product as
distinctly masculine, allowing
OLD: OLD SPICE the brand to become alluring
to all in a unisex way. It worked
Old Spice, formerly affiliated with Grandpa, needed too, Old Spice body wash sales
to shake its musty reputation. They had to increased 107%, turning the
rejuvenate a low involvement category and reimagine once dated brand into the
the brand for a new generation. P&G’s research had number one body wash for
revealed that women were their key consumers, men.
purchasing as much as 70% of the shower gels for
men in their households, yet body-wash was still Using self-deprecating
surveyed believe bravery is
seen by some men as unmanly. Armed with a new machismo, Old Spice pioneered
when a brand does something
audience, they pivoted. the male grooming category,
new. So it’s not enough
and helped dismantle the
for brands to rehash the
It was a move that showed an understanding of stigma associated with it. As
same old agenda. But the
how complex the consumer journey really is. With recent cultural shifts nudge us
key to a refresh is often
the tagline ‘The Man Your Man Could Smell Like’, towards a new, gender-neutral
closer than you’d think.
they spoke directly to women (“Hello Ladies”) whilst world of personal care, Old
Too often we’re tripped up
Spice may have been ahead of
by our own assumptions.
the curve. It’s proof that with
Innovation can be unlocked
the right insight brands can
with fresh perspective. Hauk
change public perception and
commented: “Brands need to
win big.
keep up with the culture. If
you’re going to target young
Gen Z are easily blinded by
people...it shouldn't be like
shiny new things. But beyond
a 45 year old trying to make
that, novelty holds a certain
a TikTok...you need to have
weight. 30% of under 30’s we
young people in your brand.”41
CHAPTER 4:
Changing business
models
The pandemic has forced brands
to shake things up. Demand for
subscription services and ‘do it at
home’ kits, has seen businesses
pivoting their MO. How else do you
stay relevant and afloat as the
world shut down around you? Whilst
intimidating, it’s also nothing new.
Brands re-thinking and re-shaping
business models to adapt and survive
is becoming a new normal.CHAPTER 4: CHANGING BUSINESS MODELS 43
NEW: HARRY'S
Some of the first (and best known) pioneers of the direct to
customer model was Harry’s. Back in 2012, founders Jeff Raider
and Andy Katz-Mayfield were fed up with the cost and quality
of razors on offer so set up a customisable membership service
for consumers to receive affordable and high quality shaving
equipment and men's personal care products straight to their
front door.
Whilst Dollar Shave Club, one of the few places in the
Harry’s main competitor, world that had mastered a
entered a price war with the specific type of technique
bigger brands such as Gillette, for unparalleled sharpness
Harry’s were more interested and strength. The risk paid
in the quality of the razors off. Laura commented:
they could sell (still at an “Fundamentally changing your
affordable price). To achieve business model and actually
this, they took a $100 million showing real radical change,
gamble and purchased a that’s what I think makes
remote 100-year-old German headlines.”
factory known for beingCHAPTER 4: CHANGING BUSINESS MODELS 45
NEW: NESTLE
It was a bold move. The model
depended on consumers taking
a gamble, buying an expensive
machine that required premium
capsules. And further still,
the patent for these capsules
would only last a limited time.
It was a risk. But 48% of
under 30s we surveyed stated
that bravery is when a brand
takes risks. First movers have
advantages.
It’s estimated that today 14bn
Nespresso capsules are sold
Before the launch of the Nespresso coffee every year. More than 400
pod machine, people had two options: Nespressos are drunk every
granulated instant coffee or prepared ground second. Not only did it bring
coffee that took an age to make in cafetiere the growing coffee culture into
or stove-top machines. Nestlé revolutionised the home, it allowed people to
the coffee market. They created technology feel part of a club, even the
that allowed the user to have fresh, high coloured pods are culturally
quality coffee in a matter of seconds, all from ubiquitous.
the comfort of their kitchen.CHAPTER 4: CHANGING BUSINESS MODELS 47 Going back to the drawing board is an arduous task. But as the consumer landscape continues to evolve, it’s becoming increasingly necessary. Frances argued: “The brands that are kind of being forgotten are the ones that aren't really keeping up.” Experimenting with agile new business models can be hugely profitable for big brands that have lost their way, or start-ups trying to break in, and can grab youth audience’s attention amidst a cluttered market.
49
CHAPTER 5:
Purpose over profit
When it comes to making a purposeful
impact on the world, it can seem
like consumers are setting harsher
standards for brands than they are
themselves. Understandably. Even
discounting years of environmental
damage or unethical practices, over
the years brands have created the
behaviours that many conscientious
citizens are trying to change.
Becoming more selective with their
shopping enables consumers to
alleviate some of that guilt. A 2019
study found that 76% of consumers
say supporting companies that are
addressing social and environmental
issues helps them feel they are doing
their part. But when CSR hit the
mainstream, the landscape became
flooded with do-good initiatives
that blurred into one. Cue consumer
skepticism.CHAPTER 5: PURPOSE OVER PROFIT 51 Laura commented: “For example H&M doing some dresses made out of recycled polyester doesn't lose them customers it only gains them customers, and so that's so obviously greenwashing.” Edelman’s 2019 Trust Barometer report found that 56% of consumers believe too many brands are using societal issues as a marketing ploy. And are they wrong? Today the only behaviour that cuts through the BS, are the brands putting purpose before profit. The reality is, the two don’t peacefully co-exist. In fact, they can contradict one another. As Mark Ritson argues, when it comes to purpose, There’s a reason so many two types of business exist: brands struggle to make CSR “businesses that were founded messaging feel authentic. from purpose and those that But for 41% of under 30s we originated with a profit agenda surveyed, bravery is putting and applied purpose to secure purpose before profit. more of it.”
53
NEW: A-COLD-WALL
In 2019 A-COLD-WALL’s
A/W show was a chilling
indictment of the migrant
crisis. Cement dusted
teenagers walked flanked
by tanks of dark water
to the soundtracked
to a barking Rottweiler,
conceptual imagery that
hit uncomfortably close to
home. For Ross fashion is a
medium to elevate difficult
conversations.
The brand only supplies
vendors that offer the
space for an installation. In
Brixton-born Samuel Ross’ streetwear brand Ross’s words: “By building an
A-COLD-WALL was founded as a material study installation in Rotterdam I’m
on black life in Britain. Ross uses design to bringing them black working
articulate ideas about clashing environments class Britain...they can touch
and class systems. Today the brand exists as a the ripped up sofa and
searing cultural commentary that blends politics, feel the societal tension it
fashion and art, adapting in line with modern represents.”
dialogue.CHAPTER 5: PURPOSE OVER PROFIT 55
Typically, the fashion
industry views social issues
as a seasonal conversation,
commented on when in style.
It’s a performatism Gen Z are
especially attuned to. Frances
argued: “You do sometimes
feel that brands could be
taking on social issues for
capital gain. I did see that
a lot with the feminist
movement, where now every
brand’s got some t-shirt
about women and the future.”
ACW’s swift and meaningful
support in the wake of George
Floyds murder only cemented
the brand as a label paving
the way for a anti-racist
industry, redirecting the
narrative around diversity in
Britain.CHAPTER 5: PURPOSE OVER PROFIT 57
But when it comes to
purpose, it’s these kinds
OLD: CVS of inconsistencies that trip
brands up. In 2019 Gillette
Purpose means making sacrifices that are found itself in the firing line
constructive, not cosmetic. That takes guts. CVS for charging women 25% more
putting consumer well-being first is a far cry from for the same five bladed razor
original. But sacrificing $2bn in annual revenue in blade, fresh off the back of
order to do so certainly got people’s attention. Back their ad spotlighting toxic
in 2014, the US drugstore chain made the decision masculinity. Plus thanks to
to stop selling cigarettes from its store, stating CVS’s call, Reuters found
grabbing thinking, that’s
stocking tobacco products conflicted with its role that smokers who purchased
really just logic led. But it
as a healthcare company. Sure, not a breakthrough cigarettes exclusively at CVS
shows that every type of
revelation. stores were 38% less likely to
brand can act purposefully
buy tobacco after the store
with the right insight.
stopped stocking them.
It’s no secret youth
CVS putting purpose before
audiences are big on
profit was a massive victory
purpose. But it’s meaningless
for public health. But the
without authenticity. Laura
move also bolstered the public
told us: “It's like posting
image of the pharmacy chain
that black square on
and made CVS a more credible
Instagram did not make
partner for health care by
you think wow this brand
distancing them from smokers,
is radically challenging
some of the most expensive
racism.” For Gen Z, being
people to insure. It’s another
served substance-less CSR
example of bold, headline-CHAPTER 5: PURPOSE OVER PROFIT 59 campaigns is more demoralizing than brands doing nothing at all. In fact, 59% of under 30’s we surveyed believe brands should only take a stand on social issues if they're actively contributing to the cause. Purpose doesn’t have to mean sweeping sustainability statements. In fact for a generation raised in a hyper-commercialised world, content that feels cliched often falls flat. Purpose-led marketing nearly always centres the brand. But consumer-centricity and cultural sensitivity are actually more critical. For Gen Z, purpose doesn’t exist in isolation, it’s intersectional, non-cliched and brave.
61 Conclusion So we’re clear. Bravery is a complex and intersectional concept. It’s not stunts. It’s not provocation. It’s big and it’s small, it’s internal and public. It’s taking a risk, but doing your homework. It’s finding the meaning (however mundane) you add to the world. It’s leading so young people can follow. It’s honest conversations and difficult dialogues. It’s mic drops that don’t always end in applause. Bottom line, every bold, brave piece of thinking is a chance for your brand to get a grip on the zeitgeist. But putting youth voices first helps brands shape it. Bravery doesn’t mean staring at a blank sheet of paper. Sometimes the answer is under your nose. Fearless campaigns are built on razor sharp insight and cultural fluency. When you’ve done your research, even a leap of faith feels safe.
63
SELFHOOD MEMBERS
HAUK
19 years old Hauk from Norway.
He is currently in music school, a highly
creative individual who loves creating
music, tik-toks and videos on YouTube.
He feels strongly about the lack of
transparency in brands and calls
out those for performative activism. TOM
Dressed in his funky Patagonia fleece,
Australian photo-journalist Tom
he told us how the Next Gen are
produces work inspired by global
cynical of ads these days and the
social causes to promote positive
importance of youth insight to hit this
change and conversation. He feels
growing target market.
brands have a lot of (negative)
power and influence in this
world of consumerism. Highly
conscious of what he buys and
consumes, Tom acknowledges
the importance of not buying
the cheap and easy, often non-
reusable, product to help the
world of the future.SELFHOOD MEMBERS 65
FRANCES
South-African based photographer,
Frances works, in part, on combating
period poverty and joins the
conversation of #BloodNormal and
feminism with her brilliant images of
‘normal’ people. She spoke to us about
how brands impact the way we see and
treat the world and the necessity to
keep up with the conversation in order
to stay relevant and interesting to the
Next Gen.
LAURA
Laura is an eco & sustainability queen.
Stepping off the fast lane and living
seasonally, locally and ethically, Laura
has partaken in ‘quitting Fast Fashion’,
choosing instead to spark new life in
pre-loved clothes. She recognises the
veil big corporate brands pull over our
eyes in order to keep their profits up
and calls on brands to take the risk
and fundamentally change in order to
create a more sustainable future.67
IMAGE CREDITS
Cover image Pg.18 Pg.27 Pg.46
Parker Gibbons Buffer.com Bodyform Nestle
Unsplash https://stories.buffer.com/what-is- https://www.bodyform.co.uk/our- https://nestle-nespresso.com/news/
remote-work-a-guide-for-finding-work- world/bloodnormal/ industry-leaders-nestl%C3%A9-and-
Pg.4 from-home-jobs-and-building-remote- JDE-Peet%E2%80%99s-join-forces-
Lillie Kate teams-213599df0559 Pg.28 - Pg.30 All to-launch-nationwide-coffee
Flickr Billie
Pg.19 Instagram Pg.47
Pg.6 Letut Subiyanto @billie Neemias Seara
Lillie Kate Pexels Pexels
Flickr Pg. 32
Pg.19 Infographic Unknown Pg.48
Pg.7 Buffer.com Unsplash Lillie Kate
Maximilian Barthel https://stories.buffer.com/ Flickr
Flickr transparency-timeline- Pg.34 - Pg.37
5fbe0da5b79 Leon Pg.50
Pg.8 Instagram Karsten Winegeart
Mykyta Nikiforov Pg.20 @leonrestaurants Unsplash
Flickr Patagonia
https://eu.patagonia.com/gb/en/ Pg.38 Pg.51
Pg.10 stories/giving-workers-more-of-a- Old Spice Sinitta Leunen
Mykyta Nikiforov voice/story-71866.html https://www.thedrum.com/creative- Unsplash
Flickr commons works/project/wiedenkennedy-old-
Pg.21 spice-never-let-friend-lose-his- Pg.52
Pg.11 Top Patagonia swagger A COLD WALL
Chloe Muoro https://eu.patagonia.com/gb/en/ https://www.gq-magazine.co.uk/
Flickr commons stories/giving-workers-more-of-a- Pg.39 article/can-a-cold-wall-survive-the-
voice/story-71866.html Old Spice hype
Pg.11 (bottom) https://www.adsoftheworld.com/
Lillie Kate Pg.22 media/print/old_spice_matterhorn Pg.53
Flickr Lillie Kate A COLD WALL
Flickr Pg.40 https://www.vogue.co.uk/shows/
Pg.13 (Top) Unknown spring-summer-2019-menswear/a-
Lillie Kate Top Pexels cold-wall/collection
Flickr Pg.24 (Left)
Louie Natividad Pg.42 All Pg.54 All
Pg.13 (Bottom) Pexels Harry's A COLD WALL
Polina Tankilevitch Instagram Instagram
Pexels Pg.24 (Right) @harrys @acoldwall
Lillie Kate
Pg.14 Flickr Pg.43 Pg.55
Polina Tankilevitch Harry's A COLD WALL
Pexels Pg.25 https://disruptionmag. https://www.dazeddigital.com/
Frances Marais com/2016/06/30/andy-katz- fashion/article/30454/1/a-cold-
Pg.15 Instagram mayfield-harrys/ wall-is-streetwear-inspired-by-
Maximilian Barthel @Francesmarais working-class-britain
Flickr Pg.44 - 45
Pg.26 Nestle Pg.56
Pg.16 Bodyform https://www.theguardian.com/ CVS
Mykyta Nikiforov Instagram food/2020/jul/14/nespresso-coffee- https://www.nytimes.
Flickr @Bodyformuk capsule-pods-branding-clooney- com/2014/09/03/business/cvs-
nestle-recycling-environment stores-stop-selling-all-tobacco-
products.html69
Pg.57
CVS
https://img.washingtonpost.
com/rf/image_1024w/2010-2019/
WashingtonPost/2015/09/02/
Health-Environment-Science/
Images/CVS-Name_Change-0e67f.
jpg?uuid=FmT2UFGrEeWYEpLVlIpA-A
Pg.58
Sinitta Leunen
Unsplash
Pg.59
Mark Decile
Unsplash
Pg.61 (Top)
Alper Küçük
Unsplash
Pg.61 (Bottom left)
Maximilian Barthel
Flickr
Pg.61 (Bottom right)
Unknown
Pexels
Pg.62 All
Hauk
Instagram
@haukste
Pg.63 All
Tom
@ thomasjamesparrish
Pg.64 All
Frances
@francesmarais
Pg.65
Laura
Instagram
@f.laura_and_fauna
Get in touch
hello@zakagency.comGet in touch hello@zakagency.com
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