Stop Shop 2012 and the role of simplicity movements in sustainable change

This paper discusses the role of social movements in sustainable change based on a case study of Stop Shop 2012, a privately initiated, simplicity initiative developed by three women with the aim of not shopping unnecessary goods and services for a period of two years (2012-2013). More specifically, the research addresses if and how Stop Shop 2012 changed the consumer practices of its funders and other consumers, and what reactions it got from other actors in the market: authorities, businesses and organizations. The analysis is based on content analyses of a book written by one of the members of the initiative, the initiative's Facebook site and newspaper, as well as qualitative interviews with the founders of Stop Shop 2012 some months after the initiative ended. The research indicates that the funders and the followers of Stop Shop 2012 reduced the consumption of some consumer goods, mainly clothes. However, some of the consumption that impacted the climate most, such as the consumption of meat and airplane travel, remained unchanged or even increased. The initiative got support from degrowth-politicians and environmental organisation, and opposition from growth-politicians and business organisations.