Activate Brand Purpose

Chip Walker, Scott Goodson

Description

The greatest challenge facing leaders is activating and actioning purpose based brands to the people who matter inside the company and out. Recent statistics prove that more than 87% of consumers would purchase a product because a company advocated for an issue they cared about, and more than two-thirds would refuse to do so if the company supported an issue contrary to their beliefs.

We live in an age of activism - the conscious consumer is more socially aware than ever before, and this is reflected in their buying habits. Yet, activism on behalf of brands is lagging. While many claim to be 'purpose driven', far too often this purpose is relegated to a plaque above the CEO's desk, and never goes any further. Or, worse, the 'purpose' is transparently used as a marketing ploy, but never acted upon in any real way.

Activate Brand Purpose shows readers how to transform their brand's purpose into meaningful action by sparking a company wide cultural movement, beginning internally and permeating externally. Regardless of whether your purpose is lofty and socially conscious, or all business, focus on galvanizing people, and they will respond if you can prove that you care about that purpose, and that you're working to realize it, rather than simply chasing the next dollar. This book contains a clearly explained, proven framework that will make this happen.

]]>

• Chapter - 00: Introduction;
• Chapter - 01: A call to arms – How to activate purpose with Movement Thinking;
• Chapter - 02: The business case for activating purpose;
• Chapter - 03: Moving to Movement Thinking;
• Chapter - 04: Change the company with a movement, not a mandate;
• Chapter - 05: Movement Inside – Galvanizing the people that matter inside your brand;
• Chapter - 06: Movement Outside – New marketing, branding and advertising for a new customer culture;
• Chapter - 07: Purpose Power Index – New winners and laggards;
• Chapter - 08: How movement increases a merger’s chances of success;
• Chapter - 09: How Movement Thinking fosters collaboration;
• Chapter - 10: Mahindra Rise – A decade of movement;
• Chapter - 11: How to be a galvanizer;

]]>

Sujets

• Socially responsible marketing
• Service innovation
• Ethical marketing
• Corporate social responsibility
• Cause marketing

Informations

• Publié par: Kogan Page
• Date de parution: 03 mars 2021
• Nombre de lectures: 0
• EAN13: 9781789668254
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Praise for Activate Brand Purpose
We’re living in a world that requires leaders to think differently and create a new playbook for operating. There’s never been a more important time to lead with purpose and learn from experts like Scott Goodson and Chip Walker.
Hans Vestberg, Chairman and CEO, Verizon
Don’t just babysit your brand. Honour and activate your brand to fit the environment.
Steve Wozniak, Co-founder, Apple
This book identifies a fundamental problem facing companies today: How to not merely talk about purpose but actually do it.
Ranjay Gulati, Professor, Harvard Business School
The purpose economy is upon us. This book puts forth a new competitive advantage, “Movement Thinking”, as a way to activate purpose for the people who matter inside and outside your company.
Anand Mahindra, Chairman, Mahindra Group
Purpose unlocks the power of marketing to drive business growth. This book is a blueprint for its execution.
Susan Johnson, CMO, Prudential
Chip Walker and Scott Goodson tackle the toughest part of any purpose journey, which is also the most important one: How to convert wonderful words of a purpose statement into actual behaviour. A must-read for anyone wanting to make sure their purpose work truly connects and drives enduring change.
Amy Fuller, Global Chief Marketing and Communications Officer, Accenture
We can only solve the problems confronting society today – inequality, social injustice, sustainability, polarization – if businesses play a key role. And businesses can only play a role when they lead with purpose. To activate your credible purpose, read this book.
Susan Fournier, Dean, Boston University Questrom School of Business
With a pandemic raging and widespread calls to address societal systemic racism, it’s no wonder business leaders in 2020 drew their focus to how company purpose can play a larger role in their organization. They see that creating value for all stakeholders and society at large – not just financial gain for shareholders – means doing more. Done well, many are finding that doing good can also add to the bottom line, and the recommendations within this book share insight on how to activate on this now.
Matthew Lieberman, Chief Marketing Officer, PwC
Activate Brand Purpose
How to harness the power of movements to transform your company
Scott Goodson and Chip Walker
Scott For my wife, Karin, and sons, Jacoby and Ellis.
Chip For my dear friend Elissa – I couldn’t have gotten here without you.
Contents List of figures About the authors Acknowledgements Abbreviations Introduction 01 A call to arms: How to activate purpose with Movement Thinking Designing, then activating brand purpose The purpose craze What is purpose? How stakeholders eclipsed shareholders Purpose has a big problem Why asking ‘why’ is not enough Why activate your ‘why’? When purpose fails The antidote to purpose fail: Movement Thinking Taking Movement Thinking further References 02 The business case for activating purpose Activated purpose drives financial performance Activating purpose aligns all stakeholders Activating purpose creates motivated employees An activated purpose can transform company culture Activating purpose engages customers and consumers Rising to the challenge References 03 Moving to Movement Thinking Why is Movement Thinking so powerful? Why are movements on the rise? What we can learn from societal movements’ decay and success When movements affect the world of commerce Movements take hold in marketing Movements and company purpose Necessary conditions for successful movements Movement Thinking > conventional thinking A framework for Movement Thinking How to know if your movement platform is right The impact of Movement Thinking References 04 Change the company with a movement, not a mandate A movement for new leadership Verizon’s ‘Forward Together’ movement Why culture change fails Xerox: overcoming the barriers to culture change Movement: a CEO’s secret weapon for cultural transformation Movements rethink traditional equity Movements make you ‘anti-fragile’ References 05 Movement Inside: Galvanizing the people that matter inside your brand From purpose to a new organizational culture What is Movement Inside? A movement of care Bringing the movement to life The benefit of activating a purpose with Movement Inside New leadership for a new culture Movement Inside engages the whole person Communicating your Movement Inside References 06 Movement Outside: New marketing, branding and advertising for a new customer culture Righting a societal wrong with Orexo Good for society, good for business Why start your own movement? How to ignite and build a Movement Outside How a bank ignited a movement with 6 million participants Why be a patient when you can be a partner: the ‘Together We Well’ movement What it takes to launch a Movement Outside The FrogLogic approach References 07 Purpose Power Index: New winners and laggards The Purpose Power Index What the top brands have in common Why purpose requires it all REI: the complete package Purpose and partisanship When bold action doesn’t connect Being purposeful is good for business References 08 How movement increases a merger’s chances of success Codifying the design of purpose, activating with Movement Thinking A powerhouse pairing: from NBAD and FGB to FAB The acquisition of a historic brand: T-Mobile and Sprint The merger of equals: unified by purpose, SunTrust and BB&T become Truist References 09 How Movement Thinking fosters collaboration Why collaboration is challenging Movement Thinking fosters collaboration References 10 Mahindra Rise: A decade of movement The birth of a movement Institutionalizing a movement Rise inside Rise outside The ‘Rise’ pillars in action Rise to the future References 11 How to be a galvanizer Escape the herd Align with an idea on the rise in culture Go to the jungle Lead with purpose Pick a fight Fuel the groundswell Mind the gap How you can be a galvanizer in your own organization Are you ready to be a galvanizer? References Index
List of figures Figure 1.1 Measuring the Purpose Gap Source: StrawberryFrog Figure 2.1 With and without an activated purpose Source: StrawberryFrog Figure 2.2 Why B2B companies embrace purpose Source: Cone (2020) Figure 2.3 Purpose = Engagement Source: RepTrak Figure 3.1 Use of the #BlackLivesMatter hashtag hits record levels amid global protests over George Floyd’s death while in police custody Source: PEW, found at Anderson et al (2020) Figure 3.2 Movement framework Source: StrawberryFrog Figure 3.3 TrueNorth manifesto Source: StrawberryFrog Figure 3.4 Smart Car USA manifesto Source: StrawberryFrog Figure 3.5 Movement t-shirts Source: StrawberryFrog Figure 4.1 LifeBridge Health Care Bravely launch campaign ad Source: StrawberryFrog Figure 5.1 LifeBridge Health manifesto Source: StrawberryFrog Figure 5.2 Getting to purpose resonance Source: StrawberryFrog Figure 6.1 Movements versus advertising Source: StrawberryFrog Figure 6.2 Movement building blocks Source: StrawberryFrog Figure 6.3 Movement building blocks: True North Source: StrawberryFrog Figure 7.1 Global consumers on CEOs and change Source: Larcker et al (2018) Figure 7.2 Purpose Power® 100: Few brands are strong on purpose Source: Reptrak and StrawberryFrog Figure 7.3 Purpose leaders act bravely and communicate authentically Source: RepTrak and StrawberryFrog Figure 7.4 Purpose activation domains Source: RepTrak and StrawberryFrog Figure 7.5 Top Republican and Democrat purpose brands Source: StrawberryFrog Figure 8.1 When mission and purpose become one Source: StrawberryFrog Figure 9.1 CMOs have a vast opportunity to collaborate more Source: Deloitte (2018) Figure 9.2 A simple model for collaborative growth Source: eatbigfish (courtesy of Adam Morgan) Figure 10.1 Mahindra ‘Rise’ launch campaign ad Source: StrawberryFrog Figure 10.2 Mahindra ‘Rise’ philosophy Source: Mahindra company information (courtesy of Charles Dhanaraj) Figure 10.3 Movement Thinking versus Movement Think Source: StrawberryFrog Figure 10.4 Brand culture hinges on a compelling brand movement Source: StrawberryFrog Figure 11.1 How to be a galvanizer Source: StrawberryFrog
About the authors
Scott Goodson , based in New York, is the founder and CEO of StrawberryFrog. For the last 25 years, he has worked with some of the world’s most iconic companies including Google, Emirates Airlines, Heineken, Coca-Cola, Jim Beam, Mercedes, Mahindra and Walmart. He invented the concept of Movement Thinking , an approach that uses the principles of societal movements to solve marketing and leadership challenges. Scott has lectured on the subject at Harvard Business School, Columbia, Cambridge, TEDx, on BBC World Service, NPR, CNN, and has appeared in The New York Times , F inancial T imes , The Wall Street Journal , T he Economist , Harvard Business Review , Fast Company, Inc. and Forbes .
Chip Walker , based in New York, is the head of strategy and a partner at StrawberryFrog. He’s recognized for his expertise in brand creation and re-invention, and has led the charge in transforming brands such as Goldman Sachs, Lexus, Bank of America, Jim Beam, and Heineken. Chip is a frequent speaker at some of the branding world’s major events, including the Cannes Lions Festival, the Advertising Research Foundation, Sustainable Brands and the Conference Board. His writing and opinions have appeared widely in places like Adweek , The New York Times , Chicago Tribune and CNBC.
Acknowledgements
This book is based principally on the personal experiences and projects that Scott Goodson and Chip Walker have stewarded with leaders. For this book, we interviewed dozens of people including the CEOs, CMOs, CHROs, CSOs, and other leaders of some of the most admired companies in the world. The interviews were conducted on an attribution basis, meaning that we could interview the executives and publish their interviews verbatim. They were an indispensable resourc