Expertise

The ‘say do gap’ refers to the discrepancy between what we say and what we actually do in practice. It’s a phenomenon that almost all of us can relate to in one way or another, such as exaggerating how much we exercise or recycle, or expressing an intention which is never fulfilled, like buying an electric car. It can apply to us at an individual level, as consumers, employees and business leaders, or to entire organisations, public and private.

Say Do is the brainchild of a dynamic collaboration between market researchers and business change strategists united by their passion for driving business growth through the pursuit of customer truths and improved sustainability.

It’s clear to us that sustainability has to be a core driver for any business, but also that the organisational Say Do Gap is probably largest when the cost of making that change hasn’t been quantified, or worse, the benefits of that investment aren’t believed in by stakeholders internally and externally.

We know that every company has the potential to acquire commercial advantage by closing the ‘say do gap’. And we understand that every business and sector is different. Accomplishing meaningful change within a specific business therefore requires a deep understanding of its customers, commercial drivers and approach to sustainability.

The casual dining sector is experiencing a period of unprecedented challenge, with many high street favourites battling to survive. Already under pressure from the long-term decrease in town centre footfall and staff shortages following Brexit, it’s not surprising that so many restaurants, pubs and bars have struggled to withstand the devastating effects of the pandemic.

We all know that what we wear (and how often we shop for new clothes) has a major impact on the planet. According to UNECE in 2018, the clothing industry accounted for 10% of global CO2 and 20% of waste water. Whilst the industry is taking steps, there is a lot of work to be done.

The automotive sector is facing what is arguably its greatest challenge since inception, fundamentally having to rethink how it invests, how it attracts customers and critically, how it sees the concept of personal transportation overall.

Increased scrutiny and likely regulation in relation to sustainability, both in the UK and at destination, present critical strategic challenges to travel companies.

The energy sector embodies much of the gap that Say Do has identified as needing to be addressed. Energy is by definition invisible, but we’re all aware of our need to be more responsible in its consumption.