Does customer experience support the ‘Triple Bottom Line’?


First, a quick reminder of what the triple bottom line (3BL) is all about.

The phrase was coined nearly twenty years ago by John Elkington, and essentially describes that social and ethical, as well as environmental responsibility are as important as financial performance. In so doing, 3BL implies that each facet should be measured and reported with equal rigour and transparency.

An easy way of remembering these three aspects of 3BL is to think People, Planet, Profit.

But how important is 3BL to customer experience (CEX)? In the last decade, CEX has been steadily gaining acceptance from organisations as an indicator of commercial profitability over a customers lifetime. In simple terms, the happier a customer is with the overall experience of your product, service or brand, the more likely they will buy again and stay loyal vs. competitors. In addition, the concept of Net Promoter Score (NPS) suggests that happy customers will tell others about their positive experiences and so further drive profitability by bringing in new customers at a low acquisition cost.

So far so relevant, at least from a commercial bottom line standpoint.

But what about these other two bottom lines?

Does a customer actually include a company’s ethical behaviour in their assessment of personal experience? For example, in the case of the Deepwater BP oil spill off the Florida coastline, has this affected how UK motorists experience the brand? Has it changed their personal behaviour when it comes to filling up their car with petrol?

This is an area where documented evidence is limited, and one which I intend to explore further in the future. But my hypothesis currently is that 3BL impact upon customer experience will depend on how an organisation positions itself in the first place.

For example, iconic UK retailer Marks & Spencer has a long standing reputation for high ethical standards. It was once well known for treating its suppliers as partners, for championing quibble-free product returns for its customers, and most recently, for its ambitious Plan A environmental policy.

However, M&S ran into a firestorm for its policy of premium prices for plus size lingerie. In summary, a group of M&S customers (and non customers) from a Facebook group called Busts 4 Justice had judged its policy as socially unacceptable, perceiving it as unfairly discriminating against a customer segment. Whilst publicly defending its policy, M&S came to accept that it was neither ethical nor in-keeping with their brand values. (M&S may be right that, financially speaking, larger sizes have higher manufacturing costs, due to shorter production runs and marginally greater materials, but the impact of applying the policy was dwarfed by the reputational costs. By that logic of course, the most popular smaller sizes should be sold at a discount – not something I’m aware of M&S ever doing). As a result, today’s M&S no longer charges a premium.

Yet, I wonder whether such a judgment would have also been passed on a deep discounter, who chose not to sell plus size garments at all, simply because demand was insufficient? Does Matalan or Poundland place the procurement of their products or their environmental policies high up in its customer experience? I don’t believe so. Instead, their discount proposition is far more focused on low prices than people or planet, and so their customer experience reflects that. As a result, their customers don’t expect to see Fairtrade goods, or receive premium customer service. Indeed, any attempt to do so might even be viewed by customers as activities which reduce the availability of lower prices.

This is not to say that such brands can opt out of 3BL thinking altogether. In an age of rising social media, customers have an unprecedented amount of power to wield, in bringing pressure to bear on companies. The Twitter and Facebook generations can both reward and/or punish organisations that they feel are behaving wrongly.

But outside of those businesses that seek to focus on environmental or ethical factors, I believe that customers set only the legal requirement as their benchmark. Few customers would find child labour an acceptable way of keeping product prices down. But the limited growth of Fairtrade suggests that only niche propositions have made ethical sourcing a primary component of the customer experience.

So, is 3BL an important factor for shoppers as they assess their overall customer experience? For now, I believe it’s still a feel-good factor, rather than a must-have. If all else is equal, I’ll pick organic tomatoes over regular ones, but not if they are premium priced. Unless I’m shopping in an specialist organic food store, where my standards are preset to a higher level.

Anya Hindmarch bags led a change in attitude and legislation

One other factor to add in. Visibility. If a 3BL feature can be converted into a visible, tangible badge that marks a consumer out as discerning or über responsible, that might sway some mainstream customers. Think Greentomato cars in London. Or Anya Hindmarch recycled carrier bags (remember “I’m not a plastic bag”?)

In the future, I do think the fit between 3BL and CEX will grow. I expect a slow and steady trend towards larger organisations placing a greater importance on 3BL issues. This will rarely be driven by higher principles though. More often than not, it will be simply because, as products become ever more accessible and comparable, so firms need to look beyond their traditional offer. The customer experience is now recognised as an important way to distinguish between brands, and so companies will consider where ethical or environmental issues could play a role.

But to be successful for a mass audience, this will need to demonstrate a clear and tangible benefit to the individual customer concerned, if it is intended to influence purchasing behaviour. An example of such a trend is how Apple’s minimalist packaging may support the customer’s association with a ‘cool brand’, but also carries practical benefits of reduced disposal effort, and easier set up. The environment wins, but so does the customer and Apple’s profit.

Such an example is my ‘bottom line’ for how great customer experiences can support 3BL….


  1. Interesting and timely revival of such issues…. the M&S example reminds us that it’s typically a super minority that end up ruffling some pretty big feathers, with flames well and truly fanned thanks to social media acceleration. It would be interesting to chart the influence…. from the very few ‘larger ladies’ who genuinely had a grievance as it directly impacted on their purse and perceived discrimination, through to the the next wave who were affronted by the perceived unfairness, to those who ultimately just wanted to have a pop at another big retailer!

    So to 50 shades of green. A government agency devoted to certifying organisations for real carbon reduction asked us to create a UK wide social media campaign to create awareness among consumers about what the certification meant should they see the badge promoted by a UK business. In planning this work we identified 50 shades of green – from the dark greens to the light – and pitched a variety of messaging that would resonate with a more chunked 5 grades of green. In monitoring the effectiveness of the campaign, we were able to track those influencers within each of the 5 green grades, and in turn rank from 1-50 the hierarchy of influence across all shades of green. When graphed out, this was not a uniform spectrum from dark to light – but a surprising jumble of hues. Ultimately our client was thrilled that their campaign had delivered over 20k pledges, but for us as digital planners and trackers, our social graph of influence was a thing of beauty. If only every campaign could be planned and reported back in this way!