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goodpurpose 2012 - números Brasil
- 1. Brazil
- 2. + PURPOSE is an organization’s reason for being beyond profits, executed through a variety of strategies from sustainability and CSR to Brand Attitude, cause branding, corporate citizenship and NGO collaboration.
- 3. GOODPURPOSE Edelman goodpurpose® 2012 GLOBAL CONSUMER SURVEY – São Paulo, May 30th, 2012
- 4. Purpose, now serving 7 Billion. 4
- 5. Purpose Gets a Whole Lot More Personal Purpose Gets a Whole Lot More Personal 5
- 6. A World in Transition
- 7. An Evolving “Consumer” hungry concerned vocal empowered 7
- 9. A Shifting Marketplace The Reinvention of Brand The Adoption of Shared The Arrival of the “B Corp” Marketing Value 9
- 10. Purpose is Pervasive 10
- 11. Societal Performance Builds Future Trust 11
- 12. Business: from license to operate to license to lead Societal Operational CURRENT TRUST BUILDING FUTURE TRUST 47% TRUST BUSINESS 1) Listens to customer needs and feedback 1) Delivers consistent financial returns SOCIETAL 1) High quality products or services ATTRIBUTES MORE 2) Innovator of new products IMPORTANT TO 3) Treats employees well 3) Highly regarded, top leadership BUILDING 4) Places customers ahead of profits FUTURE TRUST 4) Takes actions to address issue or crisis 3) Ranks on a global list 6) Has ethical business practices 5) Partners with third parties 7) Has transparent and open business CURRENT TRUST 8) Communicates frequently and honestly DRIVEN BY 9) Works to protect/ improve environment OPERATIONAL ATTRIBUTES 10) Addresses society's needs 11) Positively impacts the local community 12) Innovator of new products 13) Highly regarded, top leadership 14) Delivers consistent financial returns 15) Ranks on a global list 16) Partners with third parties 12 © Edelman, 2012. All rights reserved.
- 13. Re:Purpose 91% of brazilian Top brands and consumers still believe companies more committed than ever. that business needs to place at least equal Purpose proves weight on society‟s its place as a Purpose interests as on business‟ source of new goes DIY and renewed interests. Globally: 86%. revenue. 13
- 14. 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+
- 15. 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% 15
- 16. In Brazil, “all demands” are important Stopping relationship violence and abuse 96% Protecting the environment 96% Improving the quality of healthcare 94% Equal opportunity to education 94% Alleviating hunger and homelessness 93% Reducing poverty 93% Ensuring access to safe drinking water 93% Supporting human and civil rights 91% Aiding in disaster relief 91% Fighting the spread of global disease and… 88% Supporting animal rights 88% Helping to raise people's self-esteem 87% Encouraging tolerance for people who are different 85% Supporting the creative arts 85%
- 17. The License to The Reengineering Lead of Brand Marketing 5 Years of goodpurpose The New Purpose Bull Markets The Me in We 17
- 18. 5 Years of Purpose The Reengineering of Brand Marketing
- 19. 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
- 20. The Reengineering of Brand Marketing 20
- 21. Profit + Purpose: The New Normal It is OK for brands to support good causes and make money at the same time 90% 81% 80% 75% 76% 76% 69% 70% 70% 68% 60% 57% 50% 40% 30% 20% 2008 2009 2010 2012 Global Brazil 21
- 22. Social Purpose as Purchase Trigger When quality and price are the same, Social Purpose most important factor 80% 71% 70% 67% 63% 60% Growth from 2010 56% 53% • Japan (100%) 50% • China (79%) 42% 43% 41% • Netherlands (43%) 40% • Germany (36%) • India (43%) 30% Global 20% 2008 2009 2010 2012 Brazil 22
- 23. Global and Brazilian Consumers Prefer Purpose GLOBAL BRAZIL 2008 52% 2008 71% 2009 64% RECOMMEND 2009 81% 2010 63% 2010 80% 2012 72% 2012 85% 2008 53% 2008 70% PROMOTE 2009 59% 2009 82% 2010 62% 2010 80% 2012 71% 2012 83% 2009 67% 2009 83% SWITCH 2010 74% 2010 63% 2012 73% 2012 84% 23
- 24. Purchase Frequency „At Least Monthly‟ purchases of cause-supporting brands increased in Brazil 2010 2012 12% 23% EVERY 6 TO 12 MONTHS EVERY 6 TO 12 MONTHS 60% 73% AT LEAST AT LEAST MONTHLY MONTHLY 24
- 25. License to Lead Building Future Trust on Societal Actions
- 26. 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.”
- 27. Business is Struggling to Meet Expectations Performance Gap in Addressing Societal Issues Business should place at least equal weight on society's interests and business' interests Business is performing well in addressing societal issues 94% 90% 89% 91% 90% 87% 87% 87% 87% 86% 87% 85% 84% 84% 84% 83% 79% 58% 49% 42% 42% 28% 30% 25% 26% 27% 21% 23% 23% 22% 20% 18% 13% 15%
- 28. Who is meeting the expectations? 1 2 3 4 5
- 29. The Role of the CEO CEOs must think proactively about using their business to address issues GLOBAL BRAZIL CREATE SOCIALLY RESPONSIBLE AND INNOVATIVE PRODUCTS 56% 68% MAKE A LONG-TERM COMMITMENT TO SOCIETAL ISSUES 55% 61% PUBLICALLY SUPPORTING SOCIETAL ISSUES 55% 68% MOTIVATE EMPLOYEES TO TAKE PART 52% 63% COMMUNICATE EFFORTS TO ADDRESS SOCIETAL ISSUES 51% 57% ISSUE REPORTS ON ENVIRONMENT/SOCIAL EFFORTS 41% 47% 36% USE REVENUE TO PRODUCE MATERIALS THAT RAISE AWARENESS FOR SOCIETAL ISSUES 43% 29
- 30. What Should Companies be Doing? In Brazil, it‟s important to engage inside out DONATING A PORTION OF PROFITS 47% DONATING PRODUCTS OR SERVICES 51% CREATING NEW PRODUCTS OR SERVICES THAT HELP… 60% PROVIDING EDUCATIONAL INFORMATION 66% WORKING WITH THE GOVERNMENT 30% OFFERING PROGRAMS FOR EMPLOYEES TO PARTICIPATE … 61% PARTNERING WITH NON-GOVERNMENTAL ORGANIZATIONS 58% ENABLING EMPLOYEES TO HAVE THE TIME TO VOLUNTEER 46% ORGANIZING EVENTS THAT CONSUMERS CAN … 56% COLLABORATING WITH OTHER COMPANIES THAT … 49% HAVING A PAGE ON A SOCIAL NETWORKING SITE, SUCH… 45% OFFERING PROGRAMS FOR EMPLOYEES TO RAISE MONEY 18% CREATING SOFTWARE APPLICATIONS OR MOBILE 'APPS' … 24% CREATING SOFTWARE APPLICATIONS OR MOBILE 'APPS' … 26% 30
- 31. Consumers will praise…and punish Company that does NOT actively support a good cause _ + Company that actively supports a good cause BRAZIL Increase from 2010 44% 76% 86% +7 REFUSE TO BUY PRODUCTS/SERVICES BUY ITS PRODUCTS/SERVICES +7 44% 76% 87% CRITICIZE IT TO OTHERS RECOMMEND ITS PRODUCTS/SERVICES +5 44% 73% 83% SHARE NEGATIVE OPINIONS SHARE POSITIVE OPINIONS AND EXPERIENCES AND EXPERIENCES + 11 48% 57% 75% NOT WANT TO WORK FOR IT WANT TO WORK FOR IT +7 53% 45% 58% NOT INVEST IN IT INVEST IN IT 44% 55% PAY A PREMIUM FOR ITS PRODUCTS/SERVICES GLOBAL 31
- 32. 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% 32
- 33. The New “Purpose Bull Markets”
- 34. Who are the Purpose Bull Markets? INDIA BELGIUM CHINA BRAZIL ITALYFRANCE MALAYSIA NETHERLANDS INDONESIA VS JAPAN GERMANY UAE US UK 34
- 35. 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% 35
- 36. 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 81% PRODUCT/SERVICES 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% 36
- 37. 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% 37
- 38. 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% 38
- 39. But…activity not limited to offline Technology in societal action At least monthly Internet use 82% Use mobile at least yearly 76% 78% 76% 73% 71% 72% 69% 71% 66% 66% 60% 55% 45% 39
- 40. Turning Insights into Action
- 41. 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 41
- 42. 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 42
- 43. What’s Your Purpose? 43
- 44. What’s Your Purpose? 44
Notes de l'éditeur
- ----- Meeting Notes (14/05/12 17:29) -----23 - das 9h às 12h - auditorio BRFavisar Luciana - convidados
- 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.
- LEFT – brazilians take the streets against corruption;RIGHT – greenpeace, in Brazil, makes a protest mentioning BP’s disaster and warning Petrobras not to do the same
- Vale – in this example, even being a mining company, started to associate its brand to causes aligned to the essence of the company. The most important music award in Brazil is presented/sponsored by Vale.It’s interesting to explain B Corps concept and the example of IBM is valuable to make people compare with local initiatives.
- Natura – associates its brand to music, a way to materialize its purpose of well-being;Sadia – product brand from giant Brasil Foods, associates the brand to the sport and, in consequence, to a healthy lifestyleAmbev – Cyan platform was created to show a commitmment on water scarcity issue;Itaú – associates its brand to many causes/fields. Here is an example in Rock in Rio – they don’t just sponsor – they activate its presence through communication;adidas – from music to sports, they are trying to tell the same story everywhere.
- 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.
- 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 andbrands need a new narrative to break through the noise – something compelling that inspires stakeholders to engage, activate and advocate for an organizationQ49. [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. ----- Meeting Notes (14/05/12 17:29) -----Simon Zadek - pessoas só mudam de ideia quando
- The goodpurpose® study is Edelman’s annual global intellectual property researchstudy 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.
- Q8-21. [TRACKING] How much do you personally care about the following good causes? (Top 2 Box, Care a great deal/Somewhat) 16-country global total
- Top Ranking Causes vary country to country Q8-21. [TRACKING] How much do you personally care about the following good causes? (Top 2 Box, Care a great deal/Somewhat) US
- Now in its fifth year, the goodpurpose study has uncovered the following 4 key themes
- Petrobras is one of the most important companies in Brazil which stimulates long-term and consistent investments in culture.
- Ekos – product line from Natura, which generates benefits to the communities that extract/produce the raw materials for the brand.
- Petrobras – investment in cultureCoca-Cola – telling stories from people stories, promoting their sustainable bottle.
- 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
- 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’tI would help a brand to promote their products or services if there is a good cause behind themI 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)
- 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 consumersQ49. [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 countriesNote: 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
- 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 consumersQ49. [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 countriesNote: 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
- Q50. What should CEOs or corporate leaders be doing to address societal issues in a genuine way? [SELECT ALL THAT APPLY] 16-country global total
- Q36. What should companies be doing to address societal issues? [SELECT ALL THAT APPLY] 16-country global total
- Q54-59. [TRACKING] How likely would you be to do the following in relation to a company that actively supports a good cause? (Top 2 box, likely) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE); Q61-65. [TRACKING] How likely would you be to do the following in relation to a company that does NOT actively support a good cause? (Top 2 box, likely) 10-country global total (excludes Belgium, Indonesia, Malaysia, the Netherlands, Singapore and UAE)Note: Only differences displayed are those which are statistically significant at the 95% confidence level.
- Make consumers aware: 80% of global consumers believe it is important for companies to make you aware of their efforts to address societal issues.Q98. How important is it for companies to make you aware of their efforts to address societal issues? (Top 2 Box, Important NET) 16-country global total and across 16 countries
- We found that Rapid Growth Economies (China, India, Indonesia, Malaysia, UAE and Brazil) are Bullish on “Purpose” compared to the more mature Purpose “Bear” Markets, like the US and Western Europe.
- These RGE consumers comprising the new Purpose Bull Markets feel a heightened sense of empowerment to make a difference compared to five years agoThey also feel a an increases feeling of personal responsibility over the past year to address societal issues Q30. How much do you agree or disagree with the following statement? - Compared to five years ago, ‘people like me’ now have more power and influence to make a difference. (Top 2 Box, Agree) Q24. Do you feel that the responsibility of ‘people like you’ to address societal issues has increased, decreased or stayed the same over the past year? (% who say the responsibility of ‘people like you’ increased)Purpose Bull Markets include: China, India, Indonesia, Malaysia, UAE, Brazil. Purpose Bear Markets include: U.S., UK, France, Germany, Italy, Netherlands, Belgium, Japan
- Consumers in Purpose Bull Markets - have much higher expectations of and engagement with brands and corporations on societal issues. These consumers’ passion and action on behalf of Purpose stands in contrast to consumers in the more mature Purpose “Bear” Markets, like the US and Western EuropeQ40-46. [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)Purpose Bull Markets include: China, India, Indonesia, Malaysia, UAE, Brazil. Purpose Bear Markets include: U.S., UK, France, Germany, Italy, Netherlands, Belgium, Japan
- Our study reveals Bull Market consumers are demonstrating their preference for Purpose across all facets of life, including higher levels of donating, volunteering and participating than Purpose Bear Markets. Q25. Which, if any, of the following activities have you taken part in over the past year to address societal issues? Purpose Bull Markets include: China, India, Indonesia, Malaysia, UAE, Brazil. Purpose Bear Markets include: U.S., UK, France, Germany, Italy, Netherlands, Belgium, Japan
- Bull Market consumers are more willing to pay a premium for products and services offered by a company that supports a good cause when compared with Bear Market consumers Q54-59. How likely would you be to do the following in relation to a company that actively supports a good cause? “Pay a premium for its products/services” (Top 2 Box, Very/Somewhat Likely) 16-country global total and across 16 countries Note: Singapore is not classified as a Purpose Bull Market.
- This elevated personal activity is not limited to the offline world. Bull Market consumers are more likely to take advantage of online resources and mobile connectivity to promote or address societal issues than the global averageQ114. On average, how often do you use the Internet to take part in promoting or addressing a societal issue? 16-country global total and across Purpose Bull Markets (Net: at least monthly)Q118. On average, how often do you use a mobile phone to take part in promoting or addressing a societal issue? 16-country global total and across Purpose Bull Markets (Net: at least yearly)
- Note: Insights based on results and experience in practice.