How to implement the brand purpose so that it adds value to the company

For me, the purpose of the brand is to name something that we have actually been talking about for many years. The brand purpose defines the soul of the company, defines its heart, in short, it tells us about what gives meaning to the company beyond sales.

It seems that with this trend that we see in some companies and in a vast majority of marketing blogs, including this one, we have just invented the wheel. And as often happens in marketing, what we have done is to name a behavior to an aspect of the relationship between consumer and company.

As with the sales funnel or purchase funnel (not to be confused with the funnels composed of certain automations that lead the user to the sale that describes one of the possible paths to the final objective), we talk about the sales process already defined with the AIDA methodology in 1904, with the purpose of branding we are talking about something that we have been dealing with for some time in the brand strategy of companies and that few companies took seriously.

When I have talked about the definition of brand Cambodia Phone Number List purpose in previous articles, we have seen several options from people who have been working with this approach for decades.

But as with the definition of insight, we understand it better when we summarize it and bring it to the consumer field (an insight is the reason why the person who would buy your product or service, but would not tell you), when we talk about the purpose of mark asking us the following question to define and understand it at the same time:

What would the world lose if your company disappeared?

I know that it may sound too high or pretentious to believe that all companies have a contribution of value to the world. This question refers more to what society loses if your company did not exist. If the answer is something like that we would not supply our products, your company has a fundamental problem. It does not contribute much beyond the functional.

A company that is driven by its purpose is focused on leaving a positive impact on the world. Whatever its area of ​​influence (local, national or international), a company is able to connect with its audience when it seeks to improve the society that surrounds it in some aspect. It does not have to be social or environmental (as many companies confuse), it is what the company wants to achieve beyond sales.

If Apple were to disappear, in addition to ceasing to have its products, we would lose a company that has been a benchmark in its sector for decades for its innovative and disruptive products. And what is more important, for many of your clients it would represent the loss of a reference in their lifestyle.

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How to implement the brand purpose in a company
We study and enhance the brand’s purpose due to its connection with customers (and the benefits that this brings to the company in the form of sales), but the reality is that this positive effect is extended to suppliers, partners, investors and other groups of interest (or stakeholders as we call it in marketing). All of them feel more committed to a company with a soul than to a product dispatch company.

It is not enough to be clear about the brand purpose for it to become visible throughout the company and to be successful. To achieve this, we must start by creating a direct relationship between the purpose and the quality of the company that generates the most value.

For example, if Inditex led by Zara defined their brand purpose, they should create a direct relationship with what they do best: logistics and design (their ability to create new designs and put them in stores with high frequency).

To bring it down to reality, we can follow the golden circle methodology that I have once described in this blog:

Why = brand purpose.
How : they represent the environments where we can make the purpose come true In short, they represent the components of our value proposition for our clients, those things that make it a reality. This is where we join that contribution beyond the product, with the design of products and services that represent it, with processes, attitudes, etc. that make it possible.
What : the tangibilization of the hows. In social, commercial policies, etc. that represent the why, in products that are aligned with what our clients are looking for and with what the company represents, with processes that support them, etc.
To be sure that we have taken into account all the most important points, we should start the exercise by reviewing our business model , to define which points we should review and refocus.

My marketing philosophy has always been from the inside out and from less to more , so applying it to this case and adding the phases of the golden circle, I think that the pillars of the brand purpose implementation process are:

1. People and company culture
As with the digital transformation processes of companies , and with any major change, the first step is always the people and the company culture. The phases of a great transformation in a company are not very different, regardless of the change we want to produce.

In this case it is, if possible, more important because the purpose is the root of the company’s culture. And at this point we may run into a problem. And it is that the purpose of the company is not aligned with that of the employees.

In this case, no matter how many dynamics and training we do to transmit this philosophy, it is going to cost us a lot to fully live it among the employees. We are facing a problem of prior selection, and not so much of subsequent management.

It is true that we can try to help these people become closer to the culture of the company, but it is a slow and costly process. That is why companies that are clear about their purpose and culture, only select people who are aligned with them.

In my working life I have experienced first-hand the case of a company that had a strong culture and brand purpose from the outside, but it was not reflected in and the employees were unhappy.

And it is that transmitting the values ​​of a company and its culture is not easy at all. The founder of the company is the one who lives the purpose in the first person, but the further we move away from his figure and the more time passes since the founding of the company, the easier it is for it to be diluted and become a utopia for those who do not he lives it as his own.

These are the scalability issues. In an SME it is easier, but in a multinational it becomes one of the biggest challenges.

Employees have to live the company’s brand purpose
As I said before, I do not think that correctly transmitting the purpose of the company is only a matter of making internal presentations and training. For employees to make the brand purpose their own:

We must start from a clear and precise definition of the purpose : a simple definition that anyone can understand and make their own. Inspirational and utopian phrases written on the walls do not work, it is about being clear about the company’s contribution to society and that this contribution is aligned with the main strength of the company, with the greatest generator of value.
Direct application to reality : what inspires and guides the company is the service or contribution to society (in whatever sense), and this must be easy to fulfill. Being so clear and simple, everyone understands it and is able to implement it in their workplace. This is the demonstration that the purpose is well defined and explained.
Experimentation in the first person : in addition to understanding and applying it in their workplace, they must make it their own by seeing it in action. This is achieved with direct and regular contact with reality.
The big brands have immersion programs in which employees go through certain positions for a short period of time so that they really understand what the company is about. I think this should be an ongoing process for all employees.
Employees should be the best brand ambassadors – we are talking about client centric companies and I agree 100% that it should be, but what does it really mean to be customer centric ? Understand what we contribute beyond the product and that this is the reference for all employees and from which all company policies emerge. It is the way to create that connection with customers and that it returns to us in the form of sales.
This first point is always the most important. We can already have the following perfectly defined and implemented, that if the people who make up the company are not 100% aligned with the purpose and believe in it, things will not stop working.

When employees are clear about and live the company’s brand purpose as their own, it will be much easier to adapt the rest of the points of this methodology, since they will know how to refocus their work to align with something they feel in the first person. They will be the ones who drive the internal change that makes it possible for the DE Phone Number to live its purpose fully .

2. Products and services
We are already clear and have made the company’s purpose our own. Our north is to add value beyond the product and this is what dictates the rules of the game. We know that if we do this, we have a direct connection, a personal relationship with our clients (which cannot be imitated by our competition ), which will come back to us in the form of sales, recommendations, profitability, etc.

The next step is to review or define the most direct point of contact with our customers: our products and services.

We have to see if what we offer them is aligned with our purpose and with our value proposition. Do our products meet what our customers expect of us? Do they add to our purpose or are they generic commercial bets?

Defining and making these decisions goes far beyond what you can write in an article, and it is difficult to implement. Abandon policies that work at a commercial level, but that distort (do not contribute), the purpose is dizzying, but in the medium term it strengthens the company and brings greater and more profitable sales.

3. Processes and operations
In that initial review of our company’s business model that I referred to at the beginning, we must pay special attention to the relationship between resources, activities and key partners that allow me to deliver my value proposition. Well, this is how we are going to identify the key processes on which to start our analysis.

This is another of the complex points because changing variables of a relatively complex operation involves many other changes and possible hidden costs. From my point of view, it is not about changing processes that work, but about adapting the variables that compose it so that they are aligned with the purpose of the company.

We can be talking about working with suppliers, using better quality materials, reducing pollutants … the variables are many. The important thing is that we do the analysis always starting from the purpose.

All the changes we make in this regard will contribute to making our strategy more solid and generating greater synergies between the different points of the chain.

4. Points of contact with the client and communication
The next layer of action is that of contact with the customer. It is at this point where we plug in both ends of the cable and check if the light turns on .

We have defined our purpose and aligned people, products and processes with it. All this thinking about adding value beyond sales to our customers. Now is the time to pass it on and see if we really have done a good job .

For this reason we have to review each physical and digital contact point to align its messages and dynamics with everything we have defined so far. It is not about turning our communications into a direct download of our brand manual. But to verify that all of them carry their message implicitly.

We can be talking about 100% commercial texts, processes, … whatever, but it must be noted that all of them come from the same origin. We have to be consistent.

This is a crucial point. We may have done an excellent job so far, but if we fail in communication, in interaction with our audience and clients, we may be giving the wrong image.

This can cause that we are not correctly transmitting our purpose or even worse, that we are giving the impression of wanting to wash the image of the company with a social message that does not correspond to the philosophy of the company.

At this time, the ideal would be to have a really active customer department in which they are constantly involved in the day-to-day of the company.

Normally these departments take care of your claims, manage loyalty programs, maintain the service, etc. but I believe that we must go further and find a way to integrate clients into the internal processes of the company.

When we are in a company, it is incredibly easy to distance oneself from the reality of the clients.

We must be clear that they have the answers to the vast majority of the problems we have, they are the ones who should contribute more in the design of the products, in the commercial policies, in the external processes, … we do in a company is designed to accompany them in the initial purchase process and in the subsequent customer experience. For this reason, it would be very positive to have their support throughout the value chain.

How to do it? We can give you several different approaches, but I think it should be a combination of a comprehensive loyalty program and constant market research.

They are tools that can be used with different levels of intensity depending on the context of the company and its possibilities. But no matter how small the company is, efforts can be made in this direction, to have constant contact with the reality of our clients and society.

5. Data, information and knowledge
And wrapping all the layers, we must have the data layer that informs us of how we are evolving in that transformation towards a company guided by its purpose.

When we talk about data, the measurement of objective facts, of “things” that we have within our reach and can measure, usually comes to mind. But measuring a purpose is a bit more complicated than that.

As we do when we define the metrics and KPIs in marketing and specify the macro and micro conversions (made measurable objectives that tell us about the propensity to buy of our audience), we have to look for metrics that describe the fulfillment of our purpose of mark on each of the pillars (and “sub-pillars”) described so far.

Sometimes it will not be easy, but we must look for the measurable data that best describes it to us. Sometimes we can measure it directly, and sometimes we will have to resort to surveys and periodic market studies that tell us how we are progressing towards our goal.

The transformation of data into information and this into knowledge, is one of the maxims of analytics (whether digital or of any other nature). In this case, as it is something so strategic, it becomes even more relevant.

How do we measure and analyze the data to provide our company with knowledge? And what is most important for the success of the project , how do we manage to demonstrate that the transformation we are carrying out is being transformed into value for shareholders? (sales, profitability, company value, etc.).

This is the last point, but it contains the final key. If we are not able to show that what we have (or are going to do) done is being transformed into tangible value for the company, the project does not have much of a future .

This is an extensive and complex issue, and very relevant for companies (and even more so in the COVID context), but I think that everyone must face it if they want to last over time.

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