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Why Do My Teenagers Hate My Brand Two Words No Purpose!

Why Do My Teenagers Hate My Brand Two Words No Purpose!

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Published by Sales Drive

At Sales drive our core philosophy is considering the basics of successful sales, skills, attitude & aspirations.

Get these 3 pillars working in harmony & success will naturally follow.

Please get in touch & have a conversation to experience our insights - we have some great simple solutions to what often seem intractable deep issues.

We can show you the way to growth & profits with our combined 60+ years street smart experience gained through booms, recessions, tough market conditions, start ups, mature & growing businesses.

For a copy of the article please go to the HBR Blog or contact us

http://www.salesdrive.com.au

At Sales drive our core philosophy is considering the basics of successful sales, skills, attitude & aspirations.

Get these 3 pillars working in harmony & success will naturally follow.

Please get in touch & have a conversation to experience our insights - we have some great simple solutions to what often seem intractable deep issues.

We can show you the way to growth & profits with our combined 60+ years street smart experience gained through booms, recessions, tough market conditions, start ups, mature & growing businesses.

For a copy of the article please go to the HBR Blog or contact us

http://www.salesdrive.com.au

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Categories:Types, Business/Law
Published by: Sales Drive on Aug 26, 2012
Copyright:Attribution Non-commercial

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03/29/2013

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17/03/2012Why Do My Teenagers Hate My Brand? Two words: No Purpose! - Forbes1/3forbes.com/sites/marketshare/2012/03/16/…/print/
Image via Wikipedia
 Scott Goodsonis the founderof  StrawberryFrog, the world’s first cultural movement agency. His first book about movement marketingcalled Uprisinghas recently been published by McGraw Hill.
This week saw a monumental shiftin the corporate world – themoment when ideals and moralsovertook performance and productto become the ‘be all’ of a business. According to theDaily Mail:Goldman Sachs had a hefty chunk  wiped off its value not because it’s been lax in terms of its services, but because a former exec questionedits morals. You can’t escape the factthat now, product is playing second base to principles and purpose –even on Wall Street. And the same is true for brands. It doesn’t matter hot and how ‘now’ yourproduct is. People are more interested in where it was made. Who made it,and what conditions they work in. What it’s made of, and what your very  brand stands for. This was reinforced at the Global Marketing Conference inNew York , where ‘global ideals’ became the force du jour.Successful brands out there today already look beyond their products. There’sfinally a realisation in the corporate world that what you do is far moreimportant than what you sell – whether it’s an actual product or a service.Part of the issue is you have CEOs of companies who really believe thatthey’re doing good for the world. And yet their teenagers hate the companiesthey are steering. Most probably because these firms, while focusing ongenerating shareholder value and profits, have forgotten the need for theorganization to have a purpose which is bigger and more inspiring than simply making money. These CEOs have forgotten the crucial importance of purpose. Of having a north star to follow. Purpose is not mission. Purpose is
 
CMO NETWORK
 
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3/16/2012 @ 6:04PM|944 views
 Why Do My Teenagers Hate My Brand? Two words: No Purpose!
Scott Goodson
, Contributor
MarketShare
 ADVERTISING MARKETING & MEDIA 
 
17/03/2012Why Do My Teenagers Hate My Brand? Two words: No Purpose! - Forbes2/3forbes.com/sites/marketshare/2012/03/16/…/print/
about ideals and a philosophy. The better ones add a cause and a change they  want to see in the world for dramatic impact.This focus on ideals is echoed in former P&G global marketing officer JimStengel’s new book 
GROW: How Ideals Power Growth and Profit at theWorld’s Greatest Companies,
 which details the results of a 10-year study analysing 50,000 brands, looking at what attributes made the top 50successful.The leaders were no surprise – Pampers (congrats to our client),Google,  Apple….all brands and businesses who have a culture of caring about whatthey do, and who strive to make a change, with company decisions stemmingfrom a strong set of corporate ideals. Stengel found that brands associated with ideals have more resonance and attraction for consumers. Which meansgreater success for the brand – it’s no coincidence that the top brandsoutperform the market. All of this reinforces what we’ve said all along.Cultural Movements– whereadvertising and marketing looks beyond mere product and instead taps intoshared consumer passion with strong beliefs at the corporate core – are only going to become more critical to business success. In crafting a movementstrategy for your brand, you need to identify an idea on the rise in culture andtie your brand purpose or brand benefit to it in a way that generates a truemovement from within. Because movements start on the inside. Movementsneed to be authentic. Movements aim to drive positive change and typically have a higher purpose and calling.Jim says: “A movement is building, and the best is yet to come. Discover how ideals can change the narrative of business.”His book “Grow: How Ideals Power Growth and Profit at the World’s GreatestCompanies” blends timeless truths about human behavior into an actionframework. Jim based his book on a unique 10-year growth study and show the world’s 50 best businesses — “The Stengel 50″ — demonstrate a cause-and-effect relationship between financial performance and fundamentalhuman emotions, hopes, values and greater purposes.Recently, Jim wrote forUpRising Movements– the invitation-only marketingspace for industry thought leaders, marketing scholars and students. He wrote: “There’s a new movement afoot, a new way for the world to do business. And it’s inspired, in part, by Pampers. Yes, Pampers: the iconic American brand, the first mass-market disposable diapers, a product thatmany of you probably waddled around in in your earliest years. But by 1997, whenProcter & Gambleasked me to oversee Pampers Europe, it had becomethe company’s poorest performer in terms of market share growth andprofitability. My team eventually identified the problem: the brand was sofocused on a single benefit of the product–dryness–that it was no longerresonating with the evolving needs of moms. As I describe in my recent book,Grow , we traveled the globe to talk to mothers about their concerns, andeventually created a new brand ideal: Pampers didn’t just keep babies dry;rather, it was a product that would partner with parents throughout their baby’s stages of physical, social and emotional development. The result? Wehad a mission that inspired all of the brand’s stakeholders–marketing, sales,manufacturing, engineering and suppliers, as well as consumers–and the business that brought in $3.4 billion in 1997 is now a $9 billion business.” When I have spoken about brand purpose – or as I like to call it a brandmovement – I remind CEOs about the story of the Civil War. How the war wasgoing terribly wrong for Lincoln, who for the early part of the conflict wasfocused on keeping an economic union together more than anything else.Thousands of men died, many of them first generation immigrants from

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