The document discusses how companies can become leaders in corporate social responsibility and purpose-driven business. It finds that consumers increasingly expect companies to consider social impacts, not just profits. To build long-term trust, companies need to demonstrate societal performance through initiatives like cause branding, citizenship, and impacting local communities. The document provides examples of companies that developed successful social purpose strategies by starting with their mission, responding to current events, leveraging innovation, using their scale for good, or building on distinguishing characteristics. It concludes that for purpose initiatives to be effective, companies must lead from the top, customize programs locally, collaborate with partners, measure impacts, communicate through storytelling, engage stakeholders, and evolve their efforts over time.
1. PURPOSE:
How to Become a Leader in
Corporate Goodness
Carol L. Cone
Global Practice Chair, Edelman Business + Social Purpose
November 15, 2012
2. Paul Polman
“This is a great time for brands which
can provide a beacon of trust for
consumers. These days, CEOs don’t just
get judged by how well their share prices
are doing, but by what impact they are
having on society.”
Paul Polman
CEO, Unilever
2
8. From Operational to Societal Societal
Operational
16 Trust Building Attributes
Listens to customer needs and feedback
High quality products or services
Treats employees well
Places customers ahead of profits
Takes actions to address issue or crisis
SOCIETAL
Has ethical business practices ATTRIBUTES
Has transparent and open business MORE IMPORTANT
Communicates frequently and honestly to Building
Works to protect/ improve environment future trust
Addresses society's needs
Positively impacts the local community
Innovator of new products
Highly regarded, top leadership
Current Trust
driven by Delivers consistent financial returns
operational Ranks on a global list
attributes Partners with third parties
8
9. IBM CMO Survey 2012
The empowered customer is now in
control…..
thus, Corporate Character is key as an
organization's behavior is as much a part
of the value equation as products and
services
9
12. Fifth Global Consumer Study 2012
What consumers have to say…
CANADA
CANADA INDIA
INDIA
500
500 500
500
BRAZIL CHINA
CHINA
BRAZIL 500
500
500 500
US JAPAN
JAPAN
US 500
500
500 500
UAE
UAE
UK
UK 500
500 500
500
FRANCE GERMANY
GERMANY
FRANCE 500
500
500 500
ITALY
ITALY
NETHERLANDS
NETHERLANDS 500
500 500
500
INDONESIA
INDONESIA
BELGIUM
BELGIUM 500
500 500
500
MALAYSIA
MALAYSIA
SINGAPORE
SINGAPORE 500
500 500
500
StrategyOne surveyed 8,000 consumers across 16 countries, aged 18+
13. Re:Purpose
86% of global consumers still believe that
business needs to place at least equal weight
on society’s interests as on business’ interests.
84% in the Netherlands
13
14. Business is Struggling to Meet Expectations
Performance Gap in Addressing Societal Issues
Business is performing well in addressing societal issues
Business should place at least equal weight on society's interests and business' interests
15. Profit + Purpose: The New Normal
It is OK for brands to support good causes and make money at the same time
+33%
15
16. Social Purpose as Purchase Trigger
When quality and price are the same, Social Purpose most important factor
+ 26%
Growth from 2010
•Japan (100%)
•China (79%)
•Netherlands (43%)
•Germany (36%)
•India (43%)
17
36. Not IF, but HOW…
LEAD Powerful programs are leader led
Powerful programs are leader led
CONSTRUCT
CONSTRUCT Start with depth, not scale
Start with depth, not scale
CUSTOMIZE
CUSTOMIZE Customize for local execution
Customize for local execution
COLLABORAT Work with NGOs, colleagues, competitors
Work with NGOs, colleagues, competitors
E
E
MEASURE Build performance measures up front
Build performance measures up front
NARRATE
NARRATE Story, story, story
Story, story, story
ENGAGE Employees, partners, consumers
Employees, partners, consumers
EVOLVE
EVOLVE Evolve programs to stay relevant
Evolve programs to stay relevant
40
37. “P&G’s Purpose—to touch and
improve lives, now and for
generations to come—inspires
everything we do. It guides our
strategic choices, leads to
bigger and better innovation,
drives brilliant execution and
compels us to make a
difference.”
Bob McDonald, CEO
39. Actions Taken in Relation to a Company
That Actively Supports a Good Cause
41%
62%
2012
2010
39%
62%
Global
75%
37%
55%
Global
27%
42%
58%
17%
21%
45%
26%
30%
43%
43
Note: Unless otherwise indicated, all findings cited refer to Global data. For reference, we defined societal issues and good causes in the survey as the following: … different societal issues , which include social and environmental issues that impact individuals, local communities, the nation and/or the world, as well as different good causes , which include initiatives that seek to positively benefit others and improve lives.
The Unilever Sustainable Living Plan Comprises 50 targets to be achieved by 2020, with the overall aim to: • help more than one billion people improve their health and wellbeing • halve the environmental impact of our products • source 100 per cent of our agricultural raw materials sustainably.
Citizenship : A company's responsibility to the communities in which it operates and to the world as a whole Sustainability : A business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments Philanthropy : A corporation ’ s donation of funds, time or talent without any expectation of direct corporate gain (such as increases in revenue) Purpose : The strategic, emotional driving force behind an organization/brand ’ s core value proposition
CMO ’s help the enterprise to define and activate the traits that make it unique. Also work with C Suite to meld the internal and external faces of the enterprise. The key to drive 21st century business success With purpose, brands and businesses have a more important place in peoples lives than the competition. A cohesive way to recruit, unite, motivate all the people a business touches from employees to customers Builds competitive advantage and drives efficiency A business ’ way of being: what do you stand for? The connection between the core beliefs and sustainability actions of the people inside a business with the fundamental human values of the people they serve Not philanthropy or altruism, but a strategy for profit and growth based on improving peoples lives A sustainable means to create real world impact- benefiting people, planet and profit – and ultimately, changing the world.
To further illustrate this this shift from profits to profits + Purpose: the Trust Barometer found that, out of the 16 factors shaping trust, those factors that will build future trust are centered around a company's societal performance – or Purpose. Profit-driven operational attributes, like “innovators of new products” and “delivers consistent financial returns,” that are responsible for current trust levels actually fell to the bottom of the rankings. In their place: social factors like "listening to customer needs", "treating employees well," and "placing customers ahead of profits." These factors – societal issues – are considered more important to rebuilding future trust than those that deliver on operational imperatives. Consumers couldn't be sending a clearer message to companies: by putting your company's Purpose, or values, in action through a variety of engagements ranging from materiality and CSR to cause branding and NGO support, companies can build sustainable competitive advantage that will unite and motivate all the people you touch, from skeptical consumers to reticent employees.
What is a brand? Collective intent of the people behind if—everyone your business touches: -Employees -Customers -Partners -Communities Brand defines who you are and what you stand for Best companies aim higher CMOS in the most successful enterprises are focusing on relationship not just transations The outperformers are committed to developing a clear corporate character What a business believes and how it subsequently behaves are as important as what it sells. CMO ’s today make it their job to help management and employees exemplify the companys values and purpose. CMO ’s today and more so tomorrow must understand and deliver value to emppowerered customers; create lasting relationships with those customers and measure marketing contributions to the business in relevant, quantifible terms. What an organization stands for is as important as what it sells. It has a “corporate character” — the differentiating attributes that make it a distinct enterprise. And that corporate character is not simply a product of its mission statement, logo or advertising. It is, rather, the sum of everything its management and employees say and do — the beliefs they hold, values they profess and ways they behave, visible for all to see.
The goodpurpose® study is Edelman ’s annual global intellectual property research study that over the course of five years explores consumer attitudes around social purpose, including their commitment to specific societal issues and their expectations of brands and corporations. The survey was conducted in 16 countries with 8,000 adults (ages 18+), and is the only global, longitudinal study of its kind.
The power of Purpose is driving consumer preference and loyalty …It ’s no longer the question of IF …It’s the HOW With 24/7 connectivity, hyper transparency and diminishing competitive barriers, companies and brands need a new narrative to break through the noise – something compelling that inspires stakeholders to engage, activate and advocate for an organization Q49. [TRACKING] Thinking about society ’s interests and business’ interests, how much weight should each interest have in business decisions? (Net: At least equal weight on society’s interests) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE) Note: This slide includes the 10-country global total for tracking purposes (86%). However, slide 24 includes the full 16-country global total (87%) as it only references this year ’s data.
Performance Gap: 87% of global consumers believe business should place at least equal weight on society ’s interests as on business’ interests BUT… less than a third (28%) believe business is performing well in addressing societal issues. Note: The slide is sorted by country gap (from largest gap to smallest gap). This performance gap is likely to drive disillusionment, disengagement and outright distrust from consumers Q49. [TRACKING] Thinking about society ’s interests and business’ interests, how much weight should each interest have in business decisions? (Net: At least equal weight on society’s interests) 16-country global total and across 16 countries Note: This slide includes the full 16-country global total (87%) as it only references this year ’s data. However, a previous slide includes the 10-country global total for tracking purposes (86%). Q34. Thinking about the ways you believe business in general should be addressing societal issues, how would you rate business in general ’s performance in addressing societal issues? (Top 2 Box, Excellent/Good) 16-country global total and across 16 countries
Inclination towards Purpose has grown considerably across many facets of traditional brand marketing and communication. There has also been dramatic acceptance of companies and brands making doing well while doing good . Q40-46. [TRACKING] Below are some things that people have said about supporting good causes. How much do you agree or disagree with each of the following statements? “IT IS OK FOR BRANDS TO SUPPORT GOOD CAUSES AND MAKE MONEY AT THE SAME TIME” (Top 2 Box, Agree) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE)
When quality and price are equal, the most important factor influencing brand choice is Purpose. Across the globe, the prominence of Purpose as a purchase trigger has risen 26% since 2008. Purpose is outpacing design/innovation & brand loyalty…. infusing a brand with an authentic and aligned Purpose provides distinct competitive advantage. Q48. [TRACKING] Now, if you had to choose between two brands that were the same in quality and price, please rank the following remaining factors from 1 to 3 in the order that would affect your decision when selecting a brand where 1 is the most important factor and 3 is the least important. 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE) (% WHO RANKED SOCIAL PURPOSE FIRST) Note: In the question, “social purpose” is defined as: Benefits others through charity or selfless acts
Inclination towards Purpose has grown considerably across many facets of traditional brand marketing and communication. There has also been dramatic acceptance of companies and brands making doing well while doing good . Q40-46. [TRACKING] Below are some things that people have said about supporting good causes. How much do you agree or disagree with each of the following statements? “IT IS OK FOR BRANDS TO SUPPORT GOOD CAUSES AND MAKE MONEY AT THE SAME TIME” (Top 2 Box, Agree) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE)
Not only are consumers making purchase decisions with Purpose top of mind, they are also recommending, promoting, and switching to purposeful brands. Q40-46. [TRACKING] Below are some things that people have said about supporting good causes. How much do you agree or disagree with each of the following statements? (Top 2 Box, Agree) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE) Note - % who agree with the following statements: I am more likely to recommend a brand that supports a good cause than one that doesn ’t I would help a brand to promote their products or services if there is a good cause behind them I would switch brands if a different brand of similar quality supported a good cause
As social Purpose ’s role in purchasing decisions has increased, purchase frequency has also intensified: 47% of global consumers buy brands that support a good cause at least monthly, a 47% increase from 2010. Q47. [TRACKING] On average, how often do you buy a brand that supports a good cause? (At least monthly NET, Every 6-12 months NET) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE)
From left to right (Top): 2 famous Dutch singers performing for War Child; Food banks can ’t handle the demand; Prime minister Rutte came to discuss 3 things with president Obama: Jobs, jobs and jobs. (Bottom): Actions like movember are becoming increasingly popular; many protests against the financial cuts within the cultural sector; Twibbon for Japan; minority government (The government relies on parliamentary support from the Freedom Party (PVV) of Geert Wilders (on the right)). The government fell in April 2012. New elections will be held in September.
Q36. What should companies be doing to address societal issues? [SELECT ALL THAT APPLY] 16-country global total
use Gilmartin quote here
use quote from Bob MacDonald from P & G that we have used in the past
Howard Schultz quote
Unilever quote on previous slide – paul polman
Note: Insights based on results and experience in practice.
The Unilever Sustainable Living Plan Comprises 50 targets to be achieved by 2020, with the overall aim to: • help more than one billion people improve their health and wellbeing • halve the environmental impact of our products • source 100 per cent of our agricultural raw materials sustainably.
Inclination towards Purpose has grown considerably across many facets of traditional brand marketing and communication. There has also been dramatic acceptance of companies and brands making doing well while doing good . Q40-46. [TRACKING] Below are some things that people have said about supporting good causes. How much do you agree or disagree with each of the following statements? “IT IS OK FOR BRANDS TO SUPPORT GOOD CAUSES AND MAKE MONEY AT THE SAME TIME” (Top 2 Box, Agree) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE)