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Sustainable Brands in Sydney, Australia
This document discusses how activating corporate purpose can build brands and social impact. It argues that culture, marketing, and consumers have changed and that purpose-driven "We First" branding is better than "Me First" branding. Purpose increases employee loyalty, customer alignment, consumer participation, and a company's ability to shape culture. When a company's purpose drives its entire business, it can experience more sustainable profit growth. The document provides action steps for using purpose to engage employees, customers, consumers, marketing, and culture to benefit the business.
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Sustainable Brands in Sydney, Australia
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- 3. First, the worldwe live in. ©2016 We First Inc.
- 4. Every company, brand andmarketer is facing new challenges to reach, engage and sell to hyper- connected, media-savvy, and always-on consumers living in a challenging world. ©2016 We First Inc.
- 5. Culture has changed… –Climate change – Wealth inequality – Water scarcity – Over-population – Healthcare costs – Environmenta l damage – Loss of biodiversity – Gender inequality Marketing has changed… – Digital disruption – Quantified self – Social media – Peer-to-peer – Mobile commerce – Big Data – Internet of Everything – Wearables Consumers have changed… – Media-savvy – Well-informed – Socially- conscious – Hyper-connected – Consumer activists – Mobile focused – Values-driven – Always on ©2016 We First Inc.
- 6. Consumers as contentcreators, producers and distributors. ©2016 We First Inc.
- 7. Shift from MeFirst to We First branding. ME FIRST BRAND Opaque Defensive Disingenuous Self-directed Isolated Profit for profit’s sake Traditional mindset Reactive Schizophrenic Shareholder Dysfunctional Broadcast Status quo Promotes advertising WE FIRST BRAND Transparent Accountable Authentic Community-facing Connected People, planet, profit Innovative mindset Proactive Consistent Stakeholder well-being Purposeful culture Innately sharable Future facing Shapes culture ©2016 We First Inc.
- 8. Havas Media, MeaningfulBrands Report 2015 3 Most people would not care if 74% of all brands disappeared.
- 9. The business case forpurposeful storytelling. ©2016 We First Inc.
- 10. (Noun) The reasonfor which something is done or created or for which something exists. (Verb) One’s intention or objective. Purpose: ©2016 We First Inc.
- 11. 2016 Edelman TrustBarometer 80% agree “An organization can take specific actions that both increase profits and improve the economic and social conditions in the community where it operates.” up from 74% in 2015 Consumers expect companies to do more than just make a profit. ©2016 We First Inc.
- 12. 76% 74% 74% 69% 64% 53% 72% 74% 71% 64% 58% 42% 79% 75% 77% 75% 70% 64% Government Businesses Consumers Non-Profit Organizations Charities and Philanthropists ReligiousOrganizations All 6 Markets Developed Countries Developing Countries …and that everyone must play a role - including business and consumers. Re: thinking Consumption Report, BBMG, SustainAbility, GlobeScan 3 in 4 Consumers agree that improving the environment & society is a shared obligation across government, private sector, non-profits & consumers ©2016 We First Inc.
- 13. Globescan Regeneration ConsumerStudy Consumers want to be part of the solution. 67% consumers globally are interested in sharing ideas, opinions and experiences with companies to help them develop better products or create new solutions 72% consumers globally believe in voting and advocating for issues important to them ©2016 We First Inc.
- 14. How purpose drivesprofit. Purpose defines the values of a company. Relationships determine the productivity, profit, and impact of the brand. Values define how stakeholders relate to each other. ©2016 We First Inc.
- 15. EMPLOYEES CUSTOMERS CONSUMERS MARKETINGCULTURE PURPOSE Putting purpose towork for you. ©2016 We First Inc.
- 16. EMPLOYEES 1. Define yourpurpose in simple, consistent and scalable terms. 2. Share your purpose throughout your organizations. 3. Give employees choices for how to bring that purpose to life. Action steps: ©2016 We First Inc.
- 17. Purpose Increases EmployeeLoyalty & Tenure. 2015 Imperative & NYU Workforce Purpose Index both the costs of turnover to employ- ers as well as job satisfaction. more likely to be in the in their organization. E controlling for other fa pose-Oriented Worker likely to be in leadersh their peers. %ofWorkersWhoExpecttoStay LongerThan2Years 100% 75% 50% 25% 0% Purpose Oriented Non-Purpose Oriented 79% 69% Expected Tenure by Work Orientation Percenta e i erence et een Purp and Non Purpose Oriented Workers b 100% 75% 50% 25% Purpose-oriented workers expect to stay in organizations longer than peers, and 50% more likely to be in the top positions. ©2016 We First Inc.
- 18. The Benefit ofPurpose-Driven Employees. 2015 Imperative & NYU Workforce Purpose Index©2016 We First Inc.
- 19. Path of Service™ •Launched in 1992 • Provides full time employees up to 40 paid service hours per year ©2016 We First Inc. Case Study: Timberland
- 20. In 2014, Timberlandemployees worldwide served 72,098 hours of employees reported serving at least once in 201478% ©2016 We First Inc.
- 21. 1. Create Opportunities 2.Leverage Senior Leaders 3. Recognize and Celebrate 4. Foster Employee Ownership 5. Tell Your Story Timberland: Employee Engagement Roadmap ©2016 We First Inc.
- 22. CUSTOMERS (B2B) 1. Share yourpurpose with your customers. 2. Establish values alignment to mitigate risk. 3. Give them a positive story to tell - leverage storytelling to strengthen both parties’ reputation. ACTION STEPS ©2016 We First Inc. Action steps:
- 23. Purpose Increasingly DrivingReputation RelativeDriverImpact Qualityofmanagement Financialsoundness Qualityofgoods&services Abilitytoattracttalent Longterminvestment Capacitytoinnovate Qualityofmarketing Community&envresponsibilty Useofassets 2016 UK Reputation Dividend Report©2016 We First Inc.
- 24. ence as investorsrecognized that a company’s ability to win is increasingly dependent on its ability to attract the talent it needs to operate. The second most valuable component is perceptions of management quality followed by long term investment potential. Individually, these factors account for $545bn, $483bn and $449bn of shareholder value across the index respectively. ©2016 We First Inc. 2015 UK Reputation Dividend Report CSR Represents 10.7% of the Value of S&P500 Companies
- 25. Case Study: Woolmark ©2016We First Inc.
- 26. CONSUMERS (B2C) 1. Leverage purposeto create simple, emotional and sharable storytelling. 2. Consistently base storytelling on shared values. 3. Recognize and reward consumer participation. ACTION STEPS ©2016 We First Inc. Action steps:
- 27. 2015 Cone Communications/ EbiquityGlobal CSR Study Consumers believe their purchases make a moderate-to-significant impact. ©2016 We First Inc.
- 28. 2015 Cone Communications/EbiquityGlobal CSR Study Consumers are likely to switch brands to those associated with a good cause. 2015 2013 2011 Very/Somewhat Likely (net) 90% 91% 94% Whic busi Wha Whe Whi to pe Given similar price and quality, consumers are likely to switch brands to one associated with a good cause: Consumers con and environmen making importa Very/Somewhat Import ©2016 We First Inc.©2016 We First Inc.
- 29. Case Study: WholeFoods ©2016 We First Inc.
- 30. MARKETING 1. Give consumersopportunities to co- own, co-author and co-create. 2. Engage mission-aligned influencers and ambassadors to increase reach/earned media. 3. Align ongoing tactics with a long- term purposeful strategy. ACTION STEPS ©2016 We First Inc. Action steps:
- 31. 2015 Cone Communications/ EbiquityGlobal CSR Study Consumers want to participate in brands’ purpose in many ways. ©2016 We First Inc.
- 32. Case Study: Patagonia ©2016We First Inc.
- 33. CULTURE 1. Transcend yourproducts, services and culture to shape culture. 2. Define, frame and lead a cultural conversation. 3. Be a mission with a company, not a company with a mission. ACTION STEPS ©2016 We First Inc. Action steps:
- 34. Sustainable Mass Transportation. ©2016We First Inc.
- 35. Shared Planet Starbucks: Shared Planet ©2016We First Inc.
- 36. 2015 ‘Fit forPurpose’ Report, Radley Yeldar©2016 We First Inc.
- 37. The result? ©2016 WeFirst Inc.
- 38. “Socially responsible brands accountedfor half our growth in 2014 and grew at twice the rate of the rest of the business.” Paul Polman CEO Unilever 2015 ©2016 We First Inc.
- 39. 2015 Driving RevenueGrowth Through Sustainable Products and Services Report “Between 2010 and 2013, revenues from company- defined portfolios of sustainable products and services grew by 91%.” For S&P Global 100 companies sustainable products revenue stream grew at 6X the rate of overall company results.
- 40. Purpose drives growth. HBR2015 The Business Case for Purpose Survey Organizations that prioritize purpose experience significantly more growth than those that do not. Organizations that prioritize & integrate purpose Organizations that do not prioritize & integrate purpose ©2016 We First Inc.
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- 42. Activating purpose drives sustainableprofit. ©2016 We First Inc.
- 43. Thank You! For theseslides, email: Simon@WeFirstBranding.com @SimonMainwaring