In the last quarter of the previous year, I devoted myself to a topic that is currently changing the market economy thoroughly: brands as socio-political players. Over the past few months, brand communication has developed politically and brands are perceived as a vital part of the public. Even though (or simply because) Covid-19 is the number one topic economically at the moment, the question should be asked: how can we purposefully cope with this crisis and/or what will happen afterwards? People expect attitude. This applies to brands more than ever – especially in times of crisis. Trust in governments is dwindling and brands with financial strength, agile structures and/or high-reach touchpoints have the potential to do more for #people than #politics are capable of. It is time to rethink the subject "Unique-Selling-Proposition", as product innovations can be copied – character and attitude cannot.

1. BRAND ALTRUISM
a strategy framework based on transparency & integrity
for brands that will shape tomorrow//
©DavidAgier2020.Allrightsreserved.
// CONTACT
David Agier
Creative Strategist
www.david-agier.de
strategy@david-agier.de
+ 49 160 964 387 93
linkedin.com/in/davidagier

2. // AGENDA
// CORPORATE NEUTRALITY IS DEAD.............................................................................................................................................. 03
ABOUT TRANSPARENCY, TRUST AND BUSINESS FOR GOOD
// ZOOM OUT OF YOUR TARGET GROUP – SOCIETY IS THE NEW BENCHMARK....................................................... 04
SOCIAL INTERACTION HAS BECOME INEVITABLE – EMBRACE IT
// UNDERSTAND WHAT TRIGGERS BUZZ AND WHAT CREATES REAL IMPACT........................................................ 05
THE BRAND PURPOSE UNIVERSE
// BRAND ALTRUISM VERSUS BRAND EGOISM.......................................................................................................................... 06
WHY A WELL IMPLEMENTED ALTRUISM STRATEGY WILL PAY OFF IN THE LONG RUN
// TONALITY IMPACTS BRAND RECEPTION................................................................................................................................... 07
ADVOCACY OR ACTIVISM – BRAND ALTRUISM CAN BE PLAYED EITHER INCLUSIVE OR EXCLUSIVE
// EXCEED YOUR USP................................................................................................................................................................................. 08
GIVE YOUR BRAND A REASON TO LIVE AND (POTENTIAL) CUSTOMERS A REASON TO BELIEVE IN IT
// NARRATIVE FROM A VALUE-DRIVEN PERSPECTIVE.......................................................................................................... 09
HELP SOCIETY TO OVERCOME CONFLICTS WITH THE BRANDS CORE COMPETENCIES
// HOW TO ACHIEVE BRAND INTEGRITY.......................................................................................................................................... 10
TRUST AS A DRIVER IN A HOLISTIC BRAND ALTRUISM FRAMEWORK
// THE BOTTLENECK: CORPORATE CULTURE............................................................................................................................... 11
HOW CULTURE CAN EITHER STIFLE OR FACILITATE BRAND ALTRUISM
// THE BRAND ALTRUISM FRAMEWORK.......................................................................................................................................... 12
AN OVERVIEW OF THE PLANNING PROCESS
© David Agier 2020. All rights reserved. // 02

3. // CORPORATE NEUTRALITY IS DEAD
ABOUT TRANSPARENCY, TRUST AND BUSINESS FOR GOOD
The times when brands were opaque black boxes are long gone. The Internet
as a universal viewing hatch makes prices, processes and dark company
secrets public. Nothing new. What’s new about it is that society has recog-
nized its power on the market. A development that has been taken up by the
younger, Internet-savvy generations and is now spreading across all age
groups and income classes.1
Movements like Fridays-For-Future or Attac are gaining momentum, and
the pressure on companies to take responsibility for their actions is growing
daily. Neutrality in terms of restraint has become impossible, because com-
panies act here and now – they leave traces in our world. Traces for which
they are being held accountable. The price for disregard is high. Consumers
are joining forces to make their voice heard. This can lead from a bad review
on the internet to a large-scale boycott. But this development is not only a
threat but also an opportunity. Brands that embrace their mission will be
rewarded with the chance to become a socio-political instrument of democ-
racy – with a potentially higher interaction rate than political governments.
Trust has become a hard factor in business.
1
Edelman. (2018). Edelman Earned Brand: Global Report 2018 (p. 10–12).
https://www.edelman.com/sites/g/files/aatuss191/files/2018-10/2018_Edelman_Earned_Brand_Global_Report.pdf
2
Creswell, J., & Abrams, R. (2017). Shopping Becomes a Political Act in the Trump Era. The New York Times.
https://www.nytimes.com/2017/02/10/business/nordstrom-trump.html
»THESE DAYS, A SHIRT IS NOT ALWAYS JUST A SHIRT, AND A
STORE IS NOT ALWAYS JUST A STORE. HANDBAGS, DRESSES
AND OTHER ORDINARY ITEMS — AND WHERE THEY ARE
BOUGHT — HAVE BECOME POLITICIZED, TURNING SHOPPING
DECISIONS INTO ACTS OF PROTEST …« 2
© David Agier 2020. All rights reserved. // 03

4. // ZOOM OUT OF YOUR TARGET GROUP – SOCIETY
IS THE NEW BENCHMARK
SOCIAL INTERACTION HAS BECOME INEVITABLE – EMBRACE IT
MARKETING 1.0
PRODUCT FOCUS
THE HOUR OF BIRTH:
MARKETING AS A SALES TOOL
CONSUMERS AND THEIR NEEDS
ARE TAKEN INTO ACCOUNT
HOLISTIC VIEW OF TARGET GROUPS
AS HUMAN BEINGS WITH COMPLEX
NEEDS AND DESIRES
ONGOING DIGITALISATION DRAWS
TARGET GROUPS CLOSER TOGETHER
MARKETING 2.0
CONSUMER FOCUS
MARKETING 3.0
HUMAN FOCUS
MARKETING 4.0
SOCIETAL FOCUS
195019701980NOW
Since the birth of marketing, the relationship between the product offered
and the people being courted has shifted. Around the 1980s, brands began
to deal with people as sophisticated beings with complex needs. But digitali-
zation has brought unlimited transparency through communication. Brands
no longer control the market, instead people have taken over market pow-
er – and these people talk to each other, evaluate and judge companies and
their brands very openly.
From a marketing point of view it is therefore relevant not to focus exces-
sively on isolated target groups. It is more important to understand the
connections between human and social interests.
Model based on Kotler, P., Kartajaya, H., & Setiawan, I. (2017).
Marketing 4.0: Moving from traditional to digital. Wiley.
© David Agier 2020. All rights reserved. // 04

5. // UNDERSTAND WHAT TRIGGERS BUZZ AND WHAT
CREATES REAL IMPACT
THE BRAND PURPOSE UNIVERSE
01ContentMarketing
ENTERTAINING
FOUNDATIONMarketing4.0
AUNIVERSEFORNEWSTRATEGIES
02PurposeMarketing
EMOTIONAL
03BrandAltruism
ETHICAL
Image by Red Bull via Business Insider
https://www.businessinsider.de/wirtschaft/red-bull-hat-fuer-2019-einen-plan-der-
noch-viel-groessenwahnsinniger-ist-als-baumgartners-sprung-2018-4/
Image by Coca-Cola via Coca-Cola Australia
https://www.coca-cola.com.au/content/dam/GO/coca-cola/australia/home/
Share_A_Coke_091.jpg
Image by Colin Kaepernick via Twitter
https://twitter.com/kaepernick7/status/1036695513251434498
01 // CONTENT MARKETING Thebrand
positions itself using a theme that
determines the entire communi-
cation and offers the target group
high-quality added value, enter-
tains them in the long term and
reflects their lifestyle.
02 // PURPOSE MARKETING Thebrand
positions itself not only through
entertaining content, but anchors
its raison d’être – it’s purpose to
exist – through a deeper meaning
that keeps the brand alive and
clearly distinguishes it from the
competition. The underlying con-
tent strategy is consistently ori-
ented towards this purpose.
03 // BRAND ALTRUISM The purpose
of the brand is not solely emo-
tionally oriented towards internal
brand values – the brand becomes
part of what is happening in the
world and assumes an ethical
attitude. It does not shy away
from conflicts.
POSITIONINGVIA
ENTERTAINMENT
POSITIONINGVIA
EMOTION
POSITIONINGVIA
ETHICS
© David Agier 2020. All rights reserved. // 05

6. // BRAND ALTRUISM VERSUS BRAND EGOISM
WHY A WELL IMPLEMENTED ALTRUISM STRATEGY WILL PAY OFF IN THE LONG RUN
Brand Altruism
Long-term strategy with
focus on retaining target
groups permanently
Brand Egoism
Short-term maximization
of profits, e.g. with focus
on stock prices or dividend
for shareholders
PUBLIC-INTERESTSELF-INTERESTMOTIF
Take a stand for your target group and the public in general. It will pay back over the long term, with
customers that may take a stand for the brand as well. This strategy goes past selling.
This is not a strategy in general, but a opportunistic short-term operative – the opposite of Brand
Altruism if so to say. It’s focused on financial benefits for internal stakeholders without a clear vision
for long-term social retainment.
© David Agier 2020. All rights reserved. // 06

7. // TONALITY IMPACTS BRAND RECEPTION
ADVOCACY OR ACTIVISM – BRAND ALTRUISM CAN BE PLAYED EITHER INCLUSIVE OR EXCLUSIVE
Image by share
https://www.share.eu/produkt/mineralwasser-ohne-kohlensaure/
Image by fritz kola
https://www.fritz-kola.de/menschwachauf/
Brand Advocacy
• Brand as intermediary
• Inclusion of the broadest
audience possible
• Ethical brand purpose
• Brand as an integral part of the world
Brand Altruism
Brand Activism
• Brand as a revolutionist
• Loyalization of specific
target groups
SOLIDARITY SUBVERSION
HARMONY POLARIZATION
TYPE 1 TYPE 2
© David Agier 2020. All rights reserved. // 07

8. // EXCEED YOUR USP
GIVE YOUR BRAND A REASON TO LIVE AND (POTENTIAL) CUSTOMERS A REASON TO BELIEVE IN IT
To anchor your purpose, the brand
needs an anchor – a story that spreads
the message and connects to the core
of the brand. This can be seen as a kind
of extension of the USP. The brand be-
comes truly unique by not only satisfy-
ing needs by selling products / services
at consumer level, but also by offering
its benefits as a lever for solving social
conflicts.
The UN 2030 Agenda for Sustainable
Development can give a rough orienta-
tion. It is not meant to be the ultimate
guideline since the best possible conflict
field is not to be chosen from an outside
perspective – it should rather emerge
from internal conflicts in the segment
of the brand and its target group.
Image by the United Nations
https://sustainabledevelopment.un.org
© David Agier 2020. All rights reserved. // 08

9. // NARRATIVE FROM A VALUE-DRIVEN PERSPECTIVE
HELP SOCIETY TO OVERCOME CONFLICTS WITH THE BRANDS CORE COMPETENCIES
BRAND
TARGET
GROUP
STORY
PURPOSE CONFLICT
STORYTELLING IS KEY
The story anchors the purpose. It is embedded in a narrative that covers
every element of communication and every channel that the brand uses to
communicate. That’s what makes your brand unique.
AVOID TRUSTWASHING
The greatest danger of an ill-conceived Brand Altruism strategy is Trust-
washing (the deeper effect of Greenwashing or so called Woke-Washing).
This effect occurs precisely when the brand and the communicated pur-
pose are not compatible – the story does not fit the brand and thus loses its
credibility.
BE SINCERE – ALWAYS!
Whatever goes wrong, tell the truth about it. Mistakes are human and hu-
mans do forgive – if you take full responsibility and learn from past failures.
With true honesty, the brand may even thrive on it’s errors. Your staff should
be one with the brand purpose and well trained in conflict management.
STORIES ARE BASED ON CONFLICTS
A story without conflict is not a story. It gives the narrative its meaning and creates tension. The conflict, in turn, must
be based on a truth that relates to the world of the brand, including the people it appeals to.
SEEK TRUTH FROM THE INSIDE OUT
Collecting brand- and customer-insights is mandatory to evaluate the brand’s purpose and to engineer a story around
it. Think of your brand as a holistic system – integrity is keeping it together.
© David Agier 2020. All rights reserved. // 09

10. // HOW TO ACHIEVE BRAND INTEGRITY
TRUST AS A DRIVER IN A HOLISTIC BRAND ALTRUISM FRAMEWORK
Communication Inside-Out
3. WHAT IS THE STORY THE BRAND IS TELLING?
based on the previously defined conflict field
2. HOW DOES THE BRAND TELL THE STORY?
based on tonality and iconography of the brand‘s core analysis
1. WHY DOES THE BRAND TELL THIS STORY?
based on it‘s purpose and the underlying brand values
Interaction Outside-In
3. WHAT IS THE VALUE ADDED FOR SOCIETY?
based on the true actions of the brand
2. HOW DOES THE BRAND ADD VALUE TO SOCIETY?
based on the unique connection of the business model and the defined conflict field
1. WHY DOES THE BRAND ADD VALUE TO SOCIETY?
based on the defined purpose
Production & Distribution
Transparent integration of the defined purpose
along the value-chain
ADAPT
ADAPT
The product (or the service) together with its supply chain is the core of the
system – driven by the purpose. An ethically valuable product can only be
created if production and subsequent distribution follow the same stan-
dards. From the selection of suitable raw materials, suppliers and physical
locations to the manufacturing process, sales and the associated delivery
processes and both physical and digital points of sale – the process must be
ethical and transparent in order to credibly position the brand and its prod-
uct or service as an »Altruist Brand«. Obviously, this is not always one hun-
dred percent possible. Sometimes, for example, there are financially critical
contractual barriers with suppliers whose business practices prove ques-
tionable only in retrospect. The fundamental principle here is to commu-
nicate openly and to involve the target group as interactively as possible
in shaping the brand to achieve the highest possible level of trust.
© David Agier 2020. All rights reserved. // 010© David Agier 2020. All rights reserved. // 10

11. // THE BOTTLENECK: CORPORATE CULTURE
HOW CULTURE CAN EITHER STIFLE OR FACILITATE BRAND ALTRUISM
FORMAL LAYER
INFORMAL LAYER
»How?«
Corporate Culture
»What?«
Brand Altruism Strategy
Success
changemanagement
Culture of
tradition
potential foundation
of Brand Altruism
Culture of
stagnation
no potential for
Brand Altruism
Culture of
innovation
potential foundation
of Brand Altruism
Culture of
reaction
no potential for
Brand Altruism
ACTIVEPASSIVEBEHAVIOR
FUTUREPAST TIME ORIENTATION
activeculturessituativecultures
If a toxic atmosphere hinders the strategy, change management is necessary. Remember
that your employees are the (often) invisible foundation of your business. They have to un-
derstand the purpose in order to pass it on and work on it on a day to day basis – so make
sure it has the potential to inspire.
Culture is a highly underrated force. It is a critical success factor in the planning process,
as even a perfectly technical defined strategy can fail if the people involved aren’t ready
for the change or simply do not understand. Even though culture is hard to measure it can
be outlined and shaped through face-to-face workshops and constant personal feedback.
Model based on Schmelcher, J., Witte, M., & Linxweiler, R. (2002).
Die unsichtbare Kraft: Mit gelebter Unternehmenskultur zum Erfolg (1st edition). Gabler.
© David Agier 2020. All rights reserved. // 011© David Agier 2020. All rights reserved. // 11

12. 01 Understanding the brand (internally in its core and externally in its reception)
02 Understanding stakeholder interests, societal interests and internal corporate culture
03 Identify Brand Purpose, Vision and Mission
04 Check conflict fields for coherence
05 Plan your narrative and match it to the brands phenotype
06 Implement communication, production and delivery into a holistic system (each matching another)
07 Constant parallel controlling and adjustments when necessary
// THE BRAND ALTRUISM
FRAMEWORK
© David Agier 2020. All rights reserved. // 012
01 Brand analysis
Who am I?
What am I doing?
How am I doing it?
Why am I doing it?
What are my core values?
02 Stakeholder analysis
Who‘s involved in my business?
Which interests are posed?
How do I weigh in on interests?
Which factors impact my brand?
Which of these factors can I control?
04 Conflict fields (in society)
Which conflict fields align to my purpose? PRIMARY
Which of these are also matching my product / service? SECONDARY
Why are these conflict fields regarding my target group?
How important are these conflict fields for my target group?
Specifically – in which scenarios do these conflicts affect my target group?
05 Narrative
Which story could match my purpose, product / service and target group?
How do I tell the story to match my brand (tonality & iconography)?
What do I tell without framing the physical product or core service in focus?
Why does the story connect the brand and the target group?
06 Implementation
How do I implement narrative and purpose in a holistic fashion?
Which touchpoints are useful to communicate in this context?
How much public democracy can the brand handle and where could it work best?
How could public democracy help my brand financially?
Do I have the capacities to handle the strategy (especially in communications & PR)?
03a Mission
What am I doing right now?
03b Vision
What am I going to achieve in the future and how will I do this?
03c Purpose
Why does my brand exist? What‘s the broader benefit?
07Controlling,adjustment&scaling
Didthebrandchange?
Didtheconflictfieldorthestorychange?
Didthetargetgrouporsocietyingeneralchange?
© David Agier 2020. All rights reserved. // 12
CLASSICALSTRATEGIC
PLANNINGPROCESS
BRANDALTRUISMSTRATEGY
PLANNINGPROCESS

13. ©DavidAgier2020.Allrightsreserved.
// CONTACT
David Agier
Creative Strategist
www.david-agier.de
strategy@david-agier.de
+ 49 160 964 387 93
linkedin.com/in/davidagier
LET‘S TALK STRATEGY.
//EMAIL.................strategy@david-agier.de
LINKEDIN........linkedin.com/in/davidagier