{"id":2422,"date":"2022-02-21T00:22:51","date_gmt":"2022-02-21T05:22:51","guid":{"rendered":"https:\/\/advertisingweek.com\/aw360\/2022\/02\/21\/do-you-want-mayo-with-that-putting-purpose-on-the-marketing-menu\/"},"modified":"2022-02-21T00:22:51","modified_gmt":"2022-02-21T05:22:51","slug":"do-you-want-mayo-with-that-putting-purpose-on-the-marketing-menu","status":"publish","type":"post","link":"https:\/\/advertisingweek.com\/aw360\/news\/do-you-want-mayo-with-that-putting-purpose-on-the-marketing-menu\/2422\/","title":{"rendered":"Do You Want Mayo With That? Putting Purpose on the Marketing Menu"},"content":{"rendered":"\n

By Kevin O\u2019Farrell, Associate Vice President of Analytic Partners<\/strong><\/em><\/p>\n\n\n\n\n\n

Imagine a scene: a darkened room with three titans of marketing theory, Peter Field, Mark Ritson, Byron Sharp, gathered around a table, at its centre, under a spotlight, sits a jar of Hellman\u2019s mayonnaise.<\/p>\n\n\n\n\n\n\n\n

Is it the moment of truth in a dramatic stage play? Is it a tense standoff over who is going to make the marketing team\u2019s sandwiches? No \u2014 it\u2019s because Hellman\u2019s has become the perhaps unlikely ingredient in the continuing heated debate around the pros and cons of purpose-led marketing.<\/p>\n\n\n\n\n\n\n\n

Enter stage left, fund manager Terry Smith lambasting Unilever for what he described as its \u201cludicrous\u201d fixation with brand purpose including attempts to define the \u2018purpose\u2019 of, among others, Hellman\u2019s Mayonnaise (surely the marketing team\u2019s sandwiches??).<\/p>\n\n\n\n\n\n\n\n

Brand purpose has been a topic du jour for some time and becoming ever more ubiquitous with the embedding of ESG policies into corporate vernacular. While having a brand purpose may feel like it\u2019s an inherently \u2018good\u2019 thing \u2014 and therefore an inherently bad thing not to have \u2014 trying to quantify the effectiveness, or not, of purpose<\/em> is a Herculean task.<\/p>\n\n\n\n\n\n\n\n

Back to our titans of marketing for their views on brand purpose.<\/p>\n\n\n\n\n\n\n\n

At the recent IPA EffWorks Global 2021 Conference, effectiveness expert Peter Field outlined his case for the potential power of brand purpose campaigns using his new analysis from the IPA Effectiveness Awards Databank. He concluded: \u201c\u2026there can be considerable benefits for companies in deploying brand purpose campaigns \u2014 both for engaging their own employees, stakeholders and investors as well as for driving customer sales. When it is done well, when it is genuine and credible, brand purpose can be very powerful.”<\/p>\n\n\n\n\n\n\n\n

Mark Ritson looked at Peter Field\u2019s analysis and pointed out what Field had mentioned anyway: picking 57% of his sample of brand purpose cases that had performed strongly might have skewed results slightly. The average purpose campaign was significantly less likely to generate very strong, long-term business effects when compared with \u201ctraditional\u201d non-purpose campaigns. No big surprise there.<\/p>\n\n\n\n\n\n\n\n

But for Ritson, marketers are especially at risk of clinging to \u2018purpose\u2019 for political correctness\u2019s sake. Purpose is everywhere these days \u2014 like the Hellmann\u2019s case stresses. Or remember when Coca-Cola thought they could jump on the BLM bandwagon?<\/p>\n\n\n\n\n\n\n\n

Lesson learned, I guess.\u00a0 Ritson says that purpose, just like other marketing tools, should be a strategic choice. It will prove successful for some and not for others, and that \u2018success\u2019 must be predefined as it may not actually translate into profit or effectiveness.<\/p>\n\n\n\n\n\n\n\n

Meanwhile marketing professor and author, Byron Sharp<\/a>, emphasizes the profit angle, arguing that purpose \u2014 naturally \u2014 should not be linked to profit or sales \u2014 and therefore can\u2019t be linked to ROI.<\/p>\n\n\n\n\n\n\n\n

He argues that the widespread adoption of social purpose could lead to brands becoming too similar and consequently being picked off by private labels. Again, not every FMCG product might have more of a purpose than cost \u2014 or taste\u2014effectively feeding its target group.<\/p>\n\n\n\n\n\n\n\n

So far, so confusing.<\/p>\n\n\n\n\n\n\n\n

But it needn\u2019t be so. Purpose should be treated in the same way as any other marketing activity. Before you take any action, you have to start with the simple question: what\u2019s the KPI?<\/p>\n\n\n\n\n\n\n\n

When looking to implement and measure purpose, you have to ask: what\u2019s my KPI, is it revenue, profit or consumer love? And when you know what success looks like, embed it in your strategy and make sure you have the analytics to measure it.<\/p>\n\n\n\n\n\n\n\n

Once you have your KPI set and as you embark, our marketing titans are on hand to guide: \u00a0being aware that purpose does not just equal branding and may have pitfalls (Sharp), that you need a really strong case (Field) and making sure that using purpose truly fits the brand and differentiates in the market (Ritson), so it will not just be another purpose-spread on the short-term marketing sandwich.<\/p>\n\n\n\n\n\n\n\n

Furthermore, when we look at it as a marketing tool and measure ROI, purpose is not an island, it needs to be linked to the creative. This is imperative because creative work gets more attention and drives ROI \u2014 our ROI Genome data shows that two thirds of ROI is linked to creative execution. Brands can\u2019t just copy other brands when it comes to purpose, they need to authentically talk their own talk and walk their own walk.<\/p>\n\n\n\n\n\n\n\n

And if they can\u2019t \u2014 well, then brand purpose is not for them. There are clear and present examples of brands that have made purpose meaningful and valuable. From full-on purpose-built brands such as Patagonia \u2014 probably the best example for true purpose, with its ethical production \u2014 to a brand like Dove whose \u2018real beauty\u2019 work demonstrated how purpose works for the brand and the consumer (as well as for sales and profit). Even not-so-much-reeking-of-purpose Pampers managed to find true purpose with their UNICEF vaccine campaign and used it across campaigns and in-store to great effect.<\/p>\n\n\n\n\n\n\n\n

And look at a business \u2014 like McDonald\u2019s \u2014 which has had to weather its fair share of negative press over the years for its business practices \u2014 has started promoting plant-based products. But this isn\u2019t McDonald\u2019s trying to claim it is saving the planet (hard when it\u2019s still selling meat products), it is Maccy D\u2019s staying true to its inherent purpose and promise of feeding many for an affordable price at the same quality around the world.<\/p>\n\n\n\n\n\n\n\n

Now pass me that jar of Hellman\u2019s!<\/p>\n\n\n\n\n\n

About the Author<\/strong><\/p>\n\n\n\n\n\n

Kevin O\u2019Farrell leads the Analytic Partners client engagement team in EMEA, turning data into expertise to drive competitive advantage for brands across the region. His industry experience spans Consumer Goods to Financial Services, Hospitality, Retail and Electronics. Originally from an academic background, Kevin is interested in going beyond the sales impact of marketing, looking at a bigger picture.<\/p>\n","protected":false},"excerpt":{"rendered":"

Purpose should be treated in the same way as any other marketing activity. Before you take any action, you have to start with the simple question: what\u2019s the KPI?<\/p>\n","protected":false},"author":7,"featured_media":2423,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","editor_notices":[],"footnotes":""},"categories":[1],"tags":[3],"topics":[2],"class_list":["post-2422","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","tag-brands-marketers","topics-editorial"],"acf":[],"yoast_head":"\nDo You Want Mayo With That? 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