Sabine Ruaud (EDHEC): “For brands involved in CSR, the path to consumers’ ‘virtuous pride’ is fraught with pitfalls”
In this interview, Sabine Ruaud, EDHEC Professor, analyses the strategies adopted by brands – particularly in the agri-food sector – with regard to sustainability, in the face of customers with diverse behaviours.
Given the high level of awareness of environmental issues, why do firms’ sustainability efforts so often fail to convince customers?
Sabine Ruaud: Indeed, awareness doesn’t always translate into action: although many consumers say they would pay more for sustainable products, actual buying behaviour tells a different story (1). Is that because a corporate messaging often misses the mark? In one study (2), claims like “carbon neutral” were about four times less effective than claims tied to immediate personal benefits, such as local sourcing or clean ingredients.
To me, there is a blind spot between what looks sustainable on paper and what customers actually want, think and feel. Moralizing or guilt-inducing messages tend to trigger resistance, especially among mainstream customers.
In the food sector, the confusion is measurable: a 2026 EIT Food survey found that only 47% of European consumers feel able to judge how sustainable a food is, and that fewer than half see food information as reliable. (3)
You have been studying brand strategies for years. What separates authentic sustainability efforts from surface-level CSR?
Sabine Ruaud: Surface-level CSR means small, visible gestures, such as a slightly shorter supply chain or a few seasonal products. The authentic version balances three pillars: economic viability, environmental care (renewable resources, low waste) and social responsibility (fair labor, well-being). It also takes a change of mindset, away from a short-term, metrics-only view.
This really struck me when I started looking into Petites Pousses: the launch of a new product paved the way for a fundamental re-examination of the various stages of production, transport and marketing. (4)
Regulators are pushing in the same direction. Since 27 September 2026, new EU rules restrict sustainability labels that lack a recognised certification scheme or public-authority backing. In a Max Havelaar France poll, 69% of French respondents said they trust labels held by independent NGOs, against 47% for company-developed ones. (5)
As it is difficult to attract customers – particularly on the basis of environmental arguments – the issue of customer loyalty becomes crucial. So how do you build loyalty without lecturing?
Sabine Ruaud: In three stages. First comes pleasure, because customers must enjoy what they buy. Then comes awareness of the shop’s social and environmental commitments. Last comes identity, when responsible consumption becomes part of how customers see themselves.
I call the result “virtuous pride”, where customers can turn into advocates who recommend the shop, products or services to others. This journey is not a straightforward one, and when I took a closer look at the GreendOz brand (6), it became clear that even when there is a strong alignment between the values of the leadership, the strategy and its implementation, innovating whilst maintaining one’s identity in order to build customer loyalty is a real challenge.
The EIT Food report supports a light touch (3): claims that consumers can verify themselves earn more trust, overly complex transparency tools can backfire, and logos and short videos work best. Trust is also higher for retailers and restaurants (slightly below 55%) than for manufacturers and public authorities (below 50%). It is important for actors, particularly those in the food sector, to bear this firmly in mind.
What can small shops take from this, and what are the limits?
Sabine Ruaud: Start with customer value, not ideology. Remove any sense of sacrifice, so that your offer matches or beats the alternatives on quality, convenience and price. Reveal your commitments once trust is established, and let satisfied customers spread the word.
Nowadays - and I’m not saying it cannot change rapidly - for the customer, sustainability should be a secondary reward rather than a primary sacrifice. Let’s not forget that value for money matters all the more now: Insee describes current French domestic demand from households as depressed. (7)
Fortunately, there is a wide range of consumers, with a great variety of motivations and values: understanding them better and communicating with them more effectively is an ongoing challenge that I see as a cause for celebration, not as yet another constraint.
References
(1) https://pubmed.ncbi.nlm.nih.gov/33794258/
(2) https://www.mediapost.com/publications/article/405451/None
(3) https://www.eitfood.eu/reports/trust-report-2026-fourth-issue-who-do-consumers-believe
(6) https://www.ccmp.fr/collection-ccmp/cas-greendoz-how-to-build-and-manage-a-new-food-brand
(7) https://www.insee.fr/en/statistiques/9010792
