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Global Brand Purpose
 

Global Brand Purpose

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New research released by the World Federation of Advertisers shows that marketers around the world overwhelmingly believe purpose needs to be part of a successful brand building strategy.

New research released by the World Federation of Advertisers shows that marketers around the world overwhelmingly believe purpose needs to be part of a successful brand building strategy.

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Global Brand Purpose Global Brand Purpose Presentation Transcript

  • Global Brand Purpose Research March 2014
  • About the survey • Conducted between Aug 2013 and Feb 2014 • Respondents: WFA corporate members and members of WFA’s National Advertiser Associations (below) • 828 respondents from 33 countries
  • Respondents representing over US$170b in marketing spend
  • Brand purpose is important to building brands 88% 87% 83% 74% 71% 67% 66% 63% 59% 51% 'Purpose' will be increasingly important to building brands. It is important for brands to have a sense of 'purpose'. 'Purpose' is a business opportunity. A sense of 'purpose' is critical to employing the best talent. Brands I've worked for have generally had a sense of 'purpose'. Not every brand is suited to having a sense of 'purpose' (without it feeling contrived). It is relatively new for brands to communicate 'purpose' in brand marketing communications. Brands I have worked for have been successful in effectively communicating 'purpose' through brand… It is possible to measure the impact of 'purpose' on sales. It is easy to measure the impact 'purpose' has added to a brand. Most feel their brands have a sense of purpose but are less successful in communicating it; and that it’s difficult to measure the impact on sales
  • Purpose is important and will continue to be so 88% 87% 83% 'Purpose' will be increasingly important to building brands. It is important for brands to have a sense of 'purpose'. 'Purpose' is a business opportunity.
  • Communicating purpose isn’t easy My brands have successfully communicated purpose through brand marketing communications 63% agree My brands have a sense of purpose 71% agree
  • For marketers, purpose is about CSR and ethics 55% 47% 39% 35% 35% Creating programs to positively impact communities Ethical business activities Protecting and improving the environment Helping to address global issues, like disease, world poverty, starvation, lack of water, etc Listening to and acting upon customer needs and feedback
  • In 2013, even more a question of CSR and sustainability Source: WFA Brand Purpose research; Jan 2013; Base 149 respondents
  • For consumers, more about CRM than CSR 1. Listens to customer needs and feedback 2. High quality products or services 3. Treats employees well 4. Places customers ahead of profits 5. Takes actions to address issue or crisis 6. Has ethical business practices 7. Has transparent and open business 8. Communicates frequently and honestly Most Important Attributes that Build Trust for consumers Societal • Purpose is not ‘CSR’. It does not have to be ‘worthy’ • It starts with the basics: good customer management and quality products • Consumers do care about ethical business practices and treating employees well Operational 9. Works to protect/ improve environment 10. Addresses society's needs 11. Positively impacts the local community 12. Innovator of new products 13. Highly regarded, top leadership 14. Delivers consistent financial returns 15. Ranks on a global list 16. Partners with third parties Edelman Global Brand Purpose Research 2012 http://purpose.edelman.com/
  • Marketers think 41% of consumers support good causes What proportion of global consumers say they regularly support good causes? 7% 11% 16% 17% 13% 13% 12% 7% 2% 1% Average 41%
  • An opportunity for marketers? What proportion of global consumers say they regularly support good causes? Marketer perception 41% Consumer says 60% Edelman Global Brand Purpose Research 2012 http://purpose.edelman.com/
  • Marketers think 54% of consumers think is ok to do good while doing well Proportion of global consumers that say its ok to support good causes and make money at the same time 3% 5% 8% 12% 12% 16% 17% 16% 9% 2% <10% 11%-20% 21%-30% 31%-40% 41%-50% 51%-60% 61%-70% 71%-80% 81%-90% 91%-100% Average 54% 57% 56% 53% 38% APAC LATAM Europe MEA
  • Consumers are more positive still! Proportion of global consumers that say its ok to support good causes and make money at the same time Marketer perception 54% Consumer says 76% Edelman Global Brand Purpose Research 2012 http://purpose.edelman.com/
  • Marketers sceptical about how often consumers buy brands that supports good causes Proportion of global consumers that say they buy a brand that supports good causes at least once a month 12% 15% 18% 17% 14% 13% 5% 5% 2% 0% <10% 11%-20% 21%-30% 31%-40% 41%-50% 51%-60% 61%-70% 71%-80% 81%-90% 91%-100% Average 36% 41% 39% 35% 23% LATAM APAC Europe MEA
  • Consumers say they buy into good causes more than marketers believe… Edelman Global Brand Purpose Research 2012 http://purpose.edelman.com/ Marketers’ perception 36% Consumer says 47%
  • Marketers think Europeans & North Americans buy into good causes the most Region with greatest proportion of consumers that buy brands which support good causes 44% 39% 11% 4% 2% 1% Europe North America Australia & New Zealand Asia South America Africa Africa Asia Australia & New Zealand Europe North America South America APAC Europe LATAM MEA
  • That’s not what consumers are saying! Percentage of consumers who are willing to pay a premium for a product that supports good causes? Edelman Global Brand Purpose Research 2012 http://purpose.edelman.com/
  • Purpose impacts the intangibles, the feel good. But harder to measure impact on sales Is it possible to measure the impact of ‘purpose’ on… 1% 4% 5% 6% 12% 26% 30% 94% 91% 89% 85% 78% 51% 36% 0% 20% 40% 60% 80% 100% Positive PR & reputation Consumer engagement Employee satisfaction Brand equity Customer satisfaction Sales Share price Don't Know No Yes
  • Is it possible to measure the impact of ‘purpose’ on …(2014 vs 2013) 2014 2013 PR & positive reputation 94% 93% Consumer engagement 91% 91% Employee satisfaction 89% 90% Brand equity 85% 86% Customer satisfaction 78% 71% Sales 51% 54%
  • Purpose needs to come from the top Who should be involved in designing and shaping purpose? 68% 54% 54% 50% 38% 37% 29% 29% CEO Corporate communications CMO All employees HR PR Public and government affairs Customers CEO CMO Corporate communication s All employees Public and government affairs PR Customers HR APAC Europe LATAM MEA NA
  • Companies should look outside the organisation for help 89% 78% 75% 68% 65% 56% Purpose' needs to pervade the entire organisation and have buy-in from all business functions. Social media is essential to engage people with brand 'purpose', and to help shape it as part of a dialogue. Purpose' needs to be shaped through the involvement of people outside the organisation, including customers and supply chain. It is important to work with third parties (NGOs, governments, etc.) to give brand 'purpose' credibility. The company I work for is fundamentally re- evaluating its corporate positioning in light of a renewed sense of 'purpose'. I have experienced consumer scepticism and pushback against brands with 'purpose'.
  • Purpose leaders Who best embraces purpose? 14% 14% 11% 10% 9% 9% 7% 5% 4% 4% 3% 2% Unilever Procter and Gamble Google Apple Coca-Cola Nestlé McDonald’s Microsoft Danone Group Toyota Johnson and Johnson Volkswagen Regional purpose leaders
  • Note: All WFA benchmarks, survey results, agendas and minutes are reviewed by Hogan Lovells International LLP, our competition lawyers WFA Competition law compliance policy The purpose of the WFA is to represent the interests of advertisers and to act as a forum for legitimate contacts between members of the advertising industry. It is obviously the policy of the WFA that it will not be used by any company to further any anti-competitive or collusive conduct, or to engage in other activities that could violate any antitrust or competition law, regulation, rule or directives of any country or otherwise impair full and fair competition. The WFA carries out regular checks to make sure that this policy is being strictly adhered to. As a condition of membership, members of the WFA acknowledge that their membership of the WFA is subject to the competition law rules and they agree to comply fully with those laws. Members agree that they will not use the WFA, directly or indirectly, (a) to reach or attempt to reach agreements or understandings with one or more of their competitors, (b) to obtain or attempt to obtain, or exchange or attempt to exchange, confidential or proprietary information regarding any other company other than in the context of a bona fide business or (c) to further any anti- competitive or collusive conduct, or to engage in other activities that could violate any antitrust or competition law, regulation, rule or directives of any country or otherwise impair full and fair competition.