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The last year has brought big changes in how brands get their products to market and maintain their brand relevance, but it also has seen changes in the broader priorities and behaviour of brands, retailers and consumers.�� Not just buying and selling behaviour, but also broader societal priorities such as sustainability, environmental issues and diversity, have seen remarkable shifts during the past year.�� These changes were discussed at a 91è���� “Changing Lives, Changing Behaviour and the Implications for Brands”, the second of two in the series Don’t Panic! How Brands Can Thrive in Chaos and chaired by Rita Clifton CBE, Deputy Chairman of The John Lewis Partnership.��

How has consumer behaviour changed?

Online sales to consumers increased by 50% last year, according to .�� Richard Chataway, CEO of , told the meeting, “What that means is that those brands that are well-equipped to deal with that, and have built great digital experiences for customers, obviously stand to benefit.”

Some brands have even been helping consumers make the transition to digital services, even though the consumer initially might have been resistant or not know how to do so.�� BVA Nudge has been working with a savings bank whose customer service reps encourage customers who ring the bank’s call centre to use their digital services, and then help the customers get onto the bank’s website and talk them through how to navigate the service.

“It would be a mistake to think that people have really changed fundamentally,” said Chataway, “but some of the circumstances — contextual environmental factors that are a big influence on our behaviour — have changed a lot over the last 18 months….�� That means that making those experiences good and easy for people is even more important.”

How have brands’ behaviours changed?

Given that many retailers rationalised and reduced their product ranges over the last year, brands have had to work harder and differently with retailers to keep their products on-shelf, to introduce new products and to get those products in front of consumers.

Amelia Harvey, Co-founder at , said that launching new innovations has been challenging, because there have not been as many opportunities or slots on-shelf, and the time to prove success has become shorter and shorter.�� “Brands can go in and have probably less than 12 weeks to prove a point, and then they’re in or out.”

The Collective’s strategy has been to push big retailers hard to offer a number of different flavours from their range, and the company has worked to get their products in front of consumers in new physical and digital ways.�� For example, when The Collective launched a new plant-based yoghurt range during lockdown, they partnered with Deliveroo and Uber Eats “to put our plant launch out there with other vegetarian or vegan deliveries,” said Harvey.  “We’ve had to really pivot and think about different ways to get the products in front of the consumer to taste.”

How are brands dealing with broader societal issues?

Brands have become more aware and more vocal about important issues in society, not necessarily leading public campaigns on such initiatives themselves but often being supportive both internally and publicly.

“Brands can definitely have a credible role in helping here,” said James Parnum, Managing Partner, Head of Planning at .�� “They can help you eat better, buy better, travel better, protect nature, waste less packaging. We’re starting to see some really good examples.”  Some notable companies and initiatives highlighted by Parnum and others at the meeting included: