In a world saturated with opportunities to connect, creating truly resonant impact is harder than ever. Social media, clickbait, instant messenger, one-click purchases, blocking, unfriending and endless newsfeeds of conflicting messages have led consumers to become reliant on the pseudo-unity of the virtual realm.
With the power to reach out, speak out and find information at the touch of a button or tap of a screen, many consumers have lost their multifaceted sense of identity to an ever more polarised landscape. Recent political moments have heightened the sense of division, with events like the Scottish referendum, Brexit and the Trump presidency instilling divergence into the way we identify as consumers.
As the landscape changes and the lines between the social and the political become increasingly blurred, people are searching for meaning in new places – from brands, from buying choices, from banking habits and retail experiences. There’s a gap in the market, but this time it’s not just about products, it’s about purpose.
The past few years have seen a rise in brands driving their engagement and sales strategies by looking beyond profit margins and towards a collective sense of purpose. It’s no longer enough to sell a product that people can put to good use. These days, brands need a driving force behind them, a unified vision to align their actions and attract consumers who feel an affinity with their reinvestment, their inclusiveness, their drive to make a difference. Consumers are craving more than an experience – they want to validate their choices and participate in something greater than themselves.
Having worked with brands in every major UK industry, we’ve seen this shift play out everywhere from bank automotive and retail to financial services. Back in 2008, reframing was the only way forward for Lloyds Banking Group, and by connecting their vision and working hard to engage every colleague with a sense of shared purpose, they’ve become Stonewall’s second best brand to work for. It took time, but aligning to a new, more principled ambition has changed perceptions and improved trust in the Group.
In the automotive market, where public demand grows, new entrants crowd the market and government policy turns up the pressure, we see legacy car manufacturers such as BMW accelerating towards fully electric vehicles – increasingly aligning their reasons for being with doing what’s right for the planet.
As an agency, we see creating purpose as a core impact strategy. Organisations with a strong, collective drive are those that function with the focus, strategic discipline and consistency to drive profitability. Purpose starts internally – the glue that unites leadership, inspires ethical behaviour and guides a thriving, confident employee culture.
So, working with a brand to create step change always starts with creating internal belief – gauging the mindset of an organisation, and spending time identifying their reason for being. Does it exist to make the world greener? Is its work inextricably bound with enabling young people to reach full potential? Does it aspire to promote fairness and equality? Are they on a mission to create more joyful experiences for consumers? Whatever it is, it’s got to start at the heart, and from there, we help it grow.
James Wilkins is CEO at We Are Vista.