Our global strategy – ‘Discomfort Futures’ – positioned The Economist as an advocate for change, embracing uncomfortable future trends. Impactful but polarizing experiences in busy commuter hubs, offices, universities, and events all sought to filter out those that fitted with The Economist and those who didn’t.
Editorial topics focusing on global sustainability led to some of the most standout creative ideas – like serving commuters with insect ice cream and crepes, smoothies made with ugly food rejected by grocery stores, plant burgers that bled, and coffee made from waste-water. All those who were open-minded enough to go for it were deemed the right fit for the brand and were encouraged to sign up for a subscription.
Our approach led to an ‘always on’ global program of campaigns, all bringing to life The Economist coverage of topics shaping the future of our world.