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Winning in the Relationship Era - A New Model for Marketing Success

Winning in the Relationship Era - A New Model for Marketing Success

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Winning in the Relationship Era - A New Model for Marketing Success
Winning in the Relationship Era - A New Model for Marketing Success

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Categories:Types, Research
Published by: Eye For Pharma Events on Jan 11, 2011
Copyright:Attribution Non-commercial

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04/24/2012

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The apex of trust-building involves

a connection at the core. To support

brands in creating the deepest

possible relationships, we facilitate

the process of uncovering purpose.

Purpose answers the question, “Why

are we here?” Brands that have clarity

and alignment on their purpose

have more engaged team members.

They’re more energized by their work

and make decisions more efficiently

and with greater conviction. These

brands also have happier customers,

consistently beat their competitors,

are more apt to positively impact

society, and have more prosperous

shareholders.

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breakthrough success in the relationship era

Pampers is one example of a brand achieving greater results as an outcome of

purpose discovery. According to Procter & Gamble’s longtime Global CMO, Jim

Stengel, the Pampers team thought of the brand in terms of the functional benefits

that it provides—keeping babies dry. After a deeper evaluation of its purpose, the

team broadened its role and defined its purpose as helping mothers around the

world with their babies’ physical, social, and emotional development. This clarity

led the brand team to fund clinical trials regarding the connection between

sleep and the development of babies, which in turn helped Pampers expand and

improve its product portfolio. Given its commitment to helping mothers around

the world, Pampers started a program to support the immunization of children in developing

countries. Orienting the business around a meaningful purpose, Pampers inspired deeper

engagement with its employees. Within a few years, brand sales doubled, and Pampers became

Procter & Gamble’s first $8 billion brand.13

Mr. Stengel points to the clarity of purpose as the key

to attaining these remarkable results.

Pampers discovered a way to benefit society and its customers, inspire employees, and build a

stronger bottom line for investors. This “multiple stakeholder” orientation is typical of brands

and companies that build sustainable relationships. Former Johnson & Johnson chairman

Robert Wood created the company’s credo in 1943, emphasizing a commitment to the needs

and well-being of consumers (doctors, nurses, patients, and parents), employees, stockholders,

and society. This credo is much more than a poster that hangs on the walls of the headquarters

38Section 3

building; Johnson & Johnson believes it is the secret to its success. Company leaders credit the

credo for helping them make smart decisions in the wake of Tylenol’s cyanide tampering and

quickly restoring confidence and sales in the leading over-the-counter analgesic.

Johnson & Johnson is one of only a few 100-year-old American companies, and

it has been able to stand strong during difficult times and achieve long-term

financial success. It thrives today in large part because it has proven to be a

brand that can be trusted, and it has built that trust by remaining true to its

core ideology.

In good times and bad, a clear purpose helps leaders make difficult decisions that can

ultimately lead to breakthrough business results.

“Healthcare brands have a real opportunity to distinguish

themselves by building authentic relationships with

people. Perhaps our greatest value is helping healthcare

brands clarify their purpose and authentically translate it

into meaningful action.”

Hensley Evans, president, imc2

health & wellness

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breakthrough success in the relationship era

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