Take a good hard look at your brand. Can you concisely state what your brand stands for?
Now, look at all the products you offer. What does each of those brands stand for? Now, here is the key question. Does what your product brands stand for support what your master brand stands for?
According to one report, we take in five times as much information today than we did a mere 25 years ago. Needless to say, that’s a lot to process. …
What can you say that will stop people in their tracks? What story could you tell that would cause a heart to beat a little faster? Or maybe cause goosebumps to rise?
We all look for those ideas that have this power.
Organizations that clarify their purpose have a natural advantage here because these types of stories flow naturally from their purpose statement and rallying cry.
While there is no replacement for going through this process, there is a way to get a sense of how much more powerful your stories could be by going through an exercise I use.
Here is a collection of posts over the last quarter that I have found valuable. Each offers some interesting insight on the power of purpose as well as some useful guidance for putting purpose to work for you and your organization. I have pulled key quotes or added a short summary to illustrate the theme of each. Enjoy. And Purpose on.
Purpose is a topic that is finding its way into the conversations of more and more executive teams. Most generally agree that embracing a purpose is a good thing. Yet, there is hesitation. Some may not know what to commit to the effort since the outcome of pursuing an initiative can be challenging to quantify. There are plenty of studies of purpose-led organizations that have seen the boons, reporting increases in everything from team member engagement to growth in revenue.
I have felt this hesitation with organizations that have engaged me. When this happens, I have a bit of counsel…
Your purpose is one of the most valuable assets your brand possesses. It fulfills what both your employees and your customers desire from your organization. In doing so, it creates fertile ground for you to engage with them and all those you hope to serve.
Once clarified, organizations will look to their purpose to influence the strategy and tone of their messaging. But I have found that most organizations want more than that. They want their purpose to have a more overt presence. But they struggle with how to do it in an effective and elegant way.
Seasoned storytellers know that great brand stories start with a solid strategic framework. This framework helps ensure that the intent of your story is well thought out. That it is relevant to those you hope to serve. That it offers real value. And that it connects with the audience in a meaningful and moving way.
A simple place to start is with a tool called the positioning statement. The positioning statement helps you document the key components of your strategy. The result is a directional narrative. …
I have written in the past about the power of fear in marketing. Fear of missing out (FOMO) is a potent motivator. As such, it’s often abused by marketers.
There is a time and place to help prospects understand that an offer is ending. Or that a limited supply is depleting. But it can’t be the first and only way you engage with prospects.
As I mentioned, there are a lot of marketers who do that. Does it work? Sometimes initially. But at what price? It can cause a lot of anxiety and distraction for potential customers. That can be…
People want more purposeful work. It shows up in research and articles. I’ve had some employees who intimated that they wanted it. Heck, others practically demanded it.
I can tell you from experience that before you start addressing the request, you find yourself asking, “What is purposeful work?
Is it work that is simply purposeful to you? Fulling some personal definition you have? Or is it universally recognized as a purposeful endeavor?
Most of the people I’ve talked with haven’t stopped to really clarify what purposeful work looks like. Oh, there are some general defining principles. It’s usually described as…
Naming is challenging. It can be very subjective. And emotional. So much so, that it may be difficult to question a suggestion from an executive in your organization who is passionate about a name.
I often wondered if anyone had voiced concern when Mr. Brown decided to name his orchard with the family surname. There is something rather off-putting thinking about what kind of fruit comes from Brown Orchard.
You probably think I just made that up. I didn’t. It was a real place near me. It’s no longer there.
Announcing that you’re going to pursue clarifying a purpose just seems to naturally draw out the skeptics in an organization.
I have heard things like, “Purpose is nice, but our customers choose us because of our ______ (insert service, or price, or convenience, or any of the myriad of other functional attributes).”
For some reason, there is this belief that it is an either/or proposition. As if we were going to abandon everything we have done in the past that has brought us to this point.
I get it. New stuff is scary. It challenges the way we have been…
Dan is an expert brand strategist and author of the book Big Audacious Meaning — Unleashing Your Purpose-Driven Story. He is a founder at Will & Grail.