Edelman Good Purpose 2012
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GOODPURPOSE
Edelman goodpurpose® 2012
GLOBAL CONSUMER SURVEY
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Fifth Global Consumer Study 2012 What consumers have to say…
StrategyOne surveyed 8,000 consumers across 16 countries, aged 18+
UK 500
FRANCE 500
CANADA 500
BRAZIL 500
NETHERLANDS 500
BELGIUM 500
SINGAPORE 500
GERMANY 500
ITALY 500
INDIA 500
CHINA 500
JAPAN 500
UAE 500
US 500
INDONESIA 500
MALAYSIA 500
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67%
74%
78%
80%
82%
83%
83%
83%
84%
84%
86%
86%
89%
89%
Supporting the creative arts
Supporting animal rights
Helping to raise people's self-esteem
Fighting the spread of global disease and pandemics
Encouraging tolerance for people who are different
Supporting human and civil rights
Alleviating hunger and homelessness
Aiding in disaster relief
Reducing poverty
Stopping relationship violence and abuse
Equal opportunity to education
Ensuring access to safe drinking water
Protecting the environment
Improving the quality of healthcare
Consistent Commitment; Diverse Opportunity
3
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76%
77%
78%
85%
86%
86%
87%
88%
89%
89%
89%
90%
91%
91%
Supporting the creative arts
Helping to raise people's self-esteem
Supporting animal rights
Encouraging tolerance for people who are different
Aiding in disaster relief
Fighting the spread of global disease and pandemics
Protecting the environment
Equal opportunity to education
Ensuring access to safe drinking water
Reducing poverty
Stopping relationship violence and abuse
Supporting human and civil rights
Improving the quality of healthcare
Alleviating hunger and homelessness
But, Differences Exist in Local Markets (US)
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The Me in We
The New
Purpose Bull Markets
The Reengineering
of Brand Marketing
The “License to Lead”
5
5 Years of goodpurpose
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The Reengineering of Brand Marketing
5 Years of Purpose
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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
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The Reengineering of Brand Marketing
8
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Profit + Purpose: The New Normal
9
57%
68% 70%
76%
20%
30%
40%
50%
60%
70%
80%
90%
2008 2009 2010 2012
+33%
It is OK for brands to support good causes and make money at the same time
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42% 43% 41%
53%
20%
30%
40%
50%
60%
2008 2009 2010 2012
10
+ 26%
Growth from 2010 • Japan (100%)
• China (79%)
• Netherlands (43%)
• Germany (36%)
• India (43%)
Social Purpose as Purchase Trigger When quality and price are the same, Social Purpose most important factor
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2010
2009
2012
PROMOTE
SWITCH
Global Consumers Prefer Purpose
2008
2009
2010
2012
53%
59%
62%
71%
+ 34%
+ 9% 67%
63%
73%
11
2008
2009
2010
2012
RECOMMEND + 39%
52%
64%
63%
72%
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Purchase Frequency
12
„At Least Monthly‟ purchases of cause-
supporting brands increased by 47%
from 2010 - 2012
2012
EVERY 6 TO 12
MONTHS
19%
AT LEAST
MONTHLY
47%
2010
AT LEAST
MONTHLY
32%
EVERY 6 TO 12
MONTHS
34%
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Building Future Performance on Societal Actions
License to Lead
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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.”
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87% 94% 91% 90% 90% 89% 87% 87% 87% 87% 86% 85% 84% 84% 84% 83%
79%
Business vs. Society 87% globally believe business should place at least equal weight on business and society
15
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28%
13% 15% 18% 20% 21% 22% 23% 23% 25% 26% 27%
30%
42% 42%
49%
58%
Business is Struggling to Meet Expectations Only 28% believe business is performing well in addressing societal issues
16
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87% believe business
should place
at least equal
weight on societal
issues and
business issues
Only 28% believe business is
performing well
Performance
lacking on
addressing
societal issues
Performance Gap in Addressing Societal Issues Gap could drive disillusionment, disengagement and distrust
17
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The Role of the CEO
18
CEOs must think proactively about using their business to address issues
USE REVENUE TO PRODUCE MATERIALS THAT RAISE AWARENESS FOR SOCIETAL ISSUES
ISSUE REPORTS ON ENVIRONMENT/SOCIAL EFFORTS
COMMUNICATE EFFORTS TO ADDRESS SOCIETAL ISSUES
MOTIVATE EMPLOYEES TO TAKE PART
PUBLICALLY SUPPORTING SOCIETAL ISSUES
MAKE A LONG-TERM COMMITMENT TO SOCIETAL ISSUES
CREATE SOCIALLY RESPONSIBLE AND INNOVATIVE PRODUCTS
36%
41%
51%
52%
55%
55%
56%
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51%
50%
49%
47%
45%
45%
43%
42%
41%
36%
28%
27%
19%
19%
DONATING A PORTION OF PROFITS
DONATING PRODUCTS OR SERVICES
CREATING NEW PRODUCTS OR SERVICES
PROVIDING EDUCATIONAL INFORMATION
WORKING WITH THE GOVERNMENT
OFFERING PROGRAMS FOR EMPLOYEES
PARTNERING WITH NGOS
ENABLING EMPLOYEES TO VOLUNTEER
ORGANIZING CONSUMER EVENTS
COLLABORATING WITH OTHER COMPANIES
SOCIAL NETWORK FOR CONSUMERS TO ADDRESS SOCIETAL ISSUES
EMPLOYEE FUNDRAISING PROGRAMS
CREATING SOFTWARE/MOBILE FUNDRAISING APPS
CREATING SOFTWARE/MOBILE COMMUNICATION APPS
What Should Companies be Doing?
19
50%+ believe companies should donate a portion of profits or products/services to
address societal issues
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Consumers will praise…and punish
53%
48%
44%
44%
44%
44%
45%
57%
73%
76%
76%
INVEST IN IT
SHARE POSITIVE OPINIONS AND EXPERIENCES
BUY ITS PRODUCTS/SERVICES REFUSE TO BUY PRODUCTS/SERVICES
RECOMMEND ITS PRODUCTS/SERVICES CRITICIZE IT TO OTHERS
NOT WANT TO WORK FOR IT
NOT INVEST IN IT
WANT TO WORK FOR IT
Company that does NOT
actively support a good cause _ + Company that actively
supports a good cause
PAY A PREMIUM FOR ITS PRODUCTS/SERVICES
SHARE NEGATIVE OPINIONS AND EXPERIENCES
+ 9
+ 9
+ 8
+ 4
+ 7
+ 11
+ 7
+ 7
+ 5
Increase from 2010 Increase from 2010
20
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Punishment Goes Public
21
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80%
92% 90% 88% 87% 87% 86% 84% 84% 80%
76% 73% 73% 73% 72% 70% 68%
The More You Know It is critical for companies to make consumers aware of their efforts
22
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Works to protect and improve the environment
Creates programs that positively impact the local community in which the company operates
Has ethical business practices
Takes responsible actions to address an issue or a crisis
Addresses society‟s needs in its everyday business
Listens to customer needs and feedback
Treats employees well
Places customers ahead of profits
Current Purchase Consideration Building Future Purchase Intent
Treats employees well
Listens to customer needs and feedback
Works to protect and improve the environment
Has ethical business practices
Takes responsible actions to address an issue or a crisis
Places customers ahead of profits
Creates programs that positively impact the local community in which the company operates
Addresses society‟s needs in its everyday business
23
Societal Performance = The Human Factor
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Take Note: Be More Human
24
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The New “Purpose Bull Markets”
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Bullish on Purpose
Consumers in Rapid Growth
Economies (RGEs) have much
higher expectations of and
engagement with brands and
corporations on societal issues.
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Who are the Purpose Bull Markets?
27
CHINA INDIA
MALAYSIA BRAZIL
UAE VS
US UK
FRANCE NETHERLANDS
ITALY BELGIUM
JAPAN INDONESIA GERMANY
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37%
29%
56%
63%
Purpose Bull Markets Purpose Bear Markets
Empowered to Make a Difference
COMPARED TO FIVE YEARS AGO,
‘PEOPLE LIKE ME’ NOW HAVE MORE POWER
AND INFLUENCE TO MAKE A DIFFERENCE
THE RESPONSIBILITY OF
‘PEOPLE LIKE ME’ HAS INCREASED
28
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Passion in Action Bull Market consumers contrast those in Bear Markets
57%
72%
62%
67%
63%
64%
66%
73%
78%
79%
80%
81%
82%
83%
I WANT BRANDS TO DO MORE FOR ME THAN PROVIDE A
PRODUCT
BRANDS CAN SUPPORT GOOD CAUSES AND MAKE MONEY
AT THE SAME TIME
I WANT BRANDS TO MAKE IT EASIER FOR ME TO MAKE A
DIFFERENCE IN THE WORLD
I WOULD SWITCH BRANDS IF A DIFFERENT BRAND
SUPPORTED A GOOD CAUSE
I WOULD HELP A BRAND PROMOTE ITS PRODUCT/SERVICES
IF IT HAD A GOOD CAUSE
I AM MORE LIKELY TO RECOMMEND A BRAND THAT
SUPPORTS A GOOD CAUSE THAN ONE THAT DOESN'T
I HAVE MORE TRUST IN A BRAND THAT IS ETHICALLY AND
SOCIALLY RESPONSIBLE
Purpose Bull Markets Purpose Bear Markets
29
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12%
23%
23%
52%
26%
44%
44%
63%
Purpose Bull Markets Purpose Bear Markets
Responsibility at Work Bull Market consumers are more likely to donate and personally participate
DONATED MONEY
VOLUNTEERED AT AN EVENT IN MY
COMMUNITY
DONATED MY TIME OR EXPERTISE
PARTICIPATED IN FUNDRAISING EVENTS
SPONSORED BY A BRAND OR CORPORATION
30
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43%
80%
71%
55% 55% 54%
44% 42% 39% 38% 35% 34% 30% 30% 29% 29% 28%
Paying for Purpose
31
Bull Market consumers more willing to pay a premium for Purpose
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*Note: „At least yearly‟ NET may not add to the total due to rounding
Preference in Practice Bull Market consumers‟ cause-related purchases
Bull Markets Bear Markets
19%
37%
22%
62%
EVERY SIX TO 12
MONTHS
AT LEAST
MONTHLY
AT LEAST
MONTHLY
EVERY SIX TO 12
MONTHS
84% AT LEAST
YEARLY
57% AT LEAST
YEARLY
32
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But…activity not limited to offline Technology in societal action
55%
82% 78%
73% 71% 69% 66%
45%
76%
60%
76% 72% 71%
66%
At least monthly Internet use Use mobile at least yearly
33
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34
Discovering the “Me in We”
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Defining the Me in We
35
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.
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.
Reduced leisure
shopping 85% of those surveyed
around the world
say they have
been affected by
the economic
downturn in some
way.
The Globalization of Need Because of the global recession, societal issues are hitting close to home
36
Unable to donate as
much money to societal issues
My salary decreased
Reduced spending on
food
Unable to pay medical
expenses or afford
healthcare
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Sales Balancing Me and We
of global consumers believe it‟s equally important to address issues that impact me personally and society overall.
52%
37
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44%
77% 73%
66% 58% 57% 57%
47% 41% 39% 37% 36%
29% 26% 21% 20% 20%
Me: Empowered „People like me‟ now have more power and influence to make a difference
38
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54%
22%
40% 43%
47% 48% 51% 52%
54% 55% 56% 56% 59%
62%
68%
73%
80%
19%
35%
26%
36%
25% 24%
17% 20%
18% 18% 17% 15%
18% 16% 14%
10%
3%
Me: On the Rise Who should be most responsible to address societal issues?
In the US, “people like me” are most
responsible to address societal issues
39
People Like Me Government
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+5
+6 +10
+6
+7
+9 56%
89%
63%
55% 60%
39% 38%
19%
55%
94%
69% 65%
53% 48%
44%
26%
Global China Netherlands Brazil US Germany Italy Japan
2010 2012
40
-7
Me: Involved Personal involvement in good causes on the rise in most markets, except US
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Purpose is Personal
41
Economic uncertainty is redefining what we consider “cause”
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Me: in Action
of global consumers take part in activities to address societal issues.
63% of Brazilians
voiced their concerns
72% in US
recycle regularly
75% of Germans take actions to conserve energy
77% of Chinese
donated money
89%
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Turning Insights into Action
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5 Years of Learning
44
Purpose key driver in reengineering brand marketing
Purpose definitive purchase trigger
Corporations earn License to Lead via Purpose
Largest growth markets bullish on Purpose
Operational excellence + societal performance rewarded
1
2
3
4
5
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Not IF, but HOW…
Customize for local execution
Work with NGOs, colleagues, competitors
Build performance measures up front
Story, story, story
Evolve programs to stay relevant
Employees, partners, consumers
Start with depth, not scale
Powerful programs are leader led LEAD
CONSTRUCT
CUSTOMIZE
COLLABORATE
MEASURE
NARRATE
EVOLVE
ENGAGE
45
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46
What‟s Your Purpose?
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47