Discussion of how Unilever (Dove), TOMS and Goldman Sachs developed groundbreaking social marketing campaigns and the positive impact it had on their business. Showing the link between purpose and leadership.

1. ETHICS
AND
SOCIAL
RESPONSIBILITY
IN
MARKETING
STRATEGY
Purpose
Leadership
and
Brand
Success
Aligned
Thursday,
April
7,
2016

2. LINDA
PAZIN
• Founder
and
CEO,
Pazin
Strategic
LLC
• Director
of
Global
Listings
for
Western
Region,
New
York
Stock
Exchange
• Develops
strategic
communications
strategies
for
private
companies,
high-­‐growth
public
companies
and
worked
on
over
100
IPOs,
spin-­‐offs
and
M&A
• Email:
lindapazin@icloud.com
• Twitter:
@lindapazin
• Linkedin:
linkedin.com/in/
lindabandovpazin
2

3. AGENDA
3
• Corporate
Social
Responsibility
• What
is
your
Why?
• Cause
Marketing
• TOMS,
Goldman
Sachs
and
Dove
brand
campaigns
• Purpose
leadership
=
brand
success

4. 4
“It
takes
20
years
to
build
a
reputation,
and
five
minutes
to
ruin
it.
If
you
think
about
it,
you
will
do
things
differently
”
-­‐Warren
Buffet
Chairman,
Berkshire
Hathaway

5. THE
BEST
RANKED
SOCIALLY
RESPONSIBLE
COMPANIES
5

6. WHAT
IS
CORPORATE
SOCIAL
RESPONSIBILITY?
• CSR
is
not:
Ethics,
Philanthropy
and
Public
Relations
• General
Definition:
A
set
of
actions
a
company
takes
to
improve,
maintain
or
mitigate
a
company’s
impact
on
society
and
the
environment
while
increasing
value
• CSR
deals
with
the
role
of
business
in
society
6

7. WHAT
IS
YOUR
WHY?
• What
does
your
company
do?
• What
is
its
purpose?
• What
are
its
values?
• Who
does
it
serve?
• What
is
its
mission?
7

8. WHAT
IS
CAUSE
MARKETING?
8
74%
of
consumers
are
more
likely
to
buy
from
a
brand
because
it’s
associated
with
a
cause
85%
of
consumers
have
a
positive
image
of
a
company
if
it’s
associated
with
a
cause
they
support
94%
of
consumers
are
either
somewhat
likely
or
very
likely
to
switch
when
price
and
quality
are
equal

9. BRAND
CASE
STUDIES
9

10. 10

11. TOMS
MISSION
STATEMENT
11
“What
if
I
start
a
shoe
company
and
every
time
I
sold
a
pair
of
shoes
I
gave
a
pair
away
and
that
way
if
as
long
as
I
would
continue
to
give
them
shoes
these
children
will
have
shoes
for
the
rest
of
their
lives.”
-­‐
Blake
Mycoskie,
Founder
and
Chief
Shoe
Giver,
TOMS

12. TOMS
ONE
FOR
ONE
CAMPAIGN
12

13. ONE
FOR
ONE
MARKETING
MODEL
13
• Company’s
promise
to
deliver
a
free,
new
shoes
to
a
child
in
need
for
every
sale
of
their
retail
product
• Countries
include
Argentina,
Ethiopia,
Guatemala,
Haiti,
Rwanda,
South
Africa
and
the
United
States
• Over
50
million
shoes
given
since
2006
with
over
100
partners
in
over
70
countries
• Creating
sustainable
business
by
turning
customers
into
benefactors
rather
than
depending
on
fundraising

14. TOMS:
A
“CAUSE
MARKETING”
SUCCESS
14
• Fit
between
valued
customer
and
marketing
mix
• TOMS
customer
is
very
active
on
social
media
• Fit
between
social
cause
marketing
and
using
social
media;
active
and
socially
aware
consumers
• Active
community
that
acted
as
brand
storytellers
–
utilizing
people’s
networks
on
social
media
• Created
awareness,
reaching
large
audience
and
geographical
coverage
through
social
media
with
low
marketing
cost

15. WHAT
CAN
COMPANY’S
LEARN
FROM
TOM’S
CAUSE
MARKETING
STRATEGY?
15
• Focus
on
mission
and
long-­‐term
vision:
they
have
NO
advertising
budget
• Attract
buyers
through
design
contents,
traveling
to
colleges,
shoe
drops,
which
are
mostly
in
CA
that
give
away
a
$50
gift
bag,
stickers
and
flyers
to
events
• TOM’s
creates
a
campaign
that
benefits
all
those
involved
• Consumer
receives
their
desired
purchase,
but
a
child
in
need
is
also
provided
the
products
• They
make
sure
to
cover
every
cost
when
transporting
and
distributing
the
goods
• Follow
up
on
the
impact
they
have
made
globally

16. 16

17. 17

18. 18

19. 19

20. WHAT
IS
THE
10,000
SMALL
BUSINESSES
INITIATIVE?
• $500
million
investment
to
help
entrepreneurs
create
jobs
and
economic
opportunity
• Greater
access
to
education,
financial
capital
and
business
support
services
• Program
operated
in
Chicago,
Cleveland,
Detroit,
Houston,
Los
Angeles,
Miami,
New
Orleans,
New
York,
Rhode
Island,
Salt
Lake
City,
Philadelphia,
and
other
cities
• To
be
eligible,
you
must
be
in
business
at
least
two
years,
have
four
or
more
employees
and
generate
between
$150,000
and
four
million
dollars
in
annual
revenue.
20

21. DID
GOLDMAN
SACHS
HAVE
A
BRANDING
PROBLEM?
• Re-­‐chartered
as
a
bank
holding
company
to
gain
access
to
government
bailout
money
in
2009
• Re-­‐positioned
itself
with
less
focus
on
wealthy
clients,
offering
for
the
first
time
consumers
loans
online
21

22. GOLDMAN
SACHS
IDENTIFIED
A
PROBLEM
22

23. GOLDMAN
SACHS
10,000
SMALL
BUSINESSES
23

24. WHAT
WERE
THE
RESULTS?
24
• After
6
months
post
graduation,
46%
of
participants
added
new
jobs,
increasing
to
57%
18
months
after
the
program
• 22%
of
US
small
businesses
report
increasing
their
number
of
employees
surveyed
by
the
National
Small
Business
Association
• 67%
of
participants
report
increasing
revenues
after
6
months,
with
76%
increasing
revenues
after
18
months.
• 45%
of
US
small
businesses
reported
increasing
their
revenues
surveyed
by
the
National
Small
Business
Association
• Access
to
capital
is
an
important
lever
for
business
growth.
After
18
months,
82.9%
received
access
to
capital

25. UNILEVER
FAMILY
OF
BRANDS
25

26. UNILVER
MISSION
STATEMENT
• Unilever
is
committed
to
supporting
sustainability
and
providing
our
consumers
around
the
world
with
the
products
they
need
to
look
good,
feel
good
and
get
more
out
of
life.
• Today
we
are
rapidly
loosing
ground.
The
consumer
is
often
ahead
of
us.
A
small,
but
growing
number
of
consumers
are
choosing
sustainability
sources
and
responsibly
made
products.
Most
will
dismiss
this
as
‘niche’
will
surely
miss
out.
-­‐
Paul
Polman,
CEO
of
Unilever
26

27. DOVE:
REAL
CAMPAIGN
FOR
BEAUTY
27

28. DOVE
BRAND
GOALS
28
• Dove
needed
to
revive
its
brand,
their
PR
firm
conducted
a
study
involving
3,000
women
in
10
countries
to
learn
about
women’s
priorities
and
interests.
• Only
2%
of
women
considered
themselves
beautiful,
the
executives
at
Dove
saw
at
opportunity.
• In
2004,
Dove
launched
its
revolutionary
“Campaign
for
Real
Beauty”
• Expand
the
definition
of
beauty
beyond
the
unattainable
one
portrayed
by
society
• Dove
launched
a
series
of
videos
and
education
programs
to
challenge
beauty
stereotypes
and
encourage
discussion
and
action

29. 29

30. DOVE
BREAKS
BARRIERS
AND
RE-­‐DEFINES
BEAUTY
• Launched
conversation
around
unrealistic
beauty
standards
• The
Campaign
for
Real
Beauty
positively
changed
the
way
women
and
young
girls
viewed
themselves
• Dove
is
committed
to
helping
all
women
realize
their
personal
beauty
potential
by
delivering
products
that
deliver
real
care
• Dove
believes
beauty
should
be
for
everyone
30

31. DOVE
CAMPAIGN
FOR
REAL
BEAUTY
31

32. DOVE
CREATES
TRANSFORMATIONAL
CHANGE
32
• Helps
Dove
redefine
consumer
behavior
towards
beauty
products
globally
• 10
years
later,
research
shows
that
women
defined
beauty
on
a
large
array
of
qualities
• Education
programs
have
reached
over
7
million
girls
through
regional
and
national
partnerships
such
as
Girl
Scouts
of
the
USA
and
Girl
Guides
• Dove’s
sales
increased
from
$2.5
billion
to
$4
billion

33. 33
BRAND
LESSONS
ON
SOCIAL
RESPONSIBILITY
AND
MARKETING
STRATEGY

34. 34

35. 35

36. 36

37. 37

38. 38

39. THE
CUSTOMER
IS
IN
CHARGE
39
The
success
of
your
business
will
be
in
direct
proportion
to
the
emotional
impact
you
have
on
your
customers
The
emotional
impact
on
your
customers
will
be
in
direct
proportion
to
the
social
impact
of
your
purpose
The
social
impact
of
your
purpose
will
be
in
direct
proportion
to
the
success
of
your
business

40. 40

41. WHY
DOES
IT
MATTER
IF
COMPANY’S
ARE
SOCIALLY
RESPONSIBLE?
41
• Better
return
on
investment
• More
motivated
employees
• More
loyal
customers
• Executives
understand
CSR
can
promote
respect
for
their
company
which
can
result
in
higher
sales,
enhance
employee
loyalty
and
attract
better
employees

42. 42

43. 43
Thank
You
@lindapazin