The Crossroads of Brand Purpose: Why Your Next Move is Critical
Is your brand prepared for what comes next? From economic upheavals to social unrest, today's volatile landscape demands more than just a strong marketing strategy. Your brand's purpose could either be your most potent tool for survival or the weak link that leads to your undoing. Read on to discover why your next move might be the most critical decision you'll make in modern brand-building.
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Standing at the Intersection of Creativity and Purpose
The Awakening: How Crises Transformed Brand Purpose
From Boardroom Buzzword to Business Imperative
Navigating the Tightrope: Economy and Authenticity
The New Rules: Trust and Risk in a Divided World
Rebelling for a Cause: The Risk and Reward of Purpose-Driven Innovation
Walking the Talk: Why Authenticity is Your Brand's Best Asset
The Urgent Call to Action: Is Your Brand Just Talking or Truly Living Its Purpose?
Standing at the Intersection of Creativity and Purpose
In today's ever-changing marketing landscape, I often find myself at the intersection of creativity and purpose—two elements that define the brand narratives we craft and the consumer relationships we cultivate. During the Paradigms Brand Experience Summit in Lisbon earlier this month, Tom Beckman, Weber Shandwick’s Global Chief Creative Officer, raised an intriguing point: "Creativity is always rebellion." This sentiment resonated with me, not just as a captivating catchphrase but as a powerful compass for modern brand-building.
Beckman’s perspective is a wake-up call for marketers and brand strategists alike. He encourages us to break the mould, to innovate, and above all, to stand for something—especially in times as volatile and uncertain as these. I couldn't agree more. Gone are the days when a catchy slogan or an eye-grabbing logo sufficed. In our contemporary environment, interrupted by economic pressures, social division, and a near-constant state of flux, the brand purpose has elevated from a "nice-to-have" to an unmistakable "must-have." But why is that so? How did we get here? And most importantly, how can brands harness purpose as a marketing ploy and as an integral part of their identity and business strategy?
I’ll delve into these pressing questions, tracing the evolution of brand purpose and exploring how it has become a crucial element in future-proofing businesses, building consumer trust, and navigating the turbulent waters of economic and reputational risks.
The Awakening: How Crises Transformed Brand Purpose
If we were to turn back the clock a couple of decades, the term 'brand purpose' might barely register as a fleeting thought in the minds of marketers. Back then, the game was mostly about visibility, reach, and immediate return on investment (ROI). Don't get me wrong; these metrics are still essential, but what the 2008 financial crisis unceremoniously thrust into the limelight was something marketers had largely neglected—consumer trust.
The 2008 crisis was a pivotal moment that broke the camel's back, shaking consumer trust to its core. Brands found themselves amid a credibility crisis, and marketing campaigns alone couldn't fix these fractures. That was when the industry started warming up to the idea of a deeper 'brand purpose.' I distinctly remember how this shift began to influence how we worked as a tiny marketing team back then, steering us away from merely discussing sales pitches to discussing what our brand stood for. Purpose went from being an afterthought in boardrooms to becoming a cornerstone of branding strategy.
Fast forward to 2020. The COVID-19 pandemic did something no other event could: it globalised empathy. Instantly, our collective vulnerabilities were laid bare, and brands, like individuals, were expected to respond with humanity and purpose. This wasn't merely about corporate social responsibility or community service but about brands acting as responsible global citizens. If 2008 planted the seed of brand purpose, the pandemic was the watering can that nurtured it into a full-fledged tree deeply rooted in our strategic models.
What I find fascinating is how these crises didn't just 'create' the need for brand purpose; they amplified it, revealing the glaring lack of meaningful brand-customer relationships. If nothing else, these turning points taught us that purpose isn't a temporary fix but a long-term commitment to societal values, consumer needs, and ethical practices.
From Boardroom Buzzword to Business Imperative
Tom Beckman's words at the Paradigms Brand Experience Summit offered a keen insight that I wholeheartedly echo: Purpose used to be a "nice to have," but now it's a "must-have." He emphasised that it's no longer merely a claim but now requires a commitment, a pledge, and a track record. Brands need a "license to speak" and a "reason to believe" in their actions. In this context, a “license to speak” refers to a brand's credibility in discussing specific topics or issues, while a “reason to believe” is the compelling story or evidence that underpins it. This highlights a remarkable transformation I've observed over the years: the maturation of brand purpose from a marketing tool to an essential part of the business model.
In earlier years, brand purpose was often pigeonholed within the marketing department, a line item to be checked off during campaign planning. But now? It's a boardroom agenda, shaping decisions ranging from supply chain management to employee engagement, product development, and customer service. It infiltrates every aspect of business operations, essentially becoming the brand's identity, which underlines the dire need for purpose to be intricately woven into the fabric of a brand's strategy for long-term sustainability.
This evolution isn't illogical; it's a response to a more discerning consumer base. Consumers today are well-informed and highly connected. They demand transparency, authenticity, and commitment to social and ethical causes. Therefore, if your brand's purpose is limited only to your marketing material, your consumers will sense the inconsistency. You risk not just their loyalty but also their advocacy.
“Your consumers aren’t buying what you’re selling; they’re buying why you’re selling it.”
I often tell my clients, "Your consumers aren't buying what you're selling; they're buying why you're selling it." Your 'why,' your purpose, has to resonate throughout your business operations, dictating how you interact with your customers and engage with stakeholders, employees, and the community.
So, when Beckman mentions that purpose has matured and integrated much more into the business, it's not a fleeting observation but a reflection of an irreversible trend. As brands, we need to realise that purpose is not just the soul of our marketing strategy but the backbone of our entire business model. It's what gives us the "license to speak" and offers our audience a "reason to believe."
Navigating the Tightrope: Economy and Authenticity
Economic fluctuations have always posed challenges for brands, but the stakes are even higher today. As Tom Beckman rightly observed, tone of voice has always been crucial in brand communications, yet global economic pressures have introduced a complex new layer. This layer compels brands to be timely, deeply empathetic, and authentic in their messaging. In an era where many are facing financial hardship, companies that continue to act as if it's 'business as usual' risk not just indifference but outright disdain from their consumer base.
It's a paradox of sorts: The more complex the economic landscape becomes, the more straightforward and more transparent our messaging has to be. We can't afford to be oblique or overly promotional. Today's consumers are going through real struggles—whether it's navigating the fallout of a global pandemic, grappling with inflation, or feeling the pinch of income inequality. Brands that continue to push sales over substance will find themselves increasingly ignored or, worse, vilified.
This heightened scrutiny isn't just about the price tag attached to your product or service; it's about whether your brand understands the economic intricacies affecting your target audience. In my experience, brands that take the time to align their core purpose with these economic realities are the ones that foster long-lasting customer relationships.
To put it bluntly, the room for error has shrunk considerably. A misplaced ad or an ill-timed social media post can trigger a wave of public backlash, leaving a brand scrambling to repair its image. These missteps often originate from a misalignment between a brand's perceived purpose and the consumer's reality. When this happens, it's a clear sign that a brand needs to pause and reevaluate its purpose in the current economic landscape.
I can't stress enough how vital it is for brands to understand their "licence to speak" in these complex economic times. Not only do we need to reassess and reiterate our commitment to our core purpose, but we also have to validate it against the economic backdrop impacting our audiences constantly. It's not merely about survival; it's about relevance. And in a market teeming with choices, being relevant is the first step toward being chosen.
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The New Rules: Trust and Risk in a Divided World
Over the past decade, one of the most significant evolutions I've noticed in the brand-customer relationship has been the shift from focusing on building consumer trust to avoiding reputational risks. This transition is not arbitrary but reflects the evolving expectations of consumers, who are now more informed and empowered than ever before. Beckman appropriately touches on this when he discusses the current "reputational crisis," emphasising the importance of understanding the division and economic inequality affecting our world today.
There was a time when consumer trust was the golden ticket for any brand. Keep your promises, provide quality, be consistent, and people will reward you with their loyalty. While these principles are far from outdated, they are no longer sufficient. We are amid what Beckman calls a "division crisis," intensified by events such as the global pandemic, which has thrown societal injustices into stark relief.
These challenges aren't abstract—they're real, tangible issues that are influencing consumer behaviour. For instance, the buying public's anger, which was once targeted at corporations responsible for the 2008 financial meltdown, has now shifted. The focus is on the flashy spending of the ultra-rich against the backdrop of a society wrestling with widening economic inconsistencies. Brands find themselves dragged into these broader cultural and social dialogues, whether they like it or not. In this context, brand purpose serves as both a shield and a sword, allowing us to navigate complex societal sentiments while actively shaping perceptions.
Are your brand values in sync with today's consumers?
Brands today aren't just judged by their products or services. A striking 64% of global consumers might buy from or boycott a brand based solely on its stance on social or political issues, as revealed in the 2018 Edelman Earned Brand study. How deeply rooted is your brand's purpose in consumer sentiments?
It's fascinating and a bit daunting to see how the markers for reputational risks have evolved. It's no longer just about a faulty product or a customer service snag; it's about your stance on social issues, commitment to sustainability, corporate governance, and even political leanings. In short, your brand is now expected to be a responsible citizen of the world.
Given this profound shift, it's vital for us as marketers to recalibrate our strategies. This isn't just a matter of crisis management; it's about crisis anticipation. Trust still serves as the bedrock of brand-customer relationships, but we must build upon it by being deeply aware of the societal divides and reputational risks that could potentially undermine it.
This requires an extraordinary level of attentiveness and sensitivity to our explicit and implicit messages. Our brand purpose needs to reflect what is important to us and what matters to our consumer base and society. It's a tall order, but given the stakes, we can't afford to ignore it.
Rebelling for a Cause: The Risk and Reward of Purpose-Driven Innovation
Tom Beckman's assertion that "Creativity is always rebellion" offers a reflective lens through which to examine brand behaviour, particularly when it comes to innovation in the realm of brand purpose. The idea isn't just to break the mould but to reshape it entirely, setting new standards and expectations for an entire industry. However, this is easier said than done.
Take Burger King, for example. In recent years, the fast-food giant has made headlines for its daring marketing campaigns around sustainability and healthy eating—topics you wouldn't typically associate with a fast-food chain. This is the sort of "left-field approach" that Beckman talks about, and indeed, it appears to be paying dividends. It's a rebellious act, challenging the status quo of what a fast-food brand should represent, and in doing so, it lifts the brand purpose from a tagline to a call to action that echoes with socially conscious consumers.
Another striking example is Telfar Clemens, a gender-neutral fashion brand built around the ethos of 'not for you, for everyone.' Telfar champions affordable luxury, challenging the fashion industry's conventional norms of exclusivity. Amidst the current social and political landscape, this commitment to inclusivity, accessibility, and diversity—reflected in product lines and marketing strategies—resonates deeply with consumers. It's a purpose-driven approach that is simultaneously tapping into societal issues and consumer demands, and it's paying off.
What these brands have in common is the courage to act on "the obvious," as Beckman calls it. Often, we find that the most impactful ideas are indeed the elephants in the room, topics many are aware of, but few are willing to address head-on. It takes a particular kind of boldness to transform these elephants into the cornerstones of a brand's purpose, especially when adhering to tried and tested norms is easier.
In my consultancy practice, one recurring theme is the palpable hesitation many brands feel about taking such risks. However, Beckman hits the nail on the head when he observes that recessions and crises are, absurdly, the ideal times to be daring. In moments of economic and societal upheaval, consumer attitudes and priorities shift, offering a fertile ground for purpose-driven innovation.
So, the big question for brands today is not just about what makes them unique but what makes them relevant. Relevance in today's market is a by-product of aligning a brand's core purpose with its willingness to innovate and take risks. It's about embracing the rebellion that comes with creativity and channelling it into actions that resonate with consumers and contribute positively to the broader social narrative.
Walking the Talk: Why Authenticity is Your Brand's Best Asset
If there's one currency that has appreciated in the tumultuous markets of public opinion, it's authenticity. Consumer expectations for brands have never been higher, and the room for error has never been smaller. Tom Beckman made it clear when he discussed the necessity for brands to have a "license to speak” and a "reason to believe." Authenticity bridges the gap between the two; it lends credibility to a brand's voice and substance to its purpose.
What's concerning consumers?
Source: 2022 Adobe Trust report
In our hyper-connected, information-rich era, consumers can easily see through empty promises and superficial campaigns. I've seen brands pour significant resources into crafting polished messages, only for these efforts to fall flat because they lacked the ring of truth. Authenticity isn't something that can be faked; it's an earned reputation, painstakingly built and easily lost.
During times of crisis or economic hardship, the call for authenticity becomes a resounding demand. Consumers aren't just buying products or services but investing their trust in a brand's worldview, ethical stance, and reliability. And let's be clear: consumers can tell when a brand's actions are at odds with its declared values. Any conflict here is not just a PR risk; it's a fundamental betrayal that can cut ties with even the most loyal customer base.
Given the high stakes, the question becomes: How can brands cultivate authenticity? The answer lies in aligning actions with words and consistently committing to your core purpose. This alignment goes beyond compliance or corporate social responsibility; it's about making decisions that reflect and reaffirm your brand's reason for being, even when those decisions are tough or unpopular.
As a marketing consultant, I often challenge my clients to look beyond the immediate ROI of such decisions. The long-term benefits of sustained authenticity—customer loyalty, positive word-of-mouth, and an enhanced brand reputation—far outweigh any short-term gains that might come from cutting corners or compromising your values. Authenticity is not just a buzzword; it's an operational imperative with far-reaching implications for how brands communicate, behave, and succeed.
The Urgent Call to Action: Is Your Brand Just Talking or Truly Living Its Purpose?
In the landscape of modern brand-building, one thing is abundantly clear: Purpose is no longer an outlying element; it is the centre around which all activities orbit. As Tom Beckman said, "Creativity is always rebellion." Brands need to be willing to break the mould and take risks—especially when defining and living their purpose.
We've navigated the historical evolution of brand purpose, beginning with the financial crisis of 2008 and reaching a critical juncture during the COVID-19 pandemic. We've seen how brand purpose has matured from a marketing checkbox to an essential part of a business model. Economic pressures have made it abundantly clear that the role of brand purpose is to advertise and communicate authentically and responsibly in a way that resonates with an audience's lived experiences.
In these unpredictable times, the focus has shifted. We've moved from merely building consumer trust to managing complex reputational risks. This shift reflects broader societal and economic divides. Brands are increasingly expected to be cultural commentators, influencing and reflecting social values and concerns. And most importantly, consumers are demanding absolute authenticity, both in words and actions. Anything less is likely to fall on deaf ears.
So here is my call to action for all brands, whether emerging or established: Reassess your purpose in the context of these rapidly evolving times. This isn't just a philosophical exercise; it's a business imperative. Ask yourself: Are you just stating your purpose, or are you living it authentically and consistently in every decision you make and every interaction you have? If the answer is the former, it might be time for some soul-searching.
Your brand's purpose should not only guide your marketing strategy; it should inform every aspect of your business, from operations to human resources, product development, and customer relations. Remember, consumers aren't just buying your products; they're buying into your purpose. Make sure it's one worth investing in.
