OK, normally I write about Digital Marketing in the Nordics but I just spend 2 months in East Africa and wanted to take a look at a few of the crucial factors that are playing a role in its future development. My sincere apologies for being away for so long but my new found combined profession with digital marketing includes my photographic works at michaeltrenerry.com.

So here are some of my observations of digital in Kenya & how this effects the population over all. As I had a few discussions with different experts, I found that due to the extreme difference in wealth there are very different opinions on where some would like to see the internet go. Some underlying ”social” factors that will effect the growth include:

Wealth is the underlying factor in these developing countries. Kenya is a crazy country that is incredibly corrupt. Like in most cases the Rich get richer and the poor continue to struggle but here, they don’t struggle for the things you’d think, rather they struggle primarily to put clean water on the table followed by basic, and I mean very basic food. Following this education is important but there are many hurdles for some to get their kids to school – distance of travel, purchasing uniforms, disease and malnutrition, no family support, food for education and so on. The most horrible thing that I found were many key powerful people, don’t even want to see the internet as a tool for all – for them, if the poor have access to the internet, the % of rich vs poor may shift a little, simply due to accessible information for the poor, self education, entrepreurism and so on.

Corruption plays a massive part in the future of Kenya’s business economy. I heard many talk about Kenya being similar to a country like India one day. A country that while extreme poverty exists in well over 90% of the countries population, the country in the future will have access to fast internet, laced with a good education for those who come from a wealthy background – like in India, most have no chance to or can not afford universtity or higher education.

But, for this to happen, I believe that corruption will need to reduce. How can a country & its people not be corrupt, if the most part of the police force, militar & government are corrupt – everybody wants a little something on the side in Kenya and it is in your face! You’ll see bribes taking place as you leave the airport, with all the police pulling folk over to ”check their cars”…

Any company doing business in kenya must be prepared to bribe the right people. This can make business easy to some extent but difficult to another – one example is a big shopping centre created in Westlands – Nakumattt Ukay. This centre should have never been built as it is sitting above wasteland and a river. Money bought the rights to build about 9 years ago through an instable government and politicians… Now, it is being ripped down! Different government, different demands & now the business is loosing everything.

I personally look for stability in an economy to invest, what will international companies do in Kenya? I may start exploring the East African Digital Market more so stay tuned.

Accessibility follows the path of Corruption and wealth in some terms. Simply put,  unlike Finland, where pretty much 99% of homes have internet access, it is closer to 1% in Kenya. As it was kindly put to me by a local business man, why will slum dwellers in Kibera, Africas second largest slum with around 1.5 million residents pay for the internet when they can’t afford water & food.

Well, I didn’t like this guy one bit & would like to see this proven wrong. Accessibility is the key & to have a market, they need to reach a far greater audience. There are many ways to achieve this and we have seen it done in many western cultures – wireless hotspots, education funded development programs, free courses to promote business online and so on. I would definitely like to mentor this market in some way but that means living down there – lets see what happens eh?

Speed ultimately plays a big role in the use of the internet. And the speed in Kenya sucks. Mind you, its the fastest in East Africa, but still while I was there, in many cases I was not able to see sites E.g. when trying to buy a ticket from Blue1… the site simply didn’t work on a slow connection! Remember folk, the average connection there is more like 28k in & out, and in many cases one line for ten people. The guy I stayed with for the most part of the trip essentially had the fastest line in Kenya 512/256 but in many cases it felt like a quarter of that…

But, the fibre optic line is opening ”evidentally” in June, so this should solve the problem of speed BUT, it is not clear how expensive this will be. Yes, it will benefit big business but will it simply be too expensive for most the population? I will get back to this, as it will play a very important role in the growth of entrepreunerism & business from Kenya to the outside world – like India and many other developing countries have seen.

Education no matter what, is needed – and it needs to be government funded or privately from companies interested in the growth of Kenya. Yes, those going to university can access the internet but smaller courses need to be created on all levels of the internet. There are an abundance of ”private” courses advertised but one wonders who effective these are, and who is actually training in the courses – more on this later.

I feel that education also influences social attitude – While the rich of Kenya will be online, the poor need to be educated in the benefits of educating their kids online! For if a child of today does not know their way around the internet, then they have no chance in competing with the rest of the world. This is where some amazing educational based social methodologies and platforms need to be built specifically for Africa. Yes, it will take time for these to be developed, but they will be one of the key growth foundations for the poor in Africa.

Mobility is an interesting concept in Kenya. Before I went to Kenya I read bits and pieces in journals, magazines and portals about Kenya being a pioneer in Digital in this part of the world – pioneer? I also read, that many people had access to mobile internet. Well, first of all, its expensive, second of all, they need newer generation phones to effectively access the internet and thirdly, its expensive. Mobile credits is pretty steep in Kenya, more so than in Finland by a long shot. So do the maths.

However, the invention of M-Pesa is a great example of mobility without the internet. A ping of a text message has never sounded so nice. In what is being touted as a world first, Kenya’s biggest mobile operator, Safaricom is allowing subscribers to send cash to other phone users by SMS . Vodaphone invented the functionality and owns 35% of Safaricom.

Apart from transferring cash – a service much in demand among urban Kenyans supporting relatives in rural areas – customers of the Safaricom network will be able to keep up to 50,000 shillings (£370) in a “virtual account” on their handsets.
M-Pesa’s is simple. There is no need for a new handset or SIM card. To send money you hand over the cash to a registered agent – typically a retailer – who credits your virtual account.

Summarising the above isn’t easy. I may very well explore  East African developing markets over the coming months – so interesting to follow a market that has near to no maturity in it at all. I even noticed small things like Niveas giant outdoor billboards not being contextually right! I mean, what does having one fo the biggest billboards in Nairobi do for you if the women in the poster is a white super model? Ummmm, hello – 99% of Kenya is Black, apart from the damn colonists who settled with the English… There are lots of small things I’d like to talk about focusing on smaller issues but maybe later…

Anybody interested in East African Markets please get in touch as I would like to further my research in this region & also any persons interested in investing or setting up business in this region, I would like to hear from – its gonna be an interesting but possibly lucrative market to get on board with – especially if we can fill the gap for poor people and make internet accessible for a much greater % of the population…
 

I’ve been wanting to write something about ‘Social Shopping’ for a while but never had any specific examples I could share with you until now.

Firstly, what do I mean when I say ‘Social Shopping’.

This is in fact a term used for many things; the power of crowds to rate and review as in Crowdstorm; the ability to add items from any website to a centralised wish list as in List Ideas and Kaboodle; and now we’ll add into the mix: the ability to quite literally shop with a friend on line!

Intrigued? I was when I first heard what Vans were doing. So the site works like any other hyper flash ecommerce store for a funky shoe brand but this has a small difference.  If you select the custom show option, you’re taken to a microsite, which asks you to select the base shoe etc. Once you get the customisation part, you’re invited to ‘Chat with Your Friends’. This takes the form of a pop-up box where you select if you want to email them a link or chat via AIM.

Once you actually manage to do this, you’ll both basically be
seeing the same screen at the same time so in theory, when I pick
fandango pink as the base colour, my very good friend who can see my
every move would stop me and say perhaps I should select something
slightly more manly, like the ‘swirly hearts’ pattern…well, that’s what
friends are for.

The truth is, I really love the concept and I’ve been wanting to
implement something like this for a while, but budget and tech had
never allowed for the opportunity. In reality, I only managed to get
the Vans site to work for me just the once. Perhaps it was because I
was on a Mac, or all the friends I attempted this with were luddites,
but I’m sure that for the target audience, this would be just one of a
multiple of chat interfaces that they would be operating at any one
time whilst finishing that GCSE project and nailing the last level on
Grad Theft Auto 12.

It doesn’t stop there. A couple of weeks back, Coast
(high street occasional wear for women) re-launched their newly
designed website with a new feature within the Fitting Room section
called ‘Group Shop’.

This has similar functionality to the Vans site however it requires more planning as you have to invite friends to a pre-agreed time slot whereupon everyone clicks on their click and hey, you have Sex in the City right there on your laptop!

So there you have it. Social Shopping is finally here – ish. I’m not entirely sold on either website’s social shopping functionality or their reliability, but hats off to them for giving it a go. Will it have mass appear? We’ll have to wait and see.

Let me know if you’ve come across anything similar during your web travels.

Going back a few weeks, I wrote about “who owns social media?” The answer to that particular piece being that social media cannot operate in isolation and to be successful, multiple different skills need to be blended together. To add some more fuel to the fire and to broaden this a little, we’ve been discussing internally the merits of a specialist digital media agency versus a full service one.

Paid Search became the domain of the specialist agency when a flourish of agencies were set up focusing all of their resources on that particular field, developing expertise as a genuine point of difference while increases in technology took away some of the man-hours to increase efficiency. Media Planning & Buying has existed in its own right in the traditional sense and that has followed in digital with large agencies dominating on the pretence that they can achieve greater buying economies of scale with an increase level of spend.

The disadvantage with specialist agencies comes from the nature of a ‘specialist’ – someone who is devoted to a particular occupation. They can be very single-minded due to the expertise and experience that they have in that particular field, however this can lead to them having a narrow and restricted view on advertising and indeed marketing in general. To that end specialist agencies are beginning to broaden their services, such as The Search Works merging with TradeDoubler to offer a more holistic approach. It’s also been said a million times before that people consume media differently now than they have in the past therefore surely their behavior requires an approach from the people who connect brands with consumers which mirrors this?

Naturally I’m inclined to believe that a full-service environment, with all disciplines together under the same roof with central co-ordination of these disciplines, is the way forward. This way, full-service agencies can provide independent, agnostic advice on aspects such as the budget allocation between the different disciplines, or advise on the impact that Display actually had on persuading one of their customers to convert online through a different channel.

Moving away from media in isolation, we’re seeing digital creative agencies such as AKQA launching their own media divisions to combat the need for digital expertise in all areas under one roof, i.e. Media and Creative. As the IPA’s newly inaugurated president, Rory Sutherland recently addressed the challenge of having media planners who do not have experience in dealing with creatives, highlighting the need for a more rounded approach:

“It terrifies me that almost nobody under the age of 35 in a media agency has any experience of working with creative people and vice versa; hence fewer and fewer people understand … the whole equation of business”

Coming from LBi it would be easy to accuse me of blowing my own trumpet but that would be missing the point. Ultimately co-operation is what is important – we are all better if we are working together.  If a business is able to get a group of specialist agencies working together towards a common goal then that is fantastic, but in practice this rarely happens and it is most achievable within a full service environment, with each party fighting for their share of the budget.

Think you have a marketing challenge?  Consider then the task of marketing lingerie in Saudi Arabia.  Not only is it strictest state in the Middle East when it comes to ‘morality’ laws, you have the odd situation of only men being allowed to sell underwear to women – something that has prompted a boycott campaign.

As reported in the latest edition of Middle East marketing trade magazine Communicate, the solution for brands has been to publish their ads online and have them forwarded virally.   

For example, one creative put forward last year by Ogilvy on behalf of Danish lingerie and swimwear brand Change
poked fun at the censorship laws in the region, which results in
Western magazines arriving with black felt tip marks over images
considered too revealing.

Using taglines such as ‘censor anything but the bikini’ and ‘edit
anything but the bra’, the whole body of a model was covered up with
marker pens except the hands and face.

The campaign was deemed too close to the bone to run as an above the
line campaign, but it did appear as in-store POS material, and went
online.

According to Mazen Hassan, creative director of Ogilvy Jeddah, “We submitted it to several local and international blogs,
and it was a huge success. Ladies used to e-mail me telling me they
really liked it and that they thought it was really smart, because it
bends the rules in an acceptable way.”

Essentially the digital arena is one of the few areas where women can get up close to brands with relative freedom.

According to Milos Illic of TBWA / Raad Dubai, which also covers the
Saudi market and handles rival lingerie brand Nayomi, digital is a “fantastic
opportunity…customers could interact with the brand, immerse
themselves in it. They could do wonders in Saudi with digital.”

Working in the Saudi market as a marketing creative is obviously
challenging especially if you come from a Western ‘anything goes’
environment, but I imagine it’s one that forces you to think harder of
ways to get around the various barriers, with online being key to that.

As the Communicate article says: “With
the Internet allowing for more creative freedom, digital could prove a
highly effective bypass route for the Saudi advertising market”, and slowly push the boundaries.

Last night our agency had a sweet evening event (#hksocial) which I was jazzed about because we invited one of the best UK examples of a brand embracing social media.

Dogs Trust is a wonderful charity that helps educate folks that “A dog is for life, not just for Christmas®.” They live and breathe their brand promise to “never put a healthy dog down.”

Founded in 1891 (wow), Dogs Trust has over 600,000 members and supporters. Like many charities, they traditionally communicate with their base mostly through direct mail and a lot of the messaging is around fundraising. They’re a client of my last agency, but mostly I follow them because I sponsor a smiling pup called Smudge.

About a year ago, they hired Alex Goldstein to be web editor. In her presentation last night she told us that the marketing department didn’t have big spreadsheets and endless PowerPoint strategy decks proving the ROI of new media. But Alex and her boss, Jacqui Darlow, did have the conviction that their brand needed to be where their audience was. And more and more that is the social spaces of the web. So they tried a Facebook app and built from there. My admiration comes from how they have brilliantly and instinctively use multiple 2.0 platforms — mostly unpaid or earned spaces — to talk with the different segments of their community, like their young supporters on Bebo. It is classic listen and learn from the very people you are trying to reach.

Our own David Jones detailed how to assemble a Social Media Team in his talk. The heart of it needs to be the Community Manager, who is human, not a message machine. That’s Alex. Responsive and helpful and a personable face for a brand that’s already warm and cuddly.

Last year, Dogs Trust looked after over 16,000 dogs through a network of 17 Rehoming Centres. Since they started tweeting, they have rehomed three lucky dogs via the twitterverse. Those pups would consider that awesome ROI, don’t you think?

Follow me and Alex on Twitter, even if you are a cat person (we are too

Check out Dogs Trust around the interwebs:
Website
Dogs Trust Blog
Facebook Page
MySpace Profile
Bebo
YouTube Channel
Flickr Photostream
Twitter
 

I’ve been following Woolworth’s re-launch over the last few months and really like how they’ve optimised the use of social media to maintain that loveable / close relationship Woolies always had with its customers.

Whilst readying themselves for their big launch in the coming months, Woolies have been maintaining their customer love + building new love via the usual social media  channels: blog, twitter and facebook.  They’ve also added a nice aural aspect to their social media by using Last.fm and Spotify by creating “Now that’s what I call Woolworths”.  That’s a great innovation + nice and quirky + very Woolies.

However, one thing that the Woolies social media team seem to have missed is pictures!  There’s a real lack of imagery on the Woolies blog – there’s not even a photo of the mysterious Woolies blogger Matthew -  and given that much of a shopping brand experience is visual (think of those overladen-toy-covered shelves that used to fill Woolworths)  they seem to be missing a trick.

With the recent surge in Twitter usage, social media seems to have been over-run by words, and the humble image has been left behind.  If a picture paints a thousand words, then maybe we should all be vlogging + flickring rather than tweeting,  Or maybe that’s the problem, images say a little too much – 1000 words rather than 140 characters . . .

Andrew Kelly runs the Bristol Cultural Development Partnership and was kind enough to give up some time to answer a few of my questions about the BCDP‘s role in nurturing creativity in Bristol.

So, Andrew, what do you do?

I work for Bristol Cultural Development Partnership – Arts Council England, Bristol City Council and GWE Business West – and am currently responsible for cultural and heritage projects including the Bristol Festival of Ideas, BAC 100 and the Bristol Great Reading Adventure. In addition to these, I also work on longer term projects and lobbying and marketing. Most of the time I spend building partnerships, networking, lobbying and raising funds.

What is the BCDP?

BCDP is a strategic organisation that was set up in 1993 to promote long-term development in Bristol’s cultural programme and activity. Its many projects include: the formation and management in the early stages of At-Bristol; Brief & Animated Encounters Festivals; Digital Arts Development Agency (DA²); South West Arts Marketing; Brunel 200; the Bristol Great Reading Adventure, Darwin 200. Coming up is BAC 100 in 2010 which will celebrate 100 years of aerospace production in the West of England. We also worked for many years on the creation of the Harbourside Centre, but that failed. Managing both opportunity and risk – and dealing with, in some cases, failure – is a key part of this work.

What are the BCDP’s main goals?

We have had different goals in the fifteen years we have been in operation. Much of the work we did in the early years was what local government officers do now. In the early years the key priority was the work in developing the Harbourside area including the creation of At-Bristol and the (failed) Harbourside Centre. We also set up the film festivals Brief and Animated Encounters and then went on to lead Bristol’s 2008 Capital of Culture bid. Now we are about ideas – especially arts and sciences – and our projects are geared towards celebrating and developing Bristol’s position as a city of ideas. There’s been lots of work – by people like Richard Florida and organisations like the Work Foundation – on the role of creative people in cities and we seek to use and build on this.

What would you say are the BCDP’s main achievements to date?

In capital terms the development of parts of the Harbourside area (though some of the linked developments, such as the housing, is awful); the renewal of organisations like Watershed and Arnolfini; the creation of festivals and initiatives that have lasted like Brief Encounters and the Great Reading Adventure. And in recent years the Festival of Ideas, Brunel 200, our work on Darwin 200 and the plans for next year for 100 years of aviation in Bristol. But that’s not the full story: we measure our success – as much as we are able to – in, for example, getting more people reading, greater confidence by outsiders in Bristol and a better profile for the city nationally and internationally.

What role do commercial creative businesses, such as advertising, design and marketing agencies, play in BCDP’s overall strategy?

Every business has a role to play in BCDP and we like to think that we can work with all organisations, businesses and individuals in the city. The city is strong in these areas currently, though there are obvious fears with the recession, and design and marketing help sell the city as much as others. The growth of Bristol as a centre for creativity in recent years has meant that design has risen up the agenda as has media and the arts generally.

Why do you think Bristol is a great place to run a creative business?

The city is compact; networking opportunities are good and people are eager to collaborate; we have two excellent universities; there is the full range of creative pursuits available for creative people to enjoy; there is an educated and committed businesses sector eager to see the growth of creative businesses. There’s also the feel of the place – often a very difficult thing to identify – but one that makes an atmosphere conducive to creating things. The “Bristol phenomenon” is talked about now – in the sense of the place being good for science and technology – but it’s been that way for some time. It’s a subject that we plan to cover in future events.

What does the future hold for Bristol as a creative city?

I am always confident, but there is a nagging worry. It’s not just the recession – recessions end at some point, but are always damaging – but I do wonder whether we are making enough of what we have. Mixed marketing messages don’t help; Bristol is trying to continue to grow and be a green city (and this is something that we need to work out how to reconcile); and the squeeze on public sector funding and arts funding in particular will mean that growth will slow in the sectors which often feed into creative business. We also face upheaval in traditional media: the decline in newspapers (locally and nationally) is now turning into a rout and I can’t see local newspapers surviving in their current form for more than a few more years. We will need to think not just how we promote activities in the future but also how we debate such work. It’s also about democracy. I can’t see bloggers doing this to be honest. We need also to be planning now for the next twenty years: we’re about to start the project Bristol 2023 for the 650 anniversary of the city and county of Bristol which is planned as both a celebration of Bristol and a target to get the city to where we all want it to be in 14 years time.

What are BCDP’s main challenges in the next 5 years?

The key challenges are raising the funding we need to do the projects we want to do; uniting arts and sciences in new ways; building the consensus for Bristol 2023.

Can you give us some of your personal favourite examples of Bristol creativity past and present?

There are many: Cabot sailing to Newfoundland; the work of Thomas Beddoes and Humphrey Davy in Hotwells; Brunel’s work in the city; Sir George White and the formation of the Bristol Aeroplane Company and all that followed; Aardman and its work – together with the work of all animation companies; the BBC Natural History Unit; all the work that takes place in the universities; Watershed and the work that it does (alongside all other cultural organisations); the festivals and events…

Thanks for your time, Andrew—and good luck!

The deadline is fast approaching for UK mobile developers to get in entries for the Vodafone Mobile Clicks competition that will see a talented idea get €150,000 to produce a new mobile site or service.

This is the first time the compeition has run for the UK, and developers have until Thursday, 14th May 2009 FRIDAY, 22 MAY 2009.

It is an opportunity to show the mobile technology industry that Britain’s got mobile developer talent, and for last year’s winners, it was a financial and professional success. 

“As a judge for this year’s Vodafone Mobile Clicks competition, I’m
very excited at the prospect of seeing what Britain’s talented mobile
internet developers have to offer,” said Helen Keegan, a specialist in
mobile marketing, advertising and media, who heads Beep Marketing and pens the blog Technokitten. “It’s a great opportunity for developers and folks with good ideas for
mobile internet applications to win the cash to deliver and develop
those ideas further. The entry criteria are straightforward and as long
as you’re over 18, resident in the UK or Netherlands and are in a
start-up or are planning to form a start-up with your idea then you
pretty much qualify to enter.”

Winners last year included:

-Nulaz, a location-based
social networking service that let’s people see where their friends are, share locations and view local
information.

-Tipspot an events guide

-Map the Gap, an idea-sharing application for mobile phones.

More information in the press release here.

Mobile industry bloggers are getting the word out about the competition, visit:

AllAboutSymbian.com

AlexKinch.com

MobileMarketingMagazine.co.uk

Vodafone Mobile Clicks is a close cooperation between Mobile Monday Amsterdam, Mobile Monday London, Vodafone NL, Vodafone UK, PICNIC and Trend8.

Glad to see some funding going toward mobile innovation,

-Lisa

A patent filing uncovered by industry blog AppleInsider shows that Apple has plans to develop a series of wireless iTunes ‘kiosks’ or download hubs where users can load content on their iPods before travelling.

The 19-page patent, filed in November 2007, reveals that Apple wants to develop an iTunes Store distribution hub, that could potentially set up shop in airports and train terminals, and would allow wireless downloads of music, films or television programmes for commuters.

The kiosks would be able to detect an iPod in the immediate vicinity, allowing users to download content without wires or cords, even in areas without wireless internet access.

The wireless component would mean that users could purchase content without having incur roaming charges on their devices while waiting for downloads to complete.

Apple said in the patent that the kiosks would be useful for travellers who wish to load their iPods, iPhones or other handheld devices before boarding a flight, ship or train.

The notoriously secretive Apple has not previously mentioned the iTunes kiosks, but it would undoubtedly prove to be a lucrative source of revenue, especially with the right branding and selective location. Hopefully this is one that doesn’t get swept under the Apple rug.

The latest N-vision data highlights 50% of women buy fair trade products compared to 35% of men.  Women are 10% more likely than men to boycott those manufacturers who contribute to pollution.  Women are 5% more likely to consider themselves as ethical shoppers compared to men.   Younger women (under 35) and older women (45-64) are far more likely to disagree or disagree strongly compared to men with the statement ‘Most companies in this country are fair to consumers.’

There has been a change in the nation’s mood over the last 30 years: In 1980, only 12% of women and 15% of men agree with this same statement about fairness.  By 2008, it was over 40% of men and 42% of women.

There is now a sense of injustice about the way women feel companies treat them. A feeling of being cheated by those corporations who have power. A sense that they should be ‘doing their bit’ for the people and their ‘bit’ should be much more significant than it currently is.

I predict women will lead the movement from a ‘me’ society to a ‘we‘ society. Women no longer want a society with naked greed at its heart. They want generosity as its core value and will seek out brands that offer this.

Brands which are seen to lack this moral dimension are loosing out on more than just a sales opportunity: Brands which are known for their morality are more easily forgiven, or at least given the benefit of the doubt in the event of rumors and bad-news. Take the opposite extreme: Brands such as Monsanto which have allowed themselves to be known for doing things which are not entirely ethical are more easily embroiled in yet more whispering campaigns. There’s a huge cost to appearing immoral.

Brands such as Kiva.org (the micro-lending exchange) are leading the way  with a moral contract at the heart of their proposition. Technology brands,with the exception of Google’s “Dont Be Evil”, are trailing way behind with moral propositions.

But why should tech brands care? We are used to buying our tech-products from anonymous sounding foreign brands of whom we know very little about. What could these companies benefit from being seen as ethical? I think there is still a great deal to win in a world of undifferentiated products in commodity markets. You might as well flip a coin when choosing between an Asus and an Acer, but what if the manufacturers could find a way show their differences which appeal to the “slacktivist” sense of moral consumers?

The cynical amongst us will call it green-washing, but the fact remains that people will often choose a higher-priced product if they feel that it is more ethically sound, even people who’d never attended a protest march in their lives. Shopping is a form of passive-activism.

Tech brands must take the advice of Bill Bernach and:

Stop believing in what we sell and start selling what we believe in.”

The fact remains women are still more loyal to companies than men.   Men are approx 10% more likely to agree with the statement ‘I am less loyal to companies that I previously was’. If tech brands want to attract and retain the most loyal sex, they must start with a moral contract and set of values.

This is no longer niche idealism but corporate realism.