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Executive Summary: 2012 Edelman goodpurpose® Study

Executive Summary: 2012 Edelman goodpurpose® Study

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Published by Edelman
Edelman’s 2012 goodpurpose® study, now in its fifth year, explores consumer attitudes around social purpose, including their commitment to specific societal issues and their expectations of brands and corporations. The study is conducted online in 16 countries with 8,000 consumers (18+). For more information, visit http://purpose.edelman.com.
Edelman’s 2012 goodpurpose® study, now in its fifth year, explores consumer attitudes around social purpose, including their commitment to specific societal issues and their expectations of brands and corporations. The study is conducted online in 16 countries with 8,000 consumers (18+). For more information, visit http://purpose.edelman.com.

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Categories:Types, Research
Published by: Edelman on Apr 20, 2012
Copyright:Attribution Non-commercial

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goodpurpose
®
2012
EXECUTIVE SUMMARY
 
2
Edelman goodpurpose
®
2012
The power of Purpose is driving consumer preference and loyaltyin a world where trust in corporations is low and differentiationbetween brands is negligible. The implications are extensive:from product innovation, R&D, and supply chain optimization,to employee engagement and marketing. Purpose, whether atthe core of business operations, or at the heart of the brandproposition, is inventing, motivating and even reengineeringorganizations as we know them.
Why Purpose?
With 24/7 connectivity, hyper transparency and diminishing competitive barriers, com-panies and brands need a new narrative to break through the noise – somethingcompelling that inspires stakeholders to engage, activate and advocate for an organi-zation. Beyond CSR, cause marketing or altruism, Purpose is a core strategy for protand growth based on linking an organization’s reason for being to improving lives andimpacting society.Today, leading brands and corporations are transforming how they operate, shap-ing consumer engagement, civic renaissance and smart public policy in a complexglobal environment. These transformative businesses demonstrate operational excel-lence plus societal performance. They are imbued with a deep purpose, and addressbusiness and social imperatives through powerful, integrated strategy. Executed withhonest intent and a long-term view, Purpose unites and motivates key stakeholders,from skeptical consumers to reticent employees.From Levis to Natura, Innocent to New Balance, Warby Parker to Microsoft, whetherestablished or new, Purpose has assuredly claimed its spot as the 5th P in marketingand, increasingly, as a business imperative.
The 2012 goodpurpose
®
study
Over the course of ve years, Edelman’s goodpurpose
®
survey has explored globalconsumer attitudes around social purpose, including their commitment to specicsocietal issues and their expectations of brands and corporations.This years study of 8,000 consumers in 16 markets conrmed brands and companiestoday cannot just be responsive, they must be responsible. And, consumers worldwidecould not agree more. For them, values are the new currency; Purpose is the newparadigm.Onwards,Carol L. ConeGlobal Practice Chair, Edelman Business + Social Purpose
 
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Throughout the world, consumers are taking action, and mak-ing decisions in response to Purpose. Over ve years, con-sumer activity and inclination towards Purpose has grownconsiderably across many facets of traditional brand market-ing and communication. There has also been dramatic accep-tance of companies and brands doing well while doing good.In 2012, 76% of global consumers believe it is acceptable forbrands to support good causes and make money at the sametime – this is a 33% increase globally from 2008 [see Figure 1].In Germany, there has been an 84% increase since 2007, anda 49% increase in China since 2007.When quality and price are equal, the most important fac-tor inuencing brand choice is Purpose. Across the globe, theprominence of Purpose as a purchase trigger has risen 26%since 2008 [see Figure 2]. In certain regions, that growth iseven more pronounced: Japan (100%), China (79%), Neth-erlands (43%), India (43%), and Germany (36%) since 2010.With social purpose outpacing design and innovation andbrand loyalty, infusing a company/brand with an authenticand aligned Purpose provides distinct competitive advantage.As social purpose’s role in purchasing decisions has increased,purchase frequency has also intensied: 47% of global con-sumers buy brands that support a good cause at least month-ly, a 47% increase from 2010.Not only are consumers making purchase decisions withPurpose top of mind, they are also buying and advocatingfor purposeful brands. 72% of consumers would recommenda brand that supports a good cause over one that doesn’t;a 39% increase since 2008. 71% of consumers would help abrand promote their products or services if there is a goodcause behind them; a growth of 34% since 2008. 73% of consumers would switch brands if a different brand of similarquality supported a good cause; a 9% increase since 2009[see Figure 3].
5 Years of Purpose:
The Reengineering of Brand Marketing
Figure 1:
 
% who believe it is OK for brands to support goodcauses and make money at the same time (Global)
Figure 2:
 
When quality and price are equal, social purpose ranksas most important factor in selecting a brand (Global)
Figure 3:
Global consumers’ preference for purpose
 
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SWITCHPROMOTE
71%52%
RECOMMEND
64%63%72%
+34%+39% +9%
        2        0        0        8        2        0        0        9        2        0        1        0        2        0        1        2
53%
        2        0        0        8
59%
        2        0        0        9
62%
        2        0        1        0        2        0        1        2
67%
        2        0        0        9
63%
        2        0        1        0
73%
        2        0        1        2
+33%
57%
        2        0        0        8
68%
        2        0        0        9
70%
        2        0        1        0
76%
        2        0        1        2
+26%
42%43%41%53%
        2        0        0        8        2        0        0        9        2        0        1        0        2        0        1        2

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