THE POWER OF GUILT A key factor we discovered when it comes to whether costumers sign up to GLPs is the role of anticipated guilt – the discomfort people expect to feel when they act against their values. In this context, it refers to the emotions customers might feel for not supporting the hotel’s environmentally responsible actions. For example, a guest who is reminded of the environmental benefits of skipping daily housekeeping may feel compelled to opt into a green programme to avoid those feelings of guilt. This anticipated guilt can override their initial resistance – the aforementioned trait reactance – making them more likely to join, especially in customers who typically resist behavioural nudges. This makes guilt a valuable tool. Rather than relying solely on incentives, businesses can use messaging that gently prompts reflection. For example, a hotel might say, “Help us save 50 litres of water per day – join our green stay programme,” nudging customers to align their actions with their environmental values. Moreover, guilt narrows attention, helping customers focus on the core sustainability message while filtering out distractions. In high-guilt situations, clear, values-based communication becomes even more effective. Anticipated guilt is not just an emotional response, but a practical lever for driving green engagement. Companies can use guilt strategically by incorporating messaging that highlights the environmental consequences of inaction. This can be done through signage, digital communications, or staff interactions. GREEN CHOICES If you have people signed up to a GLP, you would like to think they will choose environmentally friendly rewards. But our work shows this is not always the case. You need to think about how you present the reward choice, and goal priming, where businesses remind customers of their pro-environmental values, can shift preferences toward eco-friendly rewards. In our work, participants who were primed with environmental goals before making their choice – reminded of why they were a part of the GLP – were more likely to choose sustainable rewards, even if they had high trait reactance. This suggests that subtle messaging and storytelling can be powerful tools for influencing behaviour. We also found that customers prefer rewards that match the effort they have put in. For example, if they have been collecting shampoo bottles, they might prefer a free bottle of shampoo as a reward, even if the alternative is ecofriendly toilet paper and the shampoo itself has no or few eco-friendly credentials. The same is true for other loyalty programmes. For instance, if a member is required to purchase 10 boxes of cereal and then can choose between three further boxes as a reward or 500 frequent flyer miles, they prefer the cereal. But for GLPs, when environmental goals are more prominent ahead of the choice being made – when people are reminded of the overall aims of the scheme – customers prefer rewards that align with those goals, such as choosing a zero-waste shampoo bar over a regular bottle. This shows that businesses can steer customers toward more sustainable choices by making those goals more prominent. They can use storytelling, visuals, and prompts to remind customers of their values. MAKING IT WORK Green loyalty programmes have the potential to drive meaningful change. GLP promotions are less effective when customers experience low anticipated guilt about not joining. By addressing these emotional triggers and designing strategies that heighten guilt about environmental neglect, businesses can overcome consumer resistance and inspire more sustainable behaviour. In hotels, in-room materials and digital displays can reinforce the messaging – such as Scandic Hotels’ stickers with the message of ‘Turn off the tap for the sake of the planet’ to encourage water conservation. These messages are important too when it comes time for customers to choose their rewards. As sustainability becomes a competitive differentiator, the ability to engage customers in green initiatives will be a key driver of long-term success. FIFTY FOUR DEGREES | 33 Professor Ahmad Daryanto is a Professor of Marketing in the Department of Marketing. Dr Jingxi Huang is a Lecturer in Strategy and Sustainability at the University of Greenwich. She is a former Lancaster PhD researcher. The paper What drives participation in green loyalty programmes? Examining reactance, guilt and staff attractiveness, by Dr Jingxi Huang, of the University of Greenwich; Professors Ahmad Daryanto and Margaret K Hogg, of Lancaster University Management School; and Professor Jin Hooi Chan, of the University of Greenwich, is published in the International Journal of Contemporary Hospitality Management. The paper Green Loyalty Programmes: Customer Trait Reactance and Rewards Preferences, by Dr Jingxi Huang, of the University of Greenwich; Professors Ahmad Daryanto and Margaret K Hogg, of Lancaster University Management School; and Dr Didier Soopramnien, of Beijing Foreign Studies University, is published in the Journal of Consumer Behaviour. a.daryanto@lancaster.ac.uk
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