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What is your company\u2019s\u00a0<\/span>raison d\u2019\u00eatre<\/span><\/i>? What added value do you offer your customers? Why is your company better than any other at providing that? Questions such as these must be raised – and not just by start-ups. Even seasoned, long-established branded goods companies consistently find these issues of fundamental purpose central to successful brand positioning. Having sound, thoughtful answers to these questions at the ready is key to achieving a significant competitive advantage.<\/span>\u00a0<\/span><\/p>\n Successful, inspiring companies always first ask themselves:\u00a0<\/span>Why do we exist?<\/span><\/i>\u00a0Simon Sinek, in his Golden Circle model, describes the oft-cited example of the Apple brand: Apple answers the \u201cWhy?\u201d question thusly: \u201cIn everything we do, we believe in challenging the status quo and thinking differently \u201c. Only then comes the \u201cHow?\u201d explanation: \u201cWe challenge the status quo by designing our products beautifully, making them easy to use and user-friendly.\u201d Next – only in third place – comes the \u201cWhat?\u201d question: \u201cWe just happen to make great computers.\u201d These responses make the brand authentic, providing space for the user to identify with its vision. The brand becomes emotionally closer because it inspires people.<\/span>\u00a0<\/span><\/p>\n The term\u00a0<\/span>brand purpose<\/span><\/i>\u00a0is on everyone\u2019s lips. However, in times of significant technological upheaval, defining brand purpose in the long term is not always a simple task: customers\u2019 psychological needs – which must also be addressed over the long term – are also evolving and changing. Furthermore, organizations often experience internal disagreement differences between purpose, mission, or vision statements. In many instances, brand purpose is conflated with corporate social responsibility (CSR) or an attitude (e.g., social or political).<\/span>\u00a0<\/span><\/p>\n However, the terms can\u00a0and should\u00a0be clearly\u00a0delineated:<\/span>\u00a0<\/span><\/p>\n As Prof. Dr. Timo\u00a0Meynhardt\u00a0of the University of St. Gallen puts it:\u00a0<\/span>A mission becomes a purpose only when it has a connection to society.<\/span><\/i>\u00a0<\/span><\/p>\n Only\u00a0by clearly defining\u00a0these terms in brand management can you clearly communicate your messages. This imperative has assumed\u00a0existential importance\u00a0during\u00a0the current phase of the Corona\u00a0pandemic\u00a0because\u00a0consumers have a very fine sense, especially in times of crisis, of whether brands are authentically\u00a0addressing\u00a0people\u2019s needs.<\/span>\u00a0<\/span><\/p>\n The following three examples show how these areas are\u00a0consistently\u00a0interwoven in companies, yet in various ways.<\/span>\u00a0<\/span><\/p>\n Brand purpose is a constant, whereas\u00a0attitudes and values can\u00a0vary.\u00a0The degree to which\u00a0brand purpose, attitudes,\u00a0and values\u00a0are intertwined will depend on the\u00a0<\/span>raison d\u2019\u00eatre<\/span><\/i>. Based on the\u00a0overlap of\u00a0purpose content and campaign content,\u00a0the nature of the\u00a0brand purpose will become\u00a0visible.\u00a0Here, three levels can be seen:<\/span><\/p>\n 1. Congruence of purpose, attitude, and values<\/span><\/p>\n The Dove and Coca-Cola companies provide illustrative examples of such congruence. Dove\u2019s purpose<\/a> is that women ought to be able to feel beautiful through care – independently of common beauty ideals. The purpose is virtually identical to the company\u2019s vision (what) and attitude (how). As a result, the campaign content is identical to the purpose.<\/span>\u00a0<\/span><\/p>\n Coca-Cola officially describes its overarching brand purpose as: \u201cRefresh the World. Make a difference.<\/a>\u201d The purpose is merged with attitude and values such as sustainability in the vision, which is expressed in the 2020 attitude campaign<\/a>. In turn, this is complemented by the purpose of each of Coca-Cola\u2019s subordinate brands and their respective connection to the theme, \u201cWe inspire moments of joy, happiness, and optimism.” However, all brands are encouraged to align with the overarching values, such as a sustainable, better, shared future for everyone.<\/span><\/p>\n 2. Similarity of purpose and attitude<\/span><\/p>\n Ernst & Young, the auditing and consulting firm, has the purpose of enabling the world of work to function more smoothly: \u201cBuilding a better working world<\/a>\u201d Ernst & Young\u2019s attitude campaign for the 2019 European elections, is only remotely related to the purpose; the spot under the hashtag\u00a0<\/span>#ichwaehleeuropa\u00a0<\/span><\/i>clearly states\u00a0that doing business without the EU has disadvantages. Thematically, politics is not part of the\u00a0purpose; but\u00a0in an overarching sense, the attitude campaign\u00a0comports with\u00a0the\u00a0purpose.<\/span>\u00a0<\/span><\/p>\n Vodafone\u2019s purpose is to improve the future by connecting the world: \u201cConnect for a better future<\/a>.\u201d Through the double meaning of connect – the technical and the human – both social connections and superior internet connections can be addressed. This technique is used by\u00a0<\/span>#befreiedeininternet<\/span><\/i>, the current campaign for mobile 5G connections. The campaign song by Jax Anderson, who campaigns for equal rights and equal opportunities, results in a social attitude.<\/span><\/p>\n 3. Difference among purpose, attitude, and values\u2014tactical attitude<\/span><\/p>\n On occasion,\u00a0purpose statements cannot be applied to current social issues. Some companies\u00a0will\u00a0try to salvage\u00a0their reputation in attitude campaigns by presenting\u00a0only what\u00a0customers\u00a0seemingly\u00a0want to hear. When that happens, the greatest gap\u00a0the brand\u2019s\u00a0\u201cWhy?\u201d and its \u201cHow?\u201d emerges.<\/span>\u00a0<\/span><\/p>\n The so-called \u201ctactical attitude\u201d can be illustrated by Bayer\u2019s PR campaign. With glyphosate, the company had on the market a product that\u2019s carcinogenic – and in some cases. not even effective. Consequently, Bayer\u2019s statement \u201cOur purpose\u00a0– \u201cScience for a better life<\/a>\u2019 guides us in everything we do\u201d loses credibility. Bayer responded to the problem with the\u00a0<\/span>#advance<\/span><\/i><\/a>\u00a0attitude campaign that aimed convince the public that the company has learned from its mistakes and really wants to improve the world. But since the purpose of the existence of \u201cscience for a better life\u201d was not previously fulfilled, the campaign does not seem especially credible.<\/span><\/span><\/p>\n <\/span><\/p>\n In the purpose, companies should refrain from formulating any claims or promises that cannot be reconciled with and substantiated by their activities. Sometimes such claims or promises are made, even the best attitude or image campaigns can hardly outweigh the reputational damage incurred. In such a situation, the purpose has not been formulated from within and fails to provide guidance. Thus, attitudes serve primarily to present themselves to the outside world. If advertising portrays values having a high public profile – yet the company does not consistently implement these values in the product – then the brand runs the risk of even appearing hypocritical to customers.<\/span>\u00a0<\/span><\/p>\n A well-formulated brand purpose enables companies to pursue a clear objective while clarifying the precise basis for managerial and employee decisions.<\/span>\u00a0<\/span><\/p>\n The brand purpose has the added benefit of making both\u00a0employees and customers feel closer to the company\u00a0on an emotional level, giving them\u00a0the opportunity to engage with the character of the company, to identify with it,\u00a0and\u00a0to take a stand.\u00a0For\u00a0if it is clear what the company stands for,\u00a0then\u00a0others, too, will\u00a0know where they stand.<\/span>\u00a0<\/span><\/p>\n Additionally, you can\u00a0make\u00a0responsibilities\u00a0implicit\u00a0in the Brand Purpose. Current research proves, however, that taking responsibility promises market advantages.<\/span>\u00a0<\/span><\/p>\n \u201cA really strong purpose statement achieves two things: it clearly describes the company\u2019s strategic goals, and it motivates employees. The two are related: when your employees understand and support your company\u2019s purpose, it motivates them to do work that is not only good – or sometimes even outstanding \u2013but also fulfills your stated goals,\u201d according to authors Blount and Leinwand in <\/span>Harvard Business Manager<\/span><\/i>\u00a0(Feb. 2020).<\/span>\u00a0<\/span><\/p>\n<\/blockquote>\n When your brand purpose has been properly implemented and clearly defined, you will be able to measure consumer perception of it. Furthermore, the influence of these variables on brand strength and – if\u00a0necessary\u00a0– on monetary brand equity can be analyzed. However, a standardized model still doesn\u2019t exist everywhere: the various providers of brand measurement models have not yet integrated the brand purpose consistently.\u00a0However, approaches\u00a0are available for examining the extent to which a brand is making a specific contribution to society. <\/span><\/p>\n In any event, it is wise to develop a valid benchmark featuring a clear analysis of the value-contributing influence of the brand\u2019s purpose dimensions. Only in this way can your influence on brand strength be verified.<\/span>\u00a0<\/span><\/p>\n If you are interested in determining your company\u2019s key performance indicators, BESTVISO will advise you\u00a0about market research institutions comprehensively and objectively. You can learn\u00a0more here: BESTVISO Market Research Consultancy<\/a>\u00a0<\/span>\u00a0<\/span><\/p>\n Our\u00a0brand purpose:\u00a0is to strengthen brands\u00a0and\u00a0to offer a relevant contribution to people.\u00a0<\/p>\nBrand purpose – or the \u201cWhy?\u201d question<\/h2>\n
Brand\u00a0purpose as a decisive attitude in times of crisis\u00a0<\/span><\/h2>\n
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Three levels of anchoring the brand purpose<\/h2>\n
Benefits of the\u00a0brand\u00a0purpose<\/h2>\n
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How is brand purpose measurable?<\/h2>\n
Another tactic is to map the content dimensions of the brand purpose in the image batteries, emotional or functional benefits, or the brand personality. <\/span><\/h4>\n