For what purpose?
A pertinent question for all in commerce. The answers can be, and typically are multiple. Many have marginal relevance, benefits and universal endorsement.
Recent history is scattered with case studies in which Australian businesses have found themselves hoist with their own petard. Good intentions have been scuppered and entities have come a-cropper, because of the unintended and unforeseen outcomes.
William Shakespeare would not be pleased and his text, Hamlet, misconstrued.
Commercial and competitive advantages were few for corporations financially supporting, promoting and endorsing the YES campaign for the VOICE referendum and the suspension of product offerings, including the national flag, in celebrations for Australia Day.
The degree and intensity of public and client push-back, rejections and distain were unanticipated.
Millions of dollars were expended, revenue lost, relationships fractured, brands damaged, and personal reputations tainted. Shareholders endured the cost of such misadventures.
CLEAR MESSAGE
In both instances the essential messages and sentiments from the marketplace were: stick to the knitting. That is, just do the business, fulfilling needs and satisfying expectations. Don’t attempt to impose values and philosophies on clients, customers and the public at large.
Public and private entities walk a fine line. Each needs to determine and articulate their specific purposes, which accord with ongoing mutual advantages, benefits, and rewards.
Likewise, imposing financial imposts and costs to contribute to zero-emission objectives, free-trade objectives and internally self-determined philosophies and practices are fraught. Indeed, many exceed stated and appropriate purposes.
Managing expectations has many dimensions and matrices.
International airlines which exhibit rainbow flags and YES graphics on the exterior of their aircraft need to question, for what purpose? Moreover, whose philosophies, beliefs, values and wants are being articulated, addressed and satisfied.
That is no reflection on the LGBTI, or indigenous Australian cohorts.
The fundamental issue is corporate purpose, and its relevance to all stakeholders. Individual and sectional wants should not dominate the whole.
A CHARITABLE HAND
Support for charitable entities, activities, structures and networks are laudable, and understandable in many instances. Social conscience is a powerful driving force and a reassuring presence.
Clear enunciation of these values in corporate strategic plans, culture statements and purpose declarations establish bona fides and establishes expectations – internal and external.
Consistency and continuity ensure recognition, acceptance, endorsement and ultimately pride.
Marketing, advertising and promotional activities tend to be opportunistic. In short, transactional and tactical.
Deeper meaning, thought and consideration are required for strategic, philosophical and philanthropic principles.
Universally applied standards relating to supply sources, quality, value, pricing and staffing can, and do, effectively position companies and brand names.
In each case and every application those virtues and characteristics need to be conspicuous and reinforced.
Financial contributions need to be subjected to the same disciplines. Contributions should be affected regularly, preferably six to nine times a year. Advice needs to be distributed widely.
Mass and micro media exposure should be sought and secured. Ambassadors need to be deployed adroitly to achieve visibility.
Purpose cannot and will not be achieved by passive presence and involvement. The display of signage, branding and people is insufficient.
Better understanding will evolve. Images and reputation enhanced. At all times, be true to one’s purpose.
BASIC INSTINCTS
All related policies and practices need to be instinctive. The resultant benefits will be natural consequences.
Creativity, innovation, originality and technology should be conceived, formulated, documented and implemented through the vista of innate philanthropy.
The final outcome:
Doing well
By doing good.
ON BALANCE
Upon reflection, offers and opportunities for philanthropy and generosity are numerous, ongoing and broad.
A significant majority will be, and should be, declined by individual entities and individuals. In simple terms, capacity, compatibility and priorities will filter many prospective proposals.
Commitment of finance, people, resources and energy is taxing and draining.
The final arbiter will be Purpose.
STEP UP, STANDUP, SPEAK UP
Corporate purposes don’t just happen. They need to be contemplated, formulated, documented, articulated, inculcated, implemented and be reinforced (repeatedly). There should not be misunderstandings or gaps in the comprehension of a purpose.
Effective purpose statements address both WHY and WHAT.
The HOW is very individual and personal.
Overall, purpose is a powerful driving force.
Barry Urquhart
Consumer Behaviourist
Marketing Focus
M: 041 983 5555
E: Urquhart@marketingfocus.net.au