IAT Webinar 09 - Can Brands Survive Without A Purpose?
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Research has found that people who create a sense of purpose and meaning in their lives, and seek to experience their “true self”, experience fewer symptoms of depression and anxiety. Can the same be said for brands? We’re living in an era of total uncertainty. An era where Gens X, Y and Z are tackling questions and dilemmas they have not faced before. And so it is with brands. Disruption rains from all quarters. Marketers are being asked tough questions around “where is it all heading?” whilst comms directors are tasked with “how do we control the story?” Daniel Cohen, SVP EMEA Brand and Digital and Giles Peddy, SVP EMEA Operations & UK Managing Director and at LEWIS hosted this webinar. Daniel has been helping brands such as British Airways, Hilton Hotels, Avis, McDonalds and Pernod Ricard Winemakers navigate the choppy waters of uncertainty for over two decades. He will talk about where the need for purpose has come from, the difference it can make to the bottom line as well as profile brands that use creativity to bridge purpose to their audiences in highly compelling ways. Other topics will include: Is Purpose the same as Brand Vision and Mission? What’s the generational view? How does a brand get purpose? Is having purpose enough?
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IAT Webinar 09 - Can Brands Survive Without A Purpose?
- 2. INTRODUCING THE PRESENTERS 2 Daniel Cohen, SVP EMEA Brand and Digital, has been helping brands such as British Airways, Hilton Hotels, Avis, McDonalds and Pernod Ricard navigate the choppy waters of uncertainty for over two decades. At LEWIS he is responsible for expanding consumer brand and digital business, and driving the implementation of dynamic and creative integrated marketing campaigns across EMEA. His mantra is “keep it simple, life is complicated enough as it is”.
- 3. INTRODUCING THE PRESENTERS 3 Giles is responsible for the strategic operational development of the EMEA region, and leading the UK office (and global HQ) of LEWIS. He is experienced at working with corporate, B2B, technology, and consumer accounts providing strategic counsel, campaign planning and creative platforms that include corporate, technology, digital and influencer communication. He is also experienced at international campaign strategy, issues/crisis management, and digital communications.
- 4. ON TODAY’S MENU 1. WHY IS PURPOSE SO NOW? 2. FRIEND WITH BENEFITS? 3. WHAT IS AND ISN’T PURPOSE? 4. THE GOOD, THE BAD, THE UGLY 5. HOW (NOT) TO…
- 5. UNCERTAINTYINSTABILITY INDIFFERENCE DOOM DOUBT EMPTINESS DEPRESSION AVOIDANCE
- 6. “We find that current levels of economic policy uncertainty are at extremely elevated levels compared to recent history. Since 2008, economic policy uncertainty has averaged about twice the level of the previous 23 years”. UNCERTAINTY PERVADES
- 7. Engaged Not engaged Actively disengaged Emotionally disconnected “THE WORLD’S BROKEN WORKPLACE” Source: Gallup World Poll
- 8. Two thirds of millennials (aged 18-34) want to change careers
- 9. 450m people worldwide suffer from mental disorders Cases of depression up 20% in past decade to 322m Every four seconds there is a suicide somewhere in the world MENTAL DISORDERS AMONG THE LEADING CAUSES OF ILL-HEALTH AND DISABILITY WORLDWIDE.
- 10. THE MINDFULNESS FIGHT BACK Most appealing vacation retreat to U.S. travellers 2017 “Two billion people practice yoga “because it works”” UN News 2016 6 million users of Headspace meditation app
- 11. Is it any wonder that more people than ever are looking for answers? Is is any wonder affinity is becoming the key driver?
- 12. FRIEND WITH BENEFITS The business case for brand purpose
- 13. THE BUSINESS CASE FOR PURPOSE – Harvard Business Review and EY PURPOSE BRINGS PROFIT
- 14. UNILEVER’S SUSTAINABLE LIVING BRANDS
- 15. • 89 percent of all respondents said “a strong sense of collective purpose drives employee satisfaction” • 84 percent said “it can affect an organization’s ability to transform” • 80 percent said it helps increase customer loyalty. • BUT only 46 percent said their company has a strong sense of purpose THE BUSINESS CASE FOR PURPOSE – Harvard Business Review and EY PURPOSE UNITES LEADERSHIP
- 16. PURPOSE ORIENTATION DIRECTLY IMPACTS PERFORMANCE AT WORK. Purpose at Work, 2016 Global Report | LinkedIn and © Imperative
- 17. CROSS GENERATIONAL PULL Purpose at Work, 2016 Global Report | LinkedIn and © Imperative The newest generation to enter the workforce, Generation Z, should be called “The Purpose Generation.” In a large study of over 2000 respondents, researchers found that “…for the first time, we see a generation prioritizing purpose in their work.”
- 18. SUMMARY Purpose can be an incredibly powerful way to galvanise the workforce When data is showing ‘extremely elevated levels’ of uncertainty, brands who can articulate AND communicate their purpose, vision and mission will be more profitable and stronger than those brands who can’t Its friends are mindfulness, certainty, meaning, difference Its enemies are uncertainty, emptiness, depression and instability Purpose orientated team members are more likely to endorse, advocate and take up leadership positions
- 19. WHAT IS PURPOSE?
- 20. PURPOSE IS ANSWERING THE WHY WHY? HOW? WHAT?
- 22. IT’S NOT MISSION NOR VISION (ish) PURPOSE: The WHY 100+ years MISSION: The HOW 1-3 years VISION: The WHAT 5-10 years MARKETING PLAN 1 year
- 24. To bring inspiration and innovation to every athlete in the world (everybody is an athlete)
- 25. Helping women reconsider and redefine what beauty is
- 26. “to help make the planet work better in areas like healthcare, education, environmental causes, and other areas of critical need”
- 28. We delight consumers, day in day out, with perfect cider and beer brand experiences!
- 32. Purpose is not a replacement for brand differentiation and distinctiveness Purpose is (probably) more powerful for employees than it is for customers If your purpose reads and sounds like jargon, or is a total fabrication, it will do more harm than good
- 33. “At the heart of x is Performance with Purpose — our vision to deliver top- tier financial performance over the long term by integrating sustainability into our business strategy. Together with our business partners and leading organizations committed to positive change, we are determined to make our vision a reality. Inspire moments of optimism and happiness
- 34. PURPOSE HOW TO…
- 35. Emphasise heritage Stack the deck Tap into trends – be culturally relevant
- 36. “A life without cause is a life without effect.” Paul Coelho THANK YOU
Editor's Notes
- This is the Global Economic Policy Uncertainty Index, an index which measures economic policy uncertainty for the world’s major economies for over two decades.
- Gallup has polled millions of people from nearly 200 countries about their level of job satisfaction since 2000.. This chart on the left shows the 2017 data – only 15% of workers feel engaged by their jobs. Engaged means they feel a sense of passion for and deep connection to their work, spending their days “driving innovation and moving their company forward”. 62% are described as not engaged – meaning they are “unhappy but not drastically so. In short they’re checked out and sleepwalk their way to the pay check, putting little energy into their work. And 23% are actively disengaged – meaning they pretty much hate their jobs. They act out and undermine what their co-workers accomplish. What is just as startling is the percentage of the world’s workforce who feel emotionally disconnected from their workplace. It’s a mind blowing 85% And the picture amongst millennials is no better.
- Of course the word which has more buzz than purpose is millennials but given they are about to overtake baby boomers as the US’ largest living generation their power as a workforce is enormous. And this is Research from the London School of Economics in the UK gives us more food for thought. Not only do 2/3rds want to change their job – but more than half aim to do it in the next two years. Why? (click) – according to John Clifton, Chairman and CEO of Gallup, it’s because they want meaningful work and to stay with an organization that will help them grow and develop. Most businesses aren’t doing that. Which brings me to the third data set- an ill world (click)
- Makes it one of the leading causes of ill-health and disability worldwide. According to the WHO depression is now the leading cause of disability worldwide – up 20% on the past decade to 322m. “These new figures are a wake-up call for all countries to rethink their approaches to mental health and to treat it with the urgency that it deserves,” WHO chief Margaret Chan said
- This is also in line with Unilever’s Sustainable Living brands which, in 2016, were growing more than 50% faster than the rest of the business and accounted for 60% of the total growth. This is also consistent with what executives of leading global companies are reporting (click)
- This global survey of 474 executives found that although there is near-unanimity in the business community about the value of purpose in driving performance, less than half of the executives surveyed said their company had actually articulated a strong sense of purpose and used it as a way to make decisions and strengthen motivation. Only a few companies appear to have embedded their purpose to a point where they have reaped its full potential.
- In their global survey of 26,000 members, Linked In and Imperative they compared purpose-orientated employees (defined as people who see work as about personal fulfillment and helping other people) with non-purpose-orientated employees. They found that purpose-oriented employees scored higher than the non purpose-oriented employees on every measure studied. Plus, results didn’t find any meaningful differences in purpose orientation by race, ethnicity, or income. They also found, contrary to the gazillion news articles, that purpose is not owned by millennials (click)
- Their results actually show that percentages of purpose-orientation increased across generation groups, with baby boomers leading the way. This could potentially be connected to broader developmental psychology theories. Erik Erikson, a German psychoanalyst, identifed an eight-stage theory of development and identity. He theorized that young adults (millennials) are focused on building relationships. When they reach middle age, there’s a shift to associate identity with what one is contributing to society. On the right is Gen Z. While ample research finds Millennials are driven by growth, a balanced lifestyle, and security, this new study by the Lovell Corporation finds that those born between 1994 and 2001 are driven more by purpose, passion, and impact. Here’s an example of a brand which communicates purpose and connects to multiple generations (click)
- GILES READS AND THEN HANDS TO DANIEL with a click
- Right – so we’ve seen why people are looking for more, we’ve seen some of the benefits of purpose and also two brands that used it to great effect. SO what exactly is Purpose (click)
- Most companies know what they do and how they do it but few know why. The most common definition of purpose is it’s answering The ‘Why’ – it’s is the brand’s cause, belief, the emotional bond that drives behaviour by having a shared value or belief with staff and customers. Here are two variations on the same theme – on the left is Simon Sinek’s golden circle. It was huge – the video explaining it has 37m views to date. And on the right is Roy Spence and Hayley Rushing’s book “It’s not what you sell, it’s what you stand for”. Both came out in 2009 both have helped to put purpose in the spotlight. However, Sinek’s most famous quote (click)
- Is this. It was the basis of his book, the basis of the video and of so much that has followed. CLICK – tread warily I would suggest as it’s too much of a distortion to guide your brand by it. I say this for two main reasons – 1. nearly every entrepreneur I have worked with has started out with the ambition of making money. The brand purpose came later .2. we shouldn’t fall into the trap of believing our own PR. Purpose has massive value as part of a number of approaches and tools, particularly amongst staff, BUT the vast majority of customers still buy what you do. Which is why purpose needs to be part of a brand journey (click)
- Purpose – the why See above. It should be last for 100 years or more. Vision – the what Usually written by senior management in an effort to take the thinking beyond day-to-day activity. A vision statement usually focuses on the next 5-10 years – sometimes longer or shorter depending on the company and its situation. Mission – the how Describes what a business wants to do now. Its aim is to provide focus for management and staff and often is centred on answering three key questions: 1. What it does .2. Who it does it for .3. How it does what it does. For many brands and people this is the easiest one to complete as it describes the here and now. The trouble is, if you start with the mission and try to work backwards, which is an obvious tactic, then undoubtedly you’ll end up with the wrong purpose. Marketing plan – well, in my experience the best ones are usually single minded on one year – so now it should all be about 2019. And whilst traditionally we think everything starts with purpose – the reality is the journey often starts with a business plan and then marketing plan. So – who has it right, who has got it wrong and who are we most disappointed with.?
- To be fair there are lots of good examples we could have chosen – Disney and their recent partnership with Google to produce virtual lightsabres is perfect in line with their purpose – to make happiness – but we’ve chosen three others for varying reasons
- The first is Nike – their purpose is clean and simple but only made universal by the addition in brackets.
- I must admit it’s hard to know what IBM’s purpose is. Their values are easy to find so I”ve taken this from their Smart Planet work which I thought was excellent. And this latest work from them continues in that vein. (just in case – these are their values: Dedication to every client's success. Innovation that matters, for our company and for the world. Trust and personal responsibility in all relationships)
- Now this might be controversial as for the bad and the ugly I’ve chosen two multi-award winning campaigns – campaigns which made their various industries stand up. The first from Heineken which doesn’t state a purpose
- It states its mission. The following campaign had nothing to do with its mission as far I can tell – but more to do with one of its values - Respect (NB the others are Enjoyment and Passion)
- Hyprocrisy is one of the enemies of purpose and must be resisted at all counts. The damage to the brand far outweighs the good and as a consumer you just think – oh, yet another one trying to con me.
- Here’s an example. Anyone care to take a guess which brand this is? CLICK yeo – Pepsi – who had one of the all time purpose gongs last year with Kendal Jenner. Want to know one of the reasons why they always fail against Coke? Check out theirs Pepsi – it continues to get it so wrong. Coca Cola’s?
- Emphasise heritage - Where are you strong? What have you always stood for? What are you renowned for? When developing purposeful positioning and taking action, it should be seen as evolution not revolution – in other words, a natural fit Purpose-driven campaigning will mean highlighting an issue, taking a stand on it and leading a response. If you’re going to make a big bet, then stack the deck – that means understanding the hopes and fears of customers, employees and stakeholders. Thinking back to some of my most impactful purpose-driven campaigns, we carried out focus groups at the outset to research issues, test hypotheses and ultimately shape the story Number 3 - , this is about ensuring relevance and striking a chord. But this can’t just be simply about acting on immediate concerns, ideally it should be looking ahead to ensure your purpose positioning has longevity whilst your creative execution keeps you relevant in the now.