Edição atualizada da pesquisa da Edelman PR sobre percepções e expectativas dos clientes em relação à marcas (20 países)

1. GOODPURPOSE
Edelman goodpurpose® 2012
GLOBAL CONSUMER SURVEY

2. Fifth Global Consumer Study 2012
What consumers have to say…
CANADA INDIA
500 500
BRAZIL CHINA
500 500
US JAPAN
500 500
UK UAE
500 500
FRANCE GERMANY
500 500
NETHERLANDS ITALY
500 500
BELGIUM INDONESIA
500 500
SINGAPORE MALAYSIA
500 500
StrategyOne surveyed 8,000 consumers across 16 countries, aged 18+

3. Consistent Commitment; Diverse Opportunity
Improving the quality of healthcare 89%
Protecting the environment 89%
Ensuring access to safe drinking water 86%
Equal opportunity to education 86%
Stopping relationship violence and abuse 84%
Reducing poverty 84%
Aiding in disaster relief 83%
Alleviating hunger and homelessness 83%
Supporting human and civil rights 83%
Encouraging tolerance for people who are different 82%
Fighting the spread of global disease and pandemics 80%
Helping to raise people's self-esteem 78%
Supporting animal rights 74%
Supporting the creative arts 67%
3

4. But, Differences Exist in Local Markets (US)
Alleviating hunger and homelessness 91%
Improving the quality of healthcare 91%
Supporting human and civil rights 90%
Stopping relationship violence and abuse 89%
Reducing poverty 89%
Ensuring access to safe drinking water 89%
Equal opportunity to education 88%
Protecting the environment 87%
Fighting the spread of global disease and pandemics 86%
Aiding in disaster relief 86%
Encouraging tolerance for people who are different 85%
Supporting animal rights 78%
Helping to raise people's self-esteem 77%
Supporting the creative arts 76%

5. The Me in We The Reengineering
of Brand Marketing
5 Years of
goodpurpose
The New
Purpose Bull Markets The “License to Lead”
5

6. 5 Years of Purpose
The Reengineering of Brand Marketing

7. The Power of Purpose
From product innovation and R&D, to
supply chain optimization and 360
marketing, our study reveals it is the
power of Purpose that is helping to drive
consumer preference in a world where
trust in corporations is low and
differentiation between brands is
negligible

8. The Reengineering of Brand Marketing
8

9. Profit + Purpose: The New Normal
It is OK for brands to support good causes and make money at the same time
+33%
90%
80% 76%
70%
70% 68%
60% 57%
50%
40%
30%
20%
2008 2009 2010 2012
9

10. Social Purpose as Purchase Trigger
When quality and price are the same, Social Purpose most important factor
60%
+ 26% 53%
50%
42% 43% Growth from 2010
41%
40%
• Japan (100%)
• China (79%)
• Netherlands (43%)
30%
• Germany (36%)
• India (43%)
20%
2008 2009 2010 2012
10

11. Global Consumers Prefer Purpose
2008 52%
RECOMMEND 2009 64%
2010 63%
+ 39%
2012 72%
2008 53%
PROMOTE 2009 59%
+ 34%
2010 62%
2012 71%
2009
SWITCH
67%
2010 63%
+ 9%
2012 73%
11

12. Purchase Frequency
„At Least Monthly‟ purchases of cause-
supporting brands increased by 47%
from 2010 - 2012
2010 2012
34% 19%
EVERY 6 TO 12 EVERY 6 TO 12
MONTHS MONTHS
32% 47%
AT LEAST AT LEAST
MONTHLY MONTHLY
12

13. License to Lead
Building Future Performance on Societal Actions

14. The New Imperative
Rather than merely exercising their
“license to operate,” leading brands
and corporations of the future must
move beyond operational imperatives
and social add-on‟s to establish their
“license to lead.”

15. Business vs. Society
87% globally believe business should place at least equal weight on business and society
94% 91% 90% 90% 89%
87% 87% 87% 87% 87% 86% 85% 84% 84% 84% 83%
79%
15

16. Business is Struggling to Meet Expectations
Only 28% believe business is performing well in addressing societal issues
58%
49%
42% 42%
28% 30%
26% 27%
21% 22% 23% 23% 25%
18% 20%
13% 15%
16

17. Performance Gap in Addressing Societal Issues
Gap could drive disillusionment, disengagement and distrust
87% Performance
believe business lacking on
should place addressing
at least equal societal issues
weight on societal
issues and
business issues
Only 28%
believe business is
performing well
17

18. The Role of the CEO
CEOs must think proactively about using their business to address issues
CREATE SOCIALLY RESPONSIBLE AND INNOVATIVE PRODUCTS 56%
MAKE A LONG-TERM COMMITMENT TO SOCIETAL ISSUES 55%
PUBLICALLY SUPPORTING SOCIETAL ISSUES 55%
MOTIVATE EMPLOYEES TO TAKE PART 52%
COMMUNICATE EFFORTS TO ADDRESS SOCIETAL ISSUES 51%
ISSUE REPORTS ON ENVIRONMENT/SOCIAL EFFORTS 41%
USE REVENUE TO PRODUCE MATERIALS THAT RAISE
AWARENESS FOR SOCIETAL ISSUES 36%
18

19. What Should Companies be Doing?
50%+ believe companies should donate a portion of profits or products/services to
address societal issues
DONATING A PORTION OF PROFITS 51%
DONATING PRODUCTS OR SERVICES 50%
CREATING NEW PRODUCTS OR SERVICES 49%
PROVIDING EDUCATIONAL INFORMATION 47%
WORKING WITH THE GOVERNMENT 45%
OFFERING PROGRAMS FOR EMPLOYEES 45%
PARTNERING WITH NGOS 43%
ENABLING EMPLOYEES TO VOLUNTEER 42%
ORGANIZING CONSUMER EVENTS 41%
COLLABORATING WITH OTHER COMPANIES 36%
SOCIAL NETWORK FOR CONSUMERS TO ADDRESS SOCIETAL ISSUES 28%
EMPLOYEE FUNDRAISING PROGRAMS 27%
CREATING SOFTWARE/MOBILE FUNDRAISING APPS 19%
CREATING SOFTWARE/MOBILE COMMUNICATION APPS 19%
19

20. Consumers will praise…and punish
Company that does NOT
actively support a good cause
_ + Company that actively
supports a good cause
Increase from 2010 Increase from 2010
+7
44% 76% +9
REFUSE TO BUY PRODUCTS/SERVICES BUY ITS PRODUCTS/SERVICES
+7 44% 76% +9
CRITICIZE IT TO OTHERS RECOMMEND ITS PRODUCTS/SERVICES
+5 44% 73% +8
SHARE NEGATIVE OPINIONS SHARE POSITIVE OPINIONS AND EXPERIENCES
AND EXPERIENCES
+ 11 48% 57% +4
NOT WANT TO WORK FOR IT WANT TO WORK FOR IT
+7 53% 45%
NOT INVEST IN IT INVEST IN IT
44%
PAY A PREMIUM FOR ITS PRODUCTS/SERVICES
20

21. Punishment Goes Public
21

22. The More You Know
It is critical for companies to make consumers aware of their efforts
92% 90% 88% 87% 87% 86% 84% 84%
80% 80%
76%
73% 73% 73% 72% 70% 68%
22

23. Societal Performance = The Human Factor
Current Purchase Consideration Building Future Purchase Intent
Works to protect and improve the environment Treats employees well
Creates programs that positively impact the local
Listens to customer needs and feedback
community in which the company operates
Has ethical business practices Works to protect and improve the environment
Takes responsible actions to address an issue
Has ethical business practices
or a crisis
Takes responsible actions to address an issue or a
Addresses society‟s needs in its everyday business
crisis
Listens to customer needs and feedback Places customers ahead of profits
Creates programs that positively impact the local
Treats employees well
community in which the company operates
Places customers ahead of profits Addresses society‟s needs in its everyday business
23

24. Take Note: Be More Human
24

25. The New “Purpose Bull Markets”

26. Bullish on Purpose
Consumers in Rapid Growth
Economies (RGEs) have much
higher expectations of and
engagement with brands and
corporations on societal issues.

27. Who are the Purpose Bull Markets?
INDIA BELGIUM
CHINA BRAZIL ITALY FRANCE
MALAYSIA NETHERLANDS
INDONESIA VS JAPAN GERMANY
UAE US
UK
27

28. Empowered to Make a Difference
Purpose Bull Markets Purpose Bear Markets
COMPARED TO FIVE YEARS AGO, 63%
‘PEOPLE LIKE ME’ NOW HAVE MORE POWER
29%
AND INFLUENCE TO MAKE A DIFFERENCE
THE RESPONSIBILITY OF 56%
‘PEOPLE LIKE ME’ HAS INCREASED 37%
28

29. Passion in Action
Bull Market consumers contrast those in Bear Markets
Purpose Bull Markets Purpose Bear Markets
I HAVE MORE TRUST IN A BRAND THAT IS ETHICALLY AND 83%
SOCIALLY RESPONSIBLE 66%
I AM MORE LIKELY TO RECOMMEND A BRAND THAT 82%
SUPPORTS A GOOD CAUSE THAN ONE THAT DOESN'T 64%
I WOULD HELP A BRAND PROMOTE ITS PRODUCT/SERVICES 81%
IF IT HAD A GOOD CAUSE 63%
I WOULD SWITCH BRANDS IF A DIFFERENT BRAND 80%
SUPPORTED A GOOD CAUSE 67%
I WANT BRANDS TO MAKE IT EASIER FOR ME TO MAKE A 79%
DIFFERENCE IN THE WORLD 62%
BRANDS CAN SUPPORT GOOD CAUSES AND MAKE MONEY 78%
AT THE SAME TIME 72%
I WANT BRANDS TO DO MORE FOR ME THAN PROVIDE A 73%
PRODUCT 57%
29

30. Responsibility at Work
Bull Market consumers are more likely to donate and personally participate
Purpose Bull Markets Purpose Bear Markets
63%
DONATED MONEY
52%
VOLUNTEERED AT AN EVENT IN MY 44%
COMMUNITY 23%
44%
DONATED MY TIME OR EXPERTISE
23%
PARTICIPATED IN FUNDRAISING EVENTS 26%
SPONSORED BY A BRAND OR CORPORATION
12%
30

31. Paying for Purpose
Bull Market consumers more willing to pay a premium for Purpose
80%
71%
55% 55% 54%
43% 44% 42%
39% 38%
35% 34%
30% 30% 29% 29% 28%
31

32. Preference in Practice
Bull Market consumers‟ cause-related purchases
84%
AT LEAST 62%
YEARLY AT LEAST
57%
MONTHLY
37%
AT LEAST
AT LEAST
MONTHLY YEARLY
22% 19%
EVERY SIX TO 12 EVERY SIX TO 12
MONTHS MONTHS
Bull Markets Bear Markets
*Note: „At least yearly‟ NET may not add to the total due to rounding
32

33. But…activity not limited to offline
Technology in societal action
At least monthly Internet use Use mobile at least yearly
82%
76% 78% 76%
73% 71% 72% 69% 71%
66% 66%
60%
55%
45%
33

34. Discovering the “Me in We”
34

35. Defining the Me in We
As the disparity between the haves
and have not‟s continues, more
and more consumers are
discovering the me (personal
need) in the we (the common
good)…Purpose Gets Personal.
35

36. The Globalization of Need
Because of the global recession, societal issues are hitting close to home
Unable to pay Unable to
medical Reduced My salary Reduced
decreased donate as
expenses or spending on
85%
leisure much money to
afford food shopping societal issues
healthcare
of those surveyed
around the world
. say they have
been affected by
the economic
downturn in some
way.
36

37. Balancing Me and We
Sales
52% of global consumers
believe it‟s equally
important to address
issues that impact me
personally and society
overall.
37

38. Me: Empowered
„People like me‟ now have more power and influence to make a difference
77%
73%
66%
58% 57% 57%
44% 47%
41% 39%
37% 36%
29% 26%
21% 20% 20%
38

39. Me: On the Rise
Who should be most responsible to address societal issues?
People Like Me Government
80%
In the US, “people like me” are most
responsible to address societal issues
73%
68%
62%
59%
56% 56% 55% 54% 54%
52% 51%
48% 47%
43%
40%
36% 35%
24% 25% 26%
20% 22%
18% 17% 18% 18% 17%
16% 15% 19%
14%
10%
3%
39

40. Me: Involved
Personal involvement in good causes on the rise in most markets, except US
2010 2012
+5
94%
89%
+6 +10
69%
+9
65%
63%
+6
60%
56% 55% 55%
53%
48%
+7
44%
-7
39% 38%
26%
19%
Global China Netherlands Brazil US Germany Italy Japan
40

41. Purpose is Personal
Economic uncertainty is redefining what we consider “cause”
41

42. Me: in Action
of global consumers take part in
89% activities to address societal issues.
72% in US 77% of Chinese
recycle regularly donated money
63% of Brazilians
voiced their concerns 75% of Germans
take actions to
conserve energy

43. Turning Insights into Action

44. 5 Years of Learning
1 Purpose key driver in reengineering brand marketing
2 Purpose definitive purchase trigger
3 Largest growth markets bullish on Purpose
4 Operational excellence + societal performance rewarded
5 Corporations earn License to Lead via Purpose
44

45. Not IF, but HOW…
LEAD Powerful programs are leader led
CONSTRUCT Start with depth, not scale
CUSTOMIZE Customize for local execution
COLLABORATE Work with NGOs, colleagues, competitors
MEASURE Build performance measures up front
NARRATE Story, story, story
ENGAGE Employees, partners, consumers
EVOLVE Evolve programs to stay relevant
45

46. What‟s Your Purpose?
46

47. 47