The study identifies dynamics shaping how brands, governments, and consumers interact around sustainability. These insights, along with new brand roles, show a clear way to build genuine and meaningful connections when trying to leverage sustainability strategies.

Nine in 10 people globally report feeling the disruptive effects of the climate emergency. While a mandate for the increasing sustainability and responsibility of brands should offer hope, the sustainability concept and word itself can mean everything and nothing to people. Despite a growing amount of information on the topic, both consumers and brands are somehow less clear than ever on what it means for us or what we should be doing about it. Many, on both sides, feel overwhelmed by the perceived complexity and lack of actionable guidance, and consumers are often blamed for an apparent ‘say-do gap’, yet only 12% of people, globally, trust brands to follow through on their promises, creating a more pervasive brand ‘say-do gap’.

This can be an overwhelming space for brands, but also presents an opportunity. Most consumers, up to 80% in some markets, expect brands to lead in sustainability. As climate issues grow more urgent, rebuilding trust is key to creating a win win.

The dysfunctional love triangle

Picture this: a love triangle, but not the romantic kind. We've got brands, governments, and consumers all tangled up in a sustainability dance, and it’s not always pretty, appearing more as a dysfunctional relationship. This resembles a classic psychological drama, with brands, consumers, and governments taking turns playing the roles of persecutor, victim, and rescuer. Each party blames the others, claims to be powerless, and justifies their own lack of action. Brands often try to step into the role of rescuer, but this risks backfiring if they are seen as insincere or self-serving. Meanwhile, the true victim, the planet, continues to bear the brunt of the crisis, suffering as the blame game unfolds.

Consumers often feel let down by governments and doubt businesses’ motives, while companies face criticism for greenwashing and conflicting views on sustainability. This leads to five key battlegrounds that consumers, brands and even governments are all experiencing: cost, effort, closeness, trust, and judgment.

For example, the cost challenge is clear: almost three quarters of people in the UK ( 65% globally) believe brands will charge more for eco-friendly products, even if the production costs remain the same, and brands still claim that the commercial case is hard to find. Similarly, trust is fragile, with less than 50% of consumers believing brands are honest about their sustainability efforts, worsened by high-profile greenwashing scandals.

Consumers will often express a desire for eco-friendly products and sustainable practices but sales figures often don’t match up. This much-discussed ‘say-do’ gap may be less about apathy and more about accessibility. Barriers such as limited availability, a lack of reassurance on efficacy or quality, higher costs, and complex behaviour changes prevent broader adoption. This highlights the need for practical, benefit-led approaches that align with everyday consumer realities.

Is there a better way to research sustainability?

To shift the conversation on sustainability, we must rethink how we research it. Instead of asking if people care about sustainability – an abstract and loaded concept – perhaps we should focus on more tangible features. We can ask how responsible products that are less wasteful or more energy-efficient can best align with people’s vision of a better life. This is marketing 101 and sustainable propositions are no different: how can our brand, product or feature bring people the things they crave and desire – not just success or attractiveness, but our increasingly pertinent collective desires for safety, mental and physical health and wellbeing, experiences over goods, connectedness with others, value. Reframing the purpose of more sustainable living can help brands refine strategies and communications to stay relevant and competitive.

Key changes include:

Engaging sceptics: Avoid rejecting the "rejectors," as we so often do, as they can offer valuable insights. By addressing their concerns, we can broaden sustainability’s appeal to the mainstream.

Evolving research methods: Classic surveys and focus groups can struggle to capture complex and ever-evolving sustainability attitudes. Longitudinal studies (such as online communities and brand tracking), ethnography, and semiotics are needed to reveal deeper, evolving behaviours and perspectives, helping us make better decisions.

Refined analysis: Tools like creative exercises and nuanced surveys uncover what people might hesitate to express, or find it difficult to articulate, offering richer insights. Stimulus give people thoughts to play with and respond to, as opposed to asking about an abstract concept in an abstract way.

Shifting the narrative: Since most people are increasingly wary of ‘sustainability’ as a marketing tool, the focus should be on creating value-driven, relatable solutions rather than trying to sell sustainability outright.

Success will require smarter, deeper, and longer-term research that bridges the gap between intention and behaviour while embracing the complexity of human perspectives.

Five roles to guide brands in sustainability

Activist brands like Patagonia are hugely influential and have done amazing things, but not every brand can – or wants to – emulate them. It’s essential to consider how you would like your brand to show up. Each of our ‘S’ Word roles represents a unique way for brands to execute against sustainability strategy, distinct in tone, content and approach. By adopting one or more of these roles, brands can create meaningful dialogues with consumers, in a way that fits existing brand models and so feels authentic and achievable, while also future-proofed. These brand roles do not operate exclusively of one another; brands that begin as challengers, may go on to become leaders or pioneers. Brands from Reformer backgrounds may have an ambition to become Pragmatists. The roles are there to be played with, as levers for development.

1.       The Pioneer 

Brands like Patagonia exemplify the Pioneer role, positioning sustainability as their raison d’être. They challenge industry norms, engage in activism, and adopt bold, purpose-driven messaging. Such brands often collaborate with non-profits and lead through authentic, transparent actions.

2.       The Leader 

Established brands like IKEA and Schneider Electric use their influence and resources to drive large-scale changes. Leaders prioritise systemic shifts, such as integrating circular economies or achieving ambitious net-zero goals, while rallying industry-wide collaboration.

3.       The Challenger 

Brands such as Tony’s Chocolonely or Backmarket disrupt traditional industries by exposing unethical practices and offering innovative, sustainable alternatives. With a youthful, irreverent tone, Challengers often attract attention by holding larger players accountable.

4.       The Reformer 

Operating in traditionally unsustainable industries like fashion, automotive and aviation, Reformers need to acknowledge past shortcomings and commit to transformation. Transparency and humility are critical for earning consumer trust and overcoming scepticism.

5.       The Pragmatist 

Brands like Octopus Energy exemplify the Pragmatist role by embedding sustainability into their operations without making it the central marketing narrative. They emphasise practical, customer-facing benefits such as cost savings and convenience while maintaining strong behind-the-scenes commitments.

Towards a more inclusive, empathetic approach 

Brands must shift the narrative away from guilt-laden messaging toward positive, solution-oriented approaches. Consumers want products and services that seamlessly integrate sustainability into their lives without requiring sacrifice or additional effort. For example, framing energy-efficient appliances as cost-saving solutions or showcasing second-hand shopping as an adventurous experience can resonate with mainstream audiences, as well as intrinsically scratching the sustainable itch for those in the know.

Transforming sustainability into a collective force 

As the climate crisis escalates, brands have a vital role in driving meaningful change. This goes beyond superficial campaigns. It requires adopting genuine connections based on empathy, trust, and shared values. Research provides a framework for brands to align their strategies with consumer expectations, transforming sustainability from a divisive issue into a collective force for progress.

Ultimately, sustainability is about more than protecting the planet; it’s about creating a balanced ‘good life’ that integrates economic, environmental, and social priorities. By embracing one of five key brand roles and addressing challenges related to cost, effort, and trust, brands can help close the gap between the promise of sustainability and its practical implementation that brings a better life to its audiences.

Join the conversation and discover how brands can build stronger customer connections through sustainability.

Denise Hicks, Global Climate Lead, C Space