One of the most important ways that people learn what a leader’s true motives are, is by what they see him or her do – not just say. This is a principle summed up by Carlos Ghosn, the CEO of Nissan: “Don’t believe what I say; believe what I do.”
A few years ago, we were working for a Japanese consumer electronics company whose major competitors included Fuji. At a workshop with the leadership team we asked what their brand purpose was – the reply was “F..k Fuji”.
Coke’s new campaign direction feels like a push back towards product-focused advertising. The decision to move away from the more abstract concept of happiness towards a campaign that focuses much more specifically on the taste and the bottle begs the question: are marketers trying to be too clever? Have we forgotten that we’re here to sell?
I call it the goodness movement – the rush to appear responsible that has gripped global brands over recent years.
A sizzling brand purpose sets out how a company intends to change the world for the better. Its role is to unite customers and culture alike in the pursuit of that intention. It’s a statement of belief, of hope, of pursuit. It’s born of a wish to see the world put to rights.
