In the company there are two worlds: that of ideas and that of action. Unfortunately, they are spaces that are rarely touched.
The company is oriented to action, sales, cost optimization, problem solving, etc. but he spends little time thinking. We work based on experience, decisions are made as if by inertia.
And that’s the way it should be on a day-to-day basis so that we are agile, but leaving room for reflection, ideas (to the world of strategy ), to guide us in execution. The problem is that what makes sense doesn’t always happen in the company.
This struggle between action and reflection causes great paradoxes, and great mistakes are made.
One of these great paradoxes translates into the field of marketing in that, to put it briefly, in the company there are many good intentions that are not carried out. Or said in a more colloquial way: “paper holds everything”.
In the field of marketing, and more specifically in the field of strategy, we see how managers agree that strategy is essential for the success of the company, but at the same time they recognize spending little or no time on it .
It happens with strategy and with many other things. There is a disconnect between strategy and tactics, caused by the difficulty of implementing projects . And a disconnect between the management of the Israel Phone Number List and the departments that run it .
That is why many approaches, strategies and entire projects get stuck on paper or in the direction of the company.
The paradox of B2B marketing
I recently came across Carol Cone’s study on the importance of brand purpose , in which the very thing I’m saying happens.
Reading the data and taking into account the initiatives that I have seen in companies in recent months, I have the feeling that there is a certain fashion in this brand purpose.
I think this is great news, although there are companies that are aiming for direct commercial benefit , others have really understood in depth the purpose of the brand and its implications, and are struggling to implement it in their organizations (you have a good example with the purpose of brand Coca-Cola ).
In the end, the latter are the ones that will be reinforced. The first ones will see a momentary peak in sales and then everything will return to normal (and in some cases it will return against them).
The data from Carol Cone’s study is a reflection of the trend / fashion sensation that I was talking about at the beginning.
On the one hand, it gives us contextual data that tells us about the opportunity before us:
52% of company managers think that the brand purpose is linked to customer loyalty.
47% of employees think it influences their commitment to work.
78% of Americans think that business should take part in issues that affect society.
This is clear enough data to seriously consider how to implement the brand purpose in our companies, right?
The key is that this implementation of the brand purpose is done for the right reasons and is not another shortcut to short-term sales.
And then you support this initial context data with data from your study. And these are also hopeful. They tell us that companies seem to understand the importance of brand purpose. B2B companies that are considering it think it is positive , because
82% will be more successful than those without purpose.
75% improves talent attraction.
73% motivate sales teams.
51% because it shows the values of the company.
In the list there are some more data, which delve into the reasons, but these are the most prominent answers.
So far perfect, it seems that companies have it clear. But when they ask about the degree of implementation we find the paradox:
brand purpose – Carol Cone
Brand purpose – Carol Cone
86% think that the brand purpose is fundamental for their businesses (and that they already have it defined), but on the other hand they recognize that only 24% have activated it in their organizations to the point that it influences the culture of the company. business.
The change culture is one of the most difficult (we see digital transformation processes), but what I read between the lines of these data is that the initial 86% is not all reality it should. Otherwise the 24% activation would be higher.
I say this, because when a brand purpose is well defined, it is so powerful that the entire organization follows behind. I don’t mean just at the people level, but also at the strategy level.
It is as if a light were turned on and everyone had a clear path to follow.
Reading the rest of the data, it reminds me of the surveys that were done in the first years on the use of the Internet or later on social networks or mobile phones. They try to show real progress, but still not very significant.
The opportunity with the purpose of branding is there, it is up to us that we are able to take advantage of it.
Companies with a strong brand purpose will emerge stronger from the coronavirus crisis
If we put this article in the context of the coronavirus pandemic that we are experiencing, the brand purpose takes on special importance.
We are living in very difficult times, a new situation for everyone. In all cases, companies are negatively affected. If we analyze it based on current events, only a minimum percentage maintains its activity and, some of these obtain a direct benefit as a result of the crisis (such as the pharmaceutical industry).
This crisis, together with the tendency to define a brand purpose that I mentioned before, puts us in a situation where we can see if it really is a trend or if there are companies that demonstrate with facts.
These days we are seeing wonderful initiatives such as PC Components (offering free technical assistance for those who have to telecommute), the Room Mate and Ayre hotel chains , which have donated several hotels so that they can be used as hospitals , or Movistar to increase 30 GB of mobile traffic and children’s content for its Fusion clients .
Behind them have come countless initiatives from a multitude of companies that offer free content, live concerts, online activities, etc.
It is wonderful to see how in the face of the crisis we come together and show our best side.
Now look at these actions from the point of view of brand purpose. Have these companies stepped forward on issues that directly concern their customers? How will your customers see you after the crisis? Will it make the DE Phone Number more humane and close? Will loyalty and recommendation increase? Will it improve brand perception? Will it improve the perception of value contribution?
I could go on asking questions, but I think it is quite clear that these companies are going to emerge stronger from the crisis.
Of course, this is when it will be shown whether this brand purpose, this closeness to customers, is true or hides a direct commercial interest. It will depend on how these offers are made and how aligned they are with the culture and purpose of the company, whether they are perceived as an act of generosity or a way to take advantage of the situation.
This is where we will see if the paradoxes of marketing are fulfilled or if companies really get down to work. If good ideas stay on paper or are carried out successfully.