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A synopsis:
Here's what I like about Bolder: it turns the relationship between companies and people inside out and upside down. Instead of activists pressuring companies to do something responsible, companies ask people to take small steps with them. So it asks us to recognize, in other words, that real change begins with sets of interdependent decisions. From an economic perspective, Bolder asks companies to subsidize second-order decisions (those one step down the demand chain) that are the most socially beneficial. By doing so, it lets companies and people work together to create more meaningful, authentic benefits.
Bolder, in fact, is a tiny but vivid example of many of the principles of next-gen marketing, Instead of "consumers," there are people; instead of "consumption," there's positive impact; instead of "loyalty," there's reciprocity; and instead of zero-sum "responsibility," there is generosity.
Bolder is a baby, taking its first halting steps. There are many ways to improve it. I'm not a great fan of the word "rewards" — it's so frequent-flyer lock-in. And it might be just as cool (or cooler) to do the reverse, and let people challenge companies. Yet, its promise is what I find compelling: a radically innovative new kind of market, that begins to create incentives for both companies and customers to behave in more beneficial ways — together.
So cool, guys! Congrats!
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