Advancing Conservation by Understanding and Influencing Human Behavior

Sheila M. Reddy; Jensen  Montambault; Yuta J. Masuda; Ayelet  Gneezy; Elizabeth  Keenan; William  Butler; Jonathan R. Fisher; Stanley T. Asah

Article | Conservation Letters | March–April 2017

Advancing Conservation by Understanding and Influencing Human Behavior

by Sheila M. Reddy, Jensen Montambault, Yuta J. Masuda, Ayelet Gneezy, Elizabeth Keenan, William Butler, Jonathan R. Fisher and Stanley T. Asah

Abstract

Behavioral sciences can advance conservation by systematically identifying behavioral barriers to conservation and how to best overcome them. Behavioral sciences have informed policy in many other realms (e.g., health, savings), but they are a largely untapped resource for conservation. We propose a set of guiding questions for applying behavioral insights to conservation policy. These questions help define the conservation problem as a behavior change problem, understand behavioral mechanisms and identify appropriate approaches for behavior change (awareness, incentives, nudges), and evaluate and adapt approaches based on new behavioral insights. We provide a foundation for the questions by synthesizing a wide range of behavior change models and evidence related to littering, water and energy conservation, and land management. We also discuss the methodology and data needed to answer these questions. We illustrate how these questions have been answered in practice to inform efforts to promote conservation for climate risk reduction. Although more comprehensive research programs to answer these questions are needed, some insights are emerging. Integrating two or more behavior change approaches that target multiple, context-dependent factors may be most successful; however, caution must be taken to avoid approaches that could undermine one another (e.g., economic incentives crowding out intrinsic incentives).

Keywords: adaptive management; awareness; Behavioral economics; behavioral science; conservation intervention; conservation planning; decision-making; incentives; nudge; Management; Motivation and Incentives; Behavior; Marketing; Decision Making; Environmental Sustainability; Economics;

Format: Electronic

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Citation:

Reddy, Sheila M., Jensen Montambault, Yuta J. Masuda, Ayelet Gneezy, Elizabeth Keenan, William Butler, Jonathan R. Fisher, and Stanley T. Asah. "Advancing Conservation by Understanding and Influencing Human Behavior." Conservation Letters 10, no. 2 (March–April 2017): 248–256. (doi:10.1111/conl.12252.)

Email mking@hbs.edu for a courtesy copy.

Back to the Roots (BTTR) is a start-up with a social mission to “undo food”—to reconnect people to where their food comes from. In late 2017, Back to the Roots cofounders Nikhil Arora and Alex Velez were contemplating their next move. The company had an eclectic portfolio of products, including ready-to-grow products, which included gardens in a can, and ready-to-eat products, which included cereals, and was being courted by two major players in each category. With an award-winning cereal-based snack bar in their hands, the duo was debating whether they should delve further into the ready-to-eat category. But it was a competitive space. They wondered whether they were ready to launch yet another new product and, if so, what this move would mean for their ready-to-grow product line. Which path would enable them to best achieve their growth goals?

Email mking@hbs.edu for a courtesy copy.

This Teaching Note explains the theory of the case and teaching plan for the case: Back to the Roots HBS case No. 518-073. Back to the Roots (BTTR) is a start-up with a social mission to “undo food”—to reconnect people to where their food comes from. In late 2017, Back to the Roots cofounders Nikhil Arora and Alex Velez were contemplating their next move. The company had an eclectic portfolio of products, including ready-to-grow products, which included gardens in a can, and ready-to-eat products, which included cereals, and was being courted by two major players in each category. With an award-winning cereal-based snack bar in their hands, the duo was debating whether they should delve further into the ready-to-eat category. But it was a competitive space. They wondered whether they were ready to launch yet another new product and, if so, what this move would mean for their ready-to-grow product line. Which path would enable them to best achieve their growth goals?

Case | HBS Case Collection | January 2018 (Revised May 2019)

Adeo Health Science: Turning a Product into a Brand

Elizabeth A. Keenan and Jill Avery

For decades, American parents were warned to avoid introducing potential allergens to their babies prior to their first birthday. But two influential clinical studies caused the medical establishment to radically reverse its position. Parents were now warned that delaying the introduction of these types of foods increased a baby's risk of food allergies. Adeo Health Science was ready, with patents filed for a baby food that made it simple for parents to introduce allergens. Now, the new company had to turn its product into a brand and map its go-to-market strategy, including creating a compelling value proposition, choosing a path to market that was either direct-to-consumer, through grocery retailers, or via the physician channel, and planning its marketing communications and sales strategy. As a new startup with constrained resources, the company knew its marketing decisions would make or break the new product.

Keywords: marketing; Startup; entrepreneurship; health care; consumer; consumer products; branding; brands and branding; marketing strategy; Marketing communications; Distribution; retailing; go to market strategy; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Health Care and Treatment; Consumer Products Industry; Health Industry; United States; North America;

Citation:

Keenan, Elizabeth A., and Jill Avery. "Adeo Health Science: Turning a Product into a Brand." Harvard Business School Case 518-065, January 2018. (Revised May 2019.) View Details

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Advancing Conservation by Understanding and Influencing Human Behavior

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