Understanding the role of purpose in your brand

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 doing things. The natural reaction is to fight anything that moves us out of our comfort zone. Even if there is a body of evidence that shows us that it has the potential to accelerate our success.

We're not abandoning our value

Purpose is not a substitute for a failing business proposition or a suspect offering. Our offering has to be solid. It doesn't even have to be universally recognized as the best in the marketplace. It simply has to have clear value and be competitive.

Purpose cannot magically transform an organization that has subpar value in the eyes of those it hopes to serve. The functional value we offer is a driver for our customers and prospects. But, too often, organizations get myopic, seeing this 'value' as the sole driver. In this situation, introducing the idea of purpose creates a challenger to the focus on value.

Purpose is not a replacement for value.

Value is simply the price to play.

Establishing our value puts us in the consideration set for those we hope to serve. But if we stop at value, we walk away from a lot of potential.

The next step is to establish preference. There is no better way to do that than to build trust. Building trust addresses the lower half of Maslow's Hierarchy of Needs (safety/security needs). It's done by demonstrating consistency. Both in what you say and do.

Once you articulate your value and build trust, you begin to establish preference with those you hope to serve.

But we're not done yet.

Beyond preference

There is a step after establishing preference. It's that realm where we foster loyalty and even advocacy among those we hope to serve. It's done by tapping into the desire that we all have to be part of something. And, ideally, something larger than ourselves. This addresses the top half of Maslow's pyramid. It fulfills our need for connection and accomplishment. This is where the brand purpose comes into play.

Let me give you a simple example from my life.

I like Starbucks coffee. Because I feel like it's a relatively inexpensive way to treat myself (that's the 'value' part). But there's more. I really like the espresso roast they use in their Americanos - it's high quality. And consistent. From cup to cup.  From store to store. That's the trust-builder that helps pull me toward them when there are other options available.

Then there is this other aspect. I like the way their cafes make me feel. And I like the way I'm treated. I can look forward to a certain kind of nurturing experience when I go there. All while feeling that I'm helping support an organization that is trying to do the right thing through ethical sourcing, sustainability practices, community building, and more. I like being a part of a concept that serves and inspires both 'me' and 'we'. That is what purpose can do.

It's not a replacement or a substitute. It is a multiplier. What your brand brings to those you hope to serve starts with value. It is then distinguished through trust. And then it all is amplified through your purpose.