{"id":21804,"date":"2022-12-07T23:52:12","date_gmt":"2022-12-07T23:52:12","guid":{"rendered":"https:\/\/mailinvest.blog\/index.php\/2022\/12\/07\/building-purpose-inside-the-business\/"},"modified":"2022-12-07T23:52:12","modified_gmt":"2022-12-07T23:52:12","slug":"building-purpose-inside-the-business","status":"publish","type":"post","link":"https:\/\/mailinvest.blog\/index.php\/2022\/12\/07\/building-purpose-inside-the-business\/","title":{"rendered":"Building Purpose Inside The Business"},"content":{"rendered":"<p> <a href=\"https:\/\/go.fiverr.com\/visit\/?bta=1052423&nci=17043\" Target=\"_Top\"><img loading=\"lazy\" decoding=\"async\" border=\"0\" src=\"https:\/\/fiverr.ck-cdn.com\/tn\/serve\/?cid=40081059\" loading=\"lazy\"  width=\"601\" height=\"201\"><\/a>\n<br \/><img decoding=\"async\" src=\"https:\/\/www.trinityp3.com\/wp-content\/uploads\/2022\/08\/diane-primo-2.jpg\" loading=\"lazy\" \/><\/p>\n<div>\n<p><span style=\"font-weight: 400;\"><a href=\"https:\/\/purposebrand.com\/about\/our-team\/diane-primo\/\" class=\"external\" target=\"_blank\" rel=\"noopener\">Diane Primo<\/a> is the CEO of Purpose Brand Agency, an award-winning, Chicago-based public relations, branding and digital marketing firm. She is also the author of <a href=\"https:\/\/www.amazon.com\/ADAPT-Scaling-Purpose-Divisive-World-ebook\/dp\/B09Y7C69GJ\/ref=cm_cr_arp_d_product_top?ie=UTF8\" class=\"external\" target=\"_blank\" rel=\"noopener\">ADAPT: Scaling Purpose in a Diversive World<\/a>. Diane\u2019s focus on impact marketing stems from the belief that brands must be relevant, purpose-driven and committed to consumers to be successful today. Consumers\u2019 demand for meaning, transparency and authenticity has changed the nature of and raised the stakes in interactions with an organisation and she shares how that can be achieved.<\/span><\/p>\n<p>You can listen to the podcast here:<\/p>\n<p><iframe loading=\"lazy\" data-lazy=\"true\" data-src=\"https:\/\/w.soundcloud.com\/player\/?url=https%3A\/\/api.soundcloud.com\/tracks\/1311884350&amp;color=%23ff5500&amp;auto_play=false&amp;hide_related=false&amp;show_comments=true&amp;show_user=true&amp;show_reposts=false&amp;show_teaser=true\" width=\"100%\" height=\"166\" frameborder=\"no\" scrolling=\"no\"><\/iframe><\/p>\n<p>Follow Managing Marketing on\u00a0<a class=\"external\" href=\"https:\/\/soundcloud.com\/managing-marketing\" rel=\"noopener noreferrer\" target=\"_blank\">Soundcloud<\/a>,\u00a0<a class=\"external\" href=\"https:\/\/managingmarketing.podbean.com\/\" rel=\"noopener\" target=\"_blank\">Podbean,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/podcasts.google.com\/feed\/aHR0cHM6Ly9mZWVkcy5zb3VuZGNsb3VkLmNvbS91c2Vycy9zb3VuZGNsb3VkOnVzZXJzOjE2MTQ0MjA2NC9zb3VuZHMucnNz\" rel=\"noopener noreferrer\" target=\"_blank\">Google Podcasts,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/tunein.com\/podcasts\/Business--Economics-Podcasts\/Managing-Marketing-p1275737\/\" rel=\"noopener noreferrer\" target=\"_blank\">TuneIn<\/a>,\u00a0<a class=\"external\" href=\"https:\/\/open.spotify.com\/show\/75mJ4Gt6MWzFWvmd3A64XW\" rel=\"noopener noreferrer\" target=\"_blank\">Stitcher,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/open.spotify.com\/show\/75mJ4Gt6MWzFWvmd3A64XW\" rel=\"noopener noreferrer\" target=\"_blank\">Spotify,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/podcasts.apple.com\/au\/podcast\/managing-marketing\/id1018735190\" rel=\"noopener noreferrer\" target=\"_blank\">Apple Podcast<\/a>\u00a0and\u00a0<a class=\"external\" href=\"https:\/\/music.amazon.com\/podcasts\/5e7b205c-81c9-44e0-aa1d-d2ce504c6048%E2%80%8B\" rel=\"noopener noreferrer\" target=\"_blank\">Amazon Podcasts.<\/a><\/p>\n<h3>Transcription:<\/h3>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Welcome to Managing Marketing, a weekly podcast where we discuss the issues and opportunities facing marketing, media and advertising with industry thought leaders and practitioners.<\/p>\n<p>Today, I\u2019m sitting with Diane Primo, the CEO of Purpose Brand Agency, an award-winning Chicago-based public relations, branding and digital marketing firm.<\/p>\n<p>Now, Diane\u2019s focus on impact marketing stems from the belief that brands must be relevant, purpose-driven, and committed to consumers to be successful today because consumers have a demand for meaning, transparency, and authenticity that\u2019s changed the nature of, and raised the stakes in all communications. Welcome, Diane.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh, thank you. Hi Darren. Nice to be here. Nice to talk to everyone today.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Diane, the reason I was so keen, so interested in having this conversation was this concept of transparency and authenticity in communications, because we see a lot of discussion about this, but not necessarily always action or execution in this area, especially in the, what do they call it? The post-truth world that we live in?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh yes, totally.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Do you think the post-truth world is driving this need? The fact that so many things that we rely on are now questionable.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>In truth, I think there\u2019s always been a post-truth world. I think that everyone has always wanted to hear the truth. I can\u2019t imagine that someone would say, or a consumer would say, \u201cOh, don\u2019t tell me the truth.\u201d I just think that technology has enabled it, and has really driven a demand for it.<\/p>\n<p>So, this idea of having this mobile platform in my hand, this mobile microphone in my hand, has connected people in an unusual way where they can discover the truth on their own. And as a result of discovering the truth, they\u2019re more than willing to out people who are not telling the truth. So, in that sense, it\u2019s been there. Technology has enabled it.<\/p>\n<p>And as it relates to that, this idea of tell me the truth, be transparent, be authentic has become a part of it, a real part of it, and a demand. And so, it really means that no company can escape that which is fascinating.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, it\u2019s interesting, isn\u2019t it? Because for at least 50 years, companies and brands have been able to use paid advertising to pretty much put their message out there in the way they want without really being challenged. And that, as you say, has fundamentally changed because of social media and technology, hasn\u2019t it?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Absolutely, there\u2019s been a real shift in power. It\u2019s gone from the brands who are able to push messages out to them under the guise of a pull strategy, push messages out to them \u2014 to one where the consumer is absolutely in control now. And any brand who doesn\u2019t believe that I think is sadly mistaken.<\/p>\n<p>So, from a marketing standpoint, we have to really recognize that. And so, what we\u2019re really looking for is them to engage with us, for them to embrace us as we market, and do it because we really are relevant. This idea of relevancy has never been more important. You can achieve relevancy in several ways.<\/p>\n<p>Relevancy might be connected to how much I\u2019m used, relevancy might be connected to what my real passions are, as a consumer, what I really care about, and are you really connecting into that? Do you really understand what I care about? And are you honouring that in the marketplace?<\/p>\n<p>So, the world has become far more complex for us because when you look at \u2026 look at how many individuals there are in the U.S. And if they all have the power, then they\u2019re going to come at you at every which way, but it also means the bottom line, that anything you say and how you say it, you have to really be thoughtful of that because they will come back and have something to say about it.<\/p>\n<p>So, navigating this communication world has really become different and unique for marketers.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And it\u2019s interesting that this is also driven, and perhaps because of relevancy, this need for organizations to really articulate the purpose, to answer that question: why do you exist? And probably more important, why do you exist in my life?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Exactly. And it better not be for just the dollar. We understand that companies want to make dollars, but we want them to be doing something more than just kind of pushing the green and literally pushing the green. And so, consumers have really evolved their expectations around what they expect a business to do, and what they expect business to be stewards of, and literally stewards of.<\/p>\n<p>And if you step back and look at that, they\u2019re almost requiring you to be stewards of culture. And culture is a word that\u2019s thrown around a lot, but if you start unbundling it and what it really means, and looking at what they care about from a cultural standpoint, what you see is you see that they care more about our ability to give back sustainability, social justice than they do around technology, fashion, professional sports brands.<\/p>\n<p>And for me, video games, they hear more about it than video games. That to me is really amazing. That\u2019s a major shift in consumer thought and consumer behaviour as well as what we had 10 years ago or 20 years ago. Clearly, the younger generation is driving it, but it\u2019s becoming really required by all generations because the younger generation is very tightly connected to the older generation now.<\/p>\n<p>And so, they\u2019re influencers of that. What do we want to see happen? How happy are we about the changes? And from a parent standpoint, you\u2019re like, \u201cOh, I want my kids to live in a better world.\u201d So, what they are supporting, we\u2019re embracing because we see the future and the future does not look as rosy as it did 30 years ago.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>So, it\u2019s interesting you bring up generational connection because what are the Baby Boomers that gave us the eighties when greed was good? And also, the ones at the moment that are driving the wealth acquisition for their retirement, and to go to your point about pushing green, this is \u2026 so it is a generation that had a major impact for the last 50 years. But it\u2019s interesting how now, the Millennials and Gen X and the next generation are really redefining what\u2019s important, aren\u2019t they?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh, they are. And I think part of it, is you mentioned the Baby Boomers; what happened to the Baby Boomers? They had children, lots of them. So, they had children and they sort of cuddled those children and they really helped them grow, mentally grow. And in our generation, that Baby Boomer generation was about helping their kids look at the world differently, expanding their view.<\/p>\n<p>And as a result, those kids have leaned in and they understand what\u2019s going on in one country versus the next. They have leaned into social justice (this is wrong, this is right). The Millennials are the most multicultural generation there was in decades. And the most diverse generation we\u2019ve ever had.<\/p>\n<p>So, what we\u2019re seeing, is we\u2019re seeing this sort of convergence of caring, passion, of concern about the world and everyone\u2019s future. Parents are concerned about their kids\u2019 future. Kids are concerned about their future, and they\u2019re not willing to stand aside and let it happen on its own. They really do want to have some involvement, they want people to lean into it, and they want companies to be more responsible. They want them to stand up and do what\u2019s right.<\/p>\n<p>And those are also the people who are walking into a company\u2019s office right now, too. And they\u2019re working there, Darren.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Exactly. They\u2019ll be your boss tomorrow.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Exactly. They will be your boss tomorrow.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Diane, the thing is though, a lot of the issues that you raised before around Black Lives Matter, diversity, the environment, there\u2019s still an incredible amount of diverseness. There\u2019s a lot of opposition, and a lot of these issues are being manipulated to \u201cthem\u201d and \u201cus.\u201d<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Right, exactly.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>I can imagine if you\u2019re playing only in that area and doing it to be relevant to your market becomes very dangerous because you could end up looking like you\u2019re blowing in the wind. How does an organization really get to what are the issues that are important and what are the ones that we should be supporting, and how should we be supporting them?<\/p>\n<p>Because I think, to your point about consumers wanting authenticity, the last thing they want is brands that are just jumping in and sort of jumping on a bandwagon, don\u2019t they?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>I think I totally agree with that. The first thing I would say for a company is look at your employees. They are your spokespeople for purpose, but they also help you put purpose into action. So, you can judge a lot by understanding what your employees want, what their passions are, and what they value. You need as a company to make sure you align with their values.<\/p>\n<p>In turn, you need to also look at what your client\u2019s values are and how they feel and what they think as well. And there needs to be this incredible alignment that happens between a company and their employees and their other stakeholders.<\/p>\n<p>Now, what\u2019s interesting about all of this is if you look at an employee as an owned asset, as opposed to someone\u2019s on loan to you, because they are a loan, your point of view is much different. They really are the public. They represent the public. And as a result, if your values are misaligned with theirs, now, they will activate the walkout on you; Google\u2019s had walkouts, and Amazon has had walkouts. They\u2019ve almost closed businesses down. They\u2019ll boycott out on you.<\/p>\n<p>So, it is a very interesting world and it is very, very divisive. But my advice is, understand your purpose, understand what your values are, and then stay aligned with that. And you\u2019ve got people like Chick-fil-A, that\u2019s very right wing. They stay aligned with the values. So, right wing values, and people still shop there, but they are on point for those values. And then you have others that believe in other things.<\/p>\n<p>I mean, look at the companies that came out during Roe v. Wade; many of those that you would say, okay, Ben &amp; Jerry\u2019s, no surprise, they\u2019re activists at their heart. Unilever came out during this time. I think Levi Strauss came out, all behind gun violence, et cetera \u2014 OkCupid really in the forefront at this point.<\/p>\n<p>Kudos to OkCupid. If you look at what they\u2019re doing in terms of the diversity they\u2019re showing and how they\u2019re showing it, how they\u2019re understanding LGBTQ+ rights, I mean really amazing what\u2019s going on right now. You know, just kind of hats off, kudos off to them that they stepped out and said, \u201cI\u2019m going to step out here and do this.\u201d<\/p>\n<p>So, I\u2019m saying first, stay aligned with their values. The second thing that you need to look at is that, is this a fundamental right? Are you not going to speak up for fundamental rights? What might that be? The whole voting issue that was throughout America, that was big. Can any company really afford to sit back and not support voting equally everywhere with no constraints?<\/p>\n<p>I mean, honestly, who\u2019s going to sit back and do that? Now, I know companies did. Like they\u2019re like, \u201cWhoa, do I get out around this?\u201d And then they got smacked, like literally smacked by the population all around them where they eventually had to speak out.<\/p>\n<p>So, my advice is don\u2019t clench; look and say, \u201cDoes this align with my values?\u201d That\u2019s number one. Number two, the second litmus test is, is this a fundamental right? And if it\u2019s a fundamental right, why wouldn\u2019t you speak out up on it.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Absolutely. What I love about that, Diane, and was the starting point, which is align with your employees, because if you\u2019ve got a really good HR recruitment process, you\u2019ll be attracting people that instinctively are aligned to the values that the company represents. Because people are attracted to working for organizations that have choice.<\/p>\n<p>And they choose to work for places that they feel \u2026 they want to be proud when they\u2019re at a barbecue on the weekend, and someone says, \u201cWhere are you working?\u201d Well, I\u2019m working for such and such. And they want to feel proud of that.<\/p>\n<p>I know because we\u2019ve done in the past work with tobacco companies, and they feel like second class citizens. One woman said to me \u201cWhen I\u2019m at a dinner party and people ask me what I do, I say marketing. And then they say, \u2018Oh, what do you market?\u2019\u201d And she goes \u2026 and covers their mouth and sort of mumbles into a red wine hoping that they\u2019ll move on to the next person. So, yeah, this is such a powerful thing.<\/p>\n<p>Then the second part is the clients, because you attract clients not just based on price \u2014 yeah, this idea that everything\u2019s rational; we know human beings aren\u2019t rational, we\u2019re emotional. And so, I love that as a starting point of working out if you can\u2019t articulate what you stand for, ask your employees and ask your clients, they\u2019ll tell you.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Absolutely. And they will tell you, and they\u2019ll also tell you something else; they\u2019ll tell you what you\u2019re best at, because the trick about purpose is to understand what you are best at and better than anyone else at. And if you understand that, then you can harness that superpower, because it is a superpower and use it to do good in the world.<\/p>\n<p>And so, a great example of this \u2014 and I love to use BlackRock because BlackRock is to me, classic; elitist, trillions of dollars in assets under management, super wealth. But they figured out, you know what I\u2019m really good at? I\u2019m really good at finance. And so, my purpose is to really improve the financial wellbeing of others.<\/p>\n<p>Now, what they did with that was miraculous because they leaned in much harder and much more aggressively into purpose. In like 2019 where the CEO wrote a letter to all of their clients and said, \u201cThis is real and it\u2019s meaningful from a long-term financial standpoint.\u201d That was a big wakeup call in the industry.<\/p>\n<p>Then I think for the last year, they\u2019ve really leaned into ESG, which is environmental, social, and governance programs. They\u2019ve leaned into it in a huge sort of impactful way where they\u2019re holding boards and CEOs responsible, and they are in their own way activating companies to participate and actually driving value. And so, you look at that and you think about that. You\u2019re like, \u201cWow, that is really something that is huge that\u2019s happened in the marketplace.\u201d<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And look, you just reminded me because so often, you see these ridiculous dichotomy arguments of, well, it has to be purpose rather than profit, or it has to be profit first rather than purpose. The fact is that the two go hand in hand.<\/p>\n<p>I think I just saw from P&amp;G, the head brand, what\u2019s his name? Marc Pritchard says, \u201cWell, you have to be profitable to do good in business.\u201d Of course, that makes sense. But it also reframed all of those ridiculous arguments that you have to put profit first to do good. The two actually go hand in hand-<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Go hand in hand.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>It\u2019s not well, let\u2019s do really bad things because they\u2019re hugely profitable now, so that we can do good later. It\u2019s actually build the two. And I think your example with BlackRock proofs that.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh yeah, and what\u2019s really interesting about this, is I actually do feel that they get it right. And you just think about it for a second. If you go against culture, go against social justice, you go against health rights, et cetera, what happens is disruption, uncertainty.<\/p>\n<p>We saw that during COVID, we saw that during the Black Lives, George Floyd period. Like boycotts, people crashing windows. We see it during war time. Think about it. It creates economic chaos, so to speak. That\u2019s not good for business.<\/p>\n<p>So, what we\u2019re talking about is we\u2019re talking about long-term sustainability and that\u2019s what enables long-term returns from a financial standpoint. Very, very, very, very important. I think you hit the nail on the head, so to speak.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, and the other thing that I\u2019ve noticed is that organizations that have purpose at the core, and I mean this as a business strategy, then often the transition into marketing can either be smooth or it can be bumpy.<\/p>\n<p>And I wonder if sometimes marketers struggle with understanding the role of purpose in actually marketing and positioning and selling their product in the marketplace. Do you see that same sort of conundrum arising occasionally?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>I think you\u2019re right. And this is why I believe that; either a company is truly purpose-driven at their core, which means that they have taken it from an executional standpoint, they\u2019ve figured out how to operationalize it.<\/p>\n<p>You know this, Darren, but for the audience out there, I wrote a book called <em>ADAPT: Scaling Purpose in a Divisive World<\/em>. And in that, I laid out a framework that I had gleaned from talking to like 15 leaders, Fortune 500 leaders and other people I had worked with.<\/p>\n<p>But ADAPT actually stands for something. A is for assessment, D is for the definition phase, A is for amplification, P is for performance, and T is for transcendence.<\/p>\n<p>But what that is, it\u2019s a framework for what you actually do when you go through and you execute purpose within your organization. There\u2019s always assessments phase, you\u2019re always reflecting. You\u2019re kind of researching here, let me kind of think about what my employees are thinking about, let me look at my stakeholders, et cetera. And let me kind of look at me and who I am.<\/p>\n<p>Then you\u2019re ready to define that purpose. But definition is not about the statement. It\u2019s about how do I create an organization that has the operational discipline to implement that. And unless they are clear on that, the marketing people will be unclear. And there are two things that go on in marketing regard to this.<\/p>\n<p>If you\u2019ve got a company that has great clarity around purpose, like the Unilevers of the world, or the P&amp;Gs of the world or the BlackRocks of the world or the Patagonias of the world \u2013 if they have great clarity, the marketing people have great clarity.<\/p>\n<p>And in fact, they probably have put forth a framework around how do I take purpose and apply it to a brand. And how do I take that framework and apply it to how I position my brand in the marketplace.<\/p>\n<p>Great. Examples of this are Dove think about that. Regardless of what I look like-<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Natural beauty-<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Confidence in my brand. Always another great example of that goes beyond that confidence anywhere. Patagonia, I\u2019m going to save the planet. I love theirs. And I\u2019m going to do advertisements during Black Friday (this is my favorite). Like don\u2019t buy this jacket because the ultimate sustainability is non-consumption. So, to be bold enough for the marketing team to go out and say, \u201cHey, don\u2019t buy this. That\u2019s pretty wild.\u201d<\/p>\n<p>So, when a company is clear on purpose, you get a very tight connection between if it\u2019s multiple brands, what their multiple brands do, or their one brand does to uplift that. If they\u2019re unclear, what you see is a lot of ad hoc cause marketing things that will get them in trouble.<\/p>\n<p>There\u2019s some famous examples of that. People going up to the militia, the military and saying, \u201cYep, I\u2019m going to solve this really quickly,\u201d and a huge backlash.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And consumers quickly pick that up as soon as something doesn\u2019t resonate. And I think what you described and what ADAPT \u2014 you take people through in the book, is not a quick process because it requires really deep thinking and reflection and investigation of what do we actually stand for, and how do we \u2026 not just what do we stand for; how do we execute? How do we demonstrate that?<\/p>\n<p>It\u2019s like I remember that my mother once said to me, \u201cLook, someone can tell you they love you a hundred times. But when they do one thing because of love, that is worth a thousand times being told you\u2019re loved.\u201d And it\u2019s the same here, isn\u2019t it?<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Absolutely. And so, I want to add to that point. Purpose really needs to be thought about as experiential. People don\u2019t really think about that. You just said it, it\u2019s experiential. And because of that, I think I saw this statistics somewhere that only 12% of the brands that say they\u2019re purpose-related are really remembered for that. It\u2019s because they don\u2019t think about how consumers can experience.<\/p>\n<p>And so, experience is what happens when your employee\u2019s to the consumer, experience is how do you market to them. Experience is how do you communicate it? And it\u2019s not just like, \u201cHere\u2019s a statement,\u201d it\u2019s communicated everywhere and they\u2019re checking for that.<\/p>\n<p>So, what is that purpose experience? What is the purpose identity that you are building with that consumer that will stick? And we know the companies that have made it stick and the benefits that it has, meaning that people want to work for them. Why do I want to work for you? \u201cOh, because you really do get sustainability, et cetera. I like what you\u2019re doing. This feels like the right place to work because I\u2019m just not working for your dollars, I\u2019m working for something bigger than that.\u201d<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, bigger vision.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Every human being wants to be something bigger than that. Look at Kroger\u2019s purpose. Kroger\u2019s purpose is to feed the human spirit. It\u2019s a wow. It\u2019s like, well, I got sign up for that. I get that. I call is soul food, Darren, I call it soul food.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Absolutely. And then the next question is how does that actually fall on the experience of the people in that brand?<\/p>\n<p>That\u2019s other thing, is I\u2019ve seen there are people that put out these fabulous purpose statements. Jim Collins in <em>Built to Last<\/em> would call it a big, hairy, audacious goal, a BHAG. And yet, they\u2019re not even close to actually living up to that experience.<\/p>\n<p>I think a lot of greenwashing is that type of thing. We want to be green and we\u2019ll tell you we are, but we are still pumping millions of barrels of oil out of the ground at the moment. But one day, we\u2019ll be green.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>And I agree with that, but don\u2019t get me wrong, I think goals and objectives are good because all of this is really, really hard work. When you say net zero carbon, that\u2019s going to happen like that. But where\u2019s your plan and what are your goals and objectives for getting there and are you making it? Like Unilever had their 10-year plan. They did not make all of their goals, and I think the CEO said this, \u201cBut we were better for the effort\u201d because it\u2019s true. And I want to give people credit for that.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>So, BHAGs are great. Having the lighthouse on the hill that you\u2019re aiming for is great because it brings your employees together, it brings your suppliers. Everyone can align to achieve those goals. The danger is when you put it to marketing and particularly advertising, and say \u201cWe\u2019re on the hill,\u201d no, we\u2019re not on the hill, but we\u2019re getting there. That\u2019s where we\u2019re aiming for.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>We\u2019re getting there.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And to your point around authenticity is saying exactly what the CEO said; \u201cWe didn\u2019t quite get there, but it\u2019s made us infinitely better than we were yesterday.\u201d<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Yes, and that\u2019s an honest-<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And people were aware of that.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>But people are like, great. You know, that\u2019s an honest statement. Don\u2019t lie, don\u2019t hide, full disclosure: \u201cI had goals, I didn\u2019t make them. I really tried and I was almost there. But I made the world better for trying.\u201d I mean, how great is that?<\/p>\n<p>I mean, that\u2019s just like anybody can embrace that because they\u2019ll just say, \u201cOh yeah, you did.\u201d It\u2019s not like you made 10%, like you almost got there. You really did give it your all, and we\u2019re still trying to do it. And that\u2019s what people are looking for. People are looking for companies that are willing to lean in and give it their all to try to make it happen.<\/p>\n<p>They understand, they\u2019re not stupid. They understand that companies are in the business to make money. They get it, totally get it. But they also believe (and our research says this) \u2014 they also believe that companies can be purpose-driven and that some really do want to do the right thing. And the two for them go hand in hand, but they\u2019re not dumb.<\/p>\n<p>They also know you\u2019re in there for the money, but the money allows you to do more and more things and to create more and more good. If you\u2019re going to fall off your financial wagon, et cetera, you\u2019re going to have some activist show up in your board and do all kinds of things to try to get you to be short-term again, and that you want to embrace as well and say, \u201cNo, I am in the business to make money, but I am in the business to do good.\u201d<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, there\u2019s a quote that \u2026 and I can\u2019t remember where I read it, but it said profit is to companies what breathing is to human beings, in that companies need to make profits to exist just as people need to breathe to live. But you don\u2019t breathe purely to-<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>No, you don\u2019t.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>The reason I get up in the morning is not so I can breathe for the rest of the day.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>You got it. And it\u2019s also how you breathe. Are there blockages? Am I on a ventilator?<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, yeah, true.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>That kind of thing. Let\u2019s kind of add those other metaphors to it as well.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Exactly. We could extend that. I love a good metaphor, so we could extend that for the rest of the day.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>I mean, one of the things that I tell clients and people is that the purpose of business is to be a business of purpose. And I really do believe that. I mean, that is a business\u2019s why for me, for them to be a business of purpose.<\/p>\n<p>Now, they need to make money, but they also need to understand that they are a part of the world and they\u2019re responsible for that world. And if they act differently, they will wind up affecting their ability to make profits because there will be this massive disruption that will happen. And they themselves, as a company, will be at risk.<\/p>\n<p>And I think that many people don\u2019t understand that companies have a much higher risk profile today than they\u2019ve ever had be before in my mind.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Have you ever come across a client, a company that\u2019s come to you and said, \u201cWe\u2019ve tried really hard, but we can\u2019t find a purpose? We just don\u2019t have a purpose.\u201d<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>I\u2019ve had companies come to me and say, \u201cHelp me define my purpose,\u201d but they\u2019ve never actually said they\u2019ve tried and couldn\u2019t find one. So, that\u2019s an interesting question. You might ask your audience that. Have they actually-<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Well, I have had that conversation.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh, wow. And what did they say?<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Well, it went along the lines of \u201cWell, yeah, we looked at purpose, but we\u2019re an insurance company. We sell insurance.\u201d<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Oh, got it.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And what I realized was in the conversation, they were trying to find a purpose that somehow gave them a competitive edge.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Well, I think purpose can give you a competitive edge. If you look at-<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Except that they wanted to be different and I said, \u201cYou can be distinctive and not different.\u201d<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>You know, here\u2019s what I would say about that. I think that\u2019s probably right, but I think it does give you in the end, a competitive edge, because think about all the things that we just talked about. Greater attraction by employees, you\u2019re attracted at a higher level by consumers, there\u2019s long-term financial benefit. Those are all things that speak to if you do it right, a competitive advantage.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Sorry, Diane, I meant that they were talking competitive as in the marketplace positioning. Like it absolutely gives you a competitive business advantage, but they were very much talking about the way we\u2019re seen in the marketplace. It was very much around virtue status \u2014 and this is where I guess my cynicism comes up when people start using purpose as somehow a virtue signal rather than an actual core business strategy.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Yeah, it is a core business strategy because what you want to think about \u2026 I think the old world was about brand positioning, I think the new world is really about purpose positioning. When you look at brands like Dove and P&amp;G brands and even Dial, their old Dial brand, they are actually positioning around purpose. That\u2019s really what they\u2019re doing.<\/p>\n<p>If you were thinking of purpose as simply being, \u201cOh, it\u2019s solely about sustainability,\u201d it\u2019s not, that\u2019s part of the story. Purpose is about improving the world in some way. If you think about that, there are lots of problems in the world to be solved, tons.<\/p>\n<p>Let me give you an example, is that we\u2019re working on a really cool product today and it\u2019s called Cooler Screens. And Cooler Screens is an AI IoT-enabled product that happens at the grocery store level. And there\u2019re literally screens that look like giant iPhones that are in front of the refrigerator on the cooler aisle. But they have planograms that come up, they have nutritional information. They share advertising.<\/p>\n<p>If you think about that, and the reason I love this product so much is because 87% of sales are at retail, but retail is roughly a 1 to 3% margin business for grocery, for drug, and for convenience stores. They have been on life support, many of them, particularly in disadvantaged neighborhoods for years. And that\u2019s kind of what\u2019s caused food deserts, et cetera.<\/p>\n<p>In the online world, they\u2019ve always had advertising that they can fall back on. So, nobody wanted advertising, so they all went from their freemium models to now, embedding advertising. So, now, Facebook advertises, Amazon advertises, but that\u2019s what\u2019s made them profitable.<\/p>\n<p>Physical retail stores have never had that opportunity. So, what this company is doing is they\u2019ve created a media and analytics platform that is literally connecting all of those retailers where they will be able to advertise. That\u2019s really powerful.<\/p>\n<p>But think about the benefit that that will do for society. It\u2019s huge because suddenly, I\u2019ve given these companies the financial wherewithal to go into neighborhoods that on the surface, don\u2019t look great, but everybody needs some place to shop. The thin margin business that are there because they can\u2019t afford everything, suddenly, they\u2019ve got better margins to be more places in more hard to reach communities.<\/p>\n<p>So, everybody ultimately, if you think about it has a purpose. It\u2019s just a matter of you defining it and leaning into it and then moving with it.<\/p>\n<p>I mean another brand I love is I love Lyft and everything they\u2019re thinking about in terms of purpose around that worker, that driver and how they\u2019re really thinking about it. So, hope that wasn\u2019t too much, Darren.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>No, not at all, not at all, because I think that\u2019s the point, is that this is never, the purpose is never something that you can buy off the shelf and just bolt onto your business. It\u2019s never something that you just \u201cOh, well, we\u2019ll just have a bit of that purpose over there\u201d because it needs to have meaning to the very start of this conversation. It cannot have meaning unless it\u2019s based on a solid foundation of what the business is.<\/p>\n<p>There needs to be transparency. The consumer needs to be able to see your business from any direction, and it holds up, and that\u2019s really what authenticity \u2014 and I\u2019d even throw \u2026 I think the other word is integrity from the point of view of it needs to be a hundred per cent whole. It needs to be a hundred per cent of the business. You can\u2019t have a little bit of purpose here and none over there, it has to have integrity within the organization.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Now, here\u2019s a company that I think has incredible integrity. Look at Microsoft and what they did. So, I think this topic of Gates and sexual harassment came up from a company standpoint. Satya, the CEO basically stood up and said, \u201cI\u2019m going to go through all of our history on this. I\u2019m going to have a third party do it, then I\u2019m going to disclose it.\u201d<\/p>\n<p>Who does that? Now, you and I both know there are going to be some things, but that is a company that has very high integrity. Like I\u2019m going to out these problems and I\u2019m going to fix them. And so, as they acquire Activision, like they better get ready because there\u2019s a new sheriff in town and he is going to be all over getting this done right.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>And look, I think that\u2019s so important is an acknowledgement of things that have gone in the past. In some ways, you can\u2019t move forward until you\u2019ve cleaned up the past. And a lot of people just want history to be history.<\/p>\n<p>And that applies not just a business, it\u2019s cultures, it\u2019s countries, it\u2019s all sorts of things that until you get that acknowledgement that we did the wrong thing in the past, you can never ask forgiveness.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Absolutely. So, I worked for Quaker Oats for 10 years, and at that point, they owned the Aunt Jemima brand, that\u2019s a great one to pick on. Everybody was like hiding their face. Like, \u201cOh my gosh,\u201d especially if you were a person of colour: \u201cHow could we possibly have this brand? And isn\u2019t this kind of racist with the Aunt Jemima on it.\u201d But everyone talked about it, but the company wasn\u2019t willing to do anything.<\/p>\n<p>This now, is a moment where people are faced with what they have to do right because people are demanding it. And look at the George Floyd protest movement. And then look at the number of brands that basically came clean.<\/p>\n<p>Redskins went away, Yale looked at changing building names. Princeton looked at changing building names. Aunt Jemima became Pearl, and Eskimo Pie had to re-look at themselves. But at that moment, it was about self-assessment and self-reflection, which every company must do all the time. And they said, \u201cLet me acknowledge what I have done, how I have done it. And now, let me act.\u201d<\/p>\n<p>And what consumers are looking for more than anything else is authentic action. They gain more publicity during that moment of doing what\u2019s right than they probably have done the last 10 years on the brand. It was everywhere, right?<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Yeah, absolutely. Look Diane, this has been a fabulous conversation, and I wish I could extend it, but unfortunately, we\u2019ve run out of time. Your book is only recently out, isn\u2019t it? <em>ADAPT<\/em>. I\u2019m going to go straight from this to Amazon and order my copy because I cannot wait to read it.<\/p>\n<p>And I think it sounds like exactly the type of thing marketers are struggling with: how does purpose fit into our brand, market, and business? Have we got the base right for us to be able to extend out? So, I want to acknowledge you for writing this book. It sounds amazing.<\/p>\n<p><strong>Diane<\/strong>:<\/p>\n<p>Thank you, Darren. It\u2019s been so much fun talking to you today as well. So, a pleasure.<\/p>\n<p><strong>Darren<\/strong>:<\/p>\n<p>Look, there is a question I want to ask, and that is, of all the brands out there, is there one that you see has huge potential for embracing purpose? Who would it be?<\/p>\n<\/p><\/div>\n<iframe data-lazy=\"true\" data-src=\"https:\/\/www.fiverr.com\/gig_widgets?id=U2FsdGVkX18x7XQvttUTrv1oEqmGNGTgvvCUiUoJ\/AP4z\/UyMz8lXGOLpu15jIMxBbTR0gmD5uBoFvhC4KWeALQRp3h\/X\/AwcVD0K8Wj9H\/ZzYKzcCNHosB9oS4SCJJFWiN85P9ICAc4OgCoE\/wHKIY7CDkf2\/DQ1vqGvk4smVe5cRDEmrLPCWi4FC8p40VUhSmWQ5udCm0zoJtorgWv3vbDQw0kKYkwn39ozAnQXDe+YvWMxkLFWA+O3TFwkJvdkIK+\/AUSnRssPKt5WHY0FhNOxnSPcLslEL4G4\/RfP95ve99U+kRnDy3X+KtzdQLY+u935ghON\/o3UE4IMv9oN6JX9RnxzL\/LRcOgnHigxStSGPKsZYtnz8RWNVT\/rOLAibqiWJadC5MYHRbekF3eg6FOGrQGkXYbsn0+a5aovnlLCbLwIqY9fcS17UX8J235iQ6cdmHNbrPeS84CMm34RA==&affiliate_id=1052423&strip_google_tagmanager=true\" loading=\"lazy\" data-with-title=\"true\" class=\"fiverr_nga_frame\" frameborder=\"0\" height=\"350\" width=\"100%\" referrerpolicy=\"no-referrer-when-downgrade\" data-mode=\"random_gigs\" onload=\" var frame = this; var script = document.createElement('script'); script.addEventListener('load', function() { window.FW_SDK.register(frame); }); script.setAttribute('src', 'https:\/\/www.fiverr.com\/gig_widgets\/sdk'); document.body.appendChild(script); \" ><\/iframe>\n<br \/><a href=\"https:\/\/www.trinityp3.com\/podcasts\/building-purpose-inside-business\/\">Source link <\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Diane Primo is the CEO of Purpose Brand Agency, an award-winning, Chicago-based public relations, branding and digital marketing firm. She is also the author of&#8230;<\/p>\n","protected":false},"author":1,"featured_media":21805,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7],"tags":[],"class_list":["post-21804","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tech-universe"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Building Purpose Inside The Business - mailinvest.blog<\/title>\n<meta name=\"description\" content=\"Technology is forever changing, and there are always new pieces of technology to replace obsolete ones. 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