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How is AI being used by marketers today?

January 11, 2022

Last week’s column explored some of the benefits of artificial intelligence when used in marketing and some of the reasons more marketers haven’t experimented with it, let alone adopt it.

But of course some have, and in this week’s column we’ll look at some common use cases for AI in marketing today.

One of the most common uses for AI today is in the area of production. Marketers are leveraging the power of AI to create data-driven content that often outperforms human-created content time and time again.

One of the most impressive AI tools out there will monitor what your website visitors are looking for but can’t find on your site. It then suggests what content you should create to fulfill that unresolved need.

Another tool will let you test content ideas before you create them. It will give you a performance score, indicating how useful your audience will find it before you invest the time to write it.

As you might imagine, one of the most common uses of AI is optimizing your existing content so it is more search engine friendly. The tool evaluates all of your existing content and overlays the most common search terms to see how you’d rank and makes suggestions for improvement.

Personalization is another common use for artificial intelligence. When a visitor is on the site, AI can recommend some highly targeted content based on the real-time data of the visitor’s actions at that moment. In the same way that relevant content can be served up, so can relevant offers that are tied to specific pages visited, queries, or even how long someone was on a particular page.

One of the most potent aspects of personalization is that you can create very customized experiences for your website visitors with some workflow expertise. You can genuinely give each of them a unique path to follow, tied to millions of data points about that and previous visits.

Smart marketers can also leverage artificial intelligence and machine learning to promote their products and services. One tool that some brands and agencies are leaning on will examine millions of social ads and each ad’s performance and then, based on the success metrics of those ads, will suggest tweaks to an ad that you’ve created.

The tweaks might be as simple as changing the color of the model’s shirt in the photograph or modifying a headline. This same tool will tell you exactly how long you should run the ad (the average right now is eight days) before swapping it out with a new ad. This saves the advertiser time and money that would typically be invested in A/B testing.

Another way AI is being used is to monitor social media and news outlets in real time and suggest related or tangential promotional opportunities.

As you would expect, one of the most critical aspects of marketing where AI can lend a hand is in measuring performance. The possibilities here are vast, and odds are you’re already deploying some of these solutions, even in a rudimentary form.

AI will simplify and improve your ability to measure your return on investment by giving you real-time success metric data by channel, by campaign, and over time. Not only will it help you determine success, but it can also give you insights as to why some elements of your campaign or a specific channel were more successful than others. Even better, you can use predictive modeling to point you in a more profitable and efficient direction for the next effort.

AI is here to stay. It’s up to us to decide how it can serve us best and how to leverage its capabilities. For marketers it’s a matter of how and when, not if.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Are you already behind the AI curve?

January 4, 2022

McKinsey recently released a study looking at how AI-powered digital transformation was affected by the pandemic. Their data shows that 25% of almost 2,400 business leaders surveyed said they increased their adoption of artificial intelligence due to pressures they felt during the crisis.

Did you? Do you even have an AI strategy? Are you using AI at all in your marketing? Whether you said yes or no – are you sure? The truth is, we all use AI every day. Amazon, Netflix, Google and Facebook are all powered by AI technology that we interface with on a daily basis. They use machine learning, deep learning, computer vision, speech and image recognition, natural language processing, and natural language generation.

But as marketers, some are falling behind. The benefits of leveraging the power of AI are pretty compelling. When used well, AI will:

Accelerate revenue growth.
Create personalized consumer experiences at scale.
Drive costs down.
Generate more significant ROI on campaigns.
Get more actionable insights from marketing data.
Predict consumer needs and behaviors with greater accuracy.
Reduce time spent on repetitive, data-driven tasks.
Shorten the sales cycle.
Unlock greater value from marketing technologies.

In a recent study done by the Marketing Artificial Intelligence Institute, 77% of respondents (all marketers) had less than a quarter of all marketing tasks intelligently automated to some degree. Eighteen percent said they have not intelligently automated any functions at all.

Despite their lack of adoption, over 80% of those same respondents believe more than a quarter of their marketing tasks will be intelligently automated in five years. A full 43% think more than half of their tasks will be automated in that time.

The question is, how are these marketers who admit they aren’t really deploying AI today going to get more than half of their tasks automated within the next five years?

They’re asking themselves that same question. According to the study’s data, most are in the “researching” phase (65%), where they are becoming aware of AI. A majority are also in the “understanding” phase (56%), where they are actively exploring use cases and technologies. More than a third (34%) say they have entered the “piloting” phase, which is defined by prioritizing, and starting to run, a limited number of quick-win pilot projects.

Despite some data points showing that AI understanding and adoption are rising, 50% of marketers classify themselves as beginners in their understanding of AI terminology and capabilities. In comparison, 37% identify as intermediate.

Interestingly, it’s not that marketers are afraid that AI will take their jobs or pose a real threat. Instead, it’s ignorance that is keeping them from taking advantage of AI’s capabilities. Most see the potential to improve both capabilities and results through the intelligent automation of data-driven, repetitive tasks.

Seventy percent of respondents said the most significant barrier to AI usage is a lack of education and training.

When asked if their organization has any AI-focused education and training, only 14% said yes. So most marketers believe they are on their own to figure AI out.

Where do you fall on the subject of AI? Have you started researching or experimenting? The good news is if you’ve barely scratched the surface or haven’t even started, it’s not too late. Yet.

Like it or not, the age of intelligent automation is here. We need to learn more about it so we can start experimenting and taking advantage of these tools. We may not be behind today. But it isn’t going to take long.

The next couple of columns will dig into how we can begin to experiment, and what others are already doing so we don’t fall behind.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Where should you be investing?

December 28, 2021

One of the more interesting realities of 2021 is that many organizations started the year flush with cash, partially because of federal and state support. There was a flurry of spending in the first and second quarters, but it was mostly around infrastructure, staffing and shoring up what was damaged in 2020.

But now that work is done or well underway and it’s time to get back to building the business. Exactly where should you be focused going into 2022?

Existing customers: If 2020 taught us anything, it’s to be grateful for the loyalty of our best customers. Now is the time to reward and reinforce that loyalty. Many organizations are beefing up their rewards programs, client-only perks and privileges, and exclusive access programs.

The most efficient marketing dollar you can spend is on your current clients. They’re receptive to your messages, their referrals pack a potent punch, and it’s easier to get a larger share of wallet than that first dollar.

Your online presence: We cannot deny how critical it is to be findable online and for our clients and prospects to be able to actually connect with us there. The buying patterns were established well before the pandemic, but they were set in stone during the lockdown. Having a robust website and social media presence are table stakes today. It’s almost impossible to compete without it.

But it goes far beyond just having a website. The real investment is time. Time to create content that is valuable to your prospects and clients. Time to engage in conversations in the comments section of LinkedIn or social platforms that are unique to the industries or customers you serve. Time to monitor customer service through your digital platforms.

This needs to command your attention and a decent portion of your budget.

Being findable: It’s not enough to be online if your prospects don’t know you’re there. COVID accelerated the inevitable shifts in the media landscape. Cord-cutting, a move away from traditional media delivered in a traditional way, and more time spent online were all heading our way. They just got here a little faster than some were expecting.

Very few organizations today can avoid investing in being findable. For some, that might be a robust organic SEO strategy. For others, it’s a digital media spend. But despite the recent success of the Field of Dreams game here in Iowa, in marketing, building something does not mean anyone will discover it or show up.

Polish up your brand: Another reinforcement of a powerful marketing tenet was delivered in 2020. Your brand matters. What you stand for and stand up for matters. As we all fight for the attention, respect and love of both our customers and our employees, having a clear understanding of your brand and how you communicate it has never been more vital.

Understanding your brand is just the start. You also need an activation plan. How will you communicate your core values, your vision for the future and your commitments around what matters to you? These can’t just be words on a wall anymore.

We have four months to hit our 2021 goals and set ourselves up for success in 2022. While these four areas are not the end-all and be-all, they are also nonnegotiable. Get these locked down before the end of the year so you can make the first quarter about capitalizing on your advantages, as opposed to teeing them up.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Are post-COVID live events possible?

December 21, 2021

My company recently hosted a live event for 250 people in Chicago. It’s been years in the planning and was originally supposed to be in May of 2020.

It exceeded my every expectation. We sold out the attendee tickets and sponsorship opportunities, and people are already signing up for next year’s offering. The energy at the conference was palpable. People were hungry to be together and connect. They wanted the proximity, but they wanted to do it safely.

You absolutely can do both. We learned a few truths regarding a post-pandemic event that are worth thinking about if there’s an event in your future, either as a host or attendee.

Safety is key: No real surprise there. Some people are still wary of travel and being in larger groups, while others are craving both. We required proof of vaccination or a negative COVID test within 72 hours of the event. Ninety-five percent of our attendees were fully vaccinated, and we used a secure third party to verify everyone’s information.

People’s concerns ranged from masks/no masks to indoor versus outdoor dining to how the seating was going to be handled. We did have a small handful of people opt out at the last minute, which we honored with grace.

You are not communicating enough: We thought we had communicated to the point of irritating our audience, but we were wrong. We still got lots of questions and requests for clarifications, and there was an overall hunger for detail. For many of our attendees, speakers and sponsors, this was the first time they’d flown or been at a work event since early 2020. They were very excited, but they were also very nervous. We did a lot more hand-holding than we’ve ever had to do before.

Attendees also wanted to know that other people were attending, so we did a “Countdown to Sold Out,” just to reassure them that they were making the same buying decision that many others were making. It also created some buzz about the scarcity of the tickets, which did help sell it out.

The typical event rules may not apply for a while: There are certain givens, like increasing the price for attendees as you get closer and closer to the event, that are tough to apply right now. Everyone is still living life day to day, and you don’t want to discourage them from deciding at the last minute to join you.

We also splurged on the amenities at the event, especially the food. We wanted everyone to feel well cared for and well nourished, so no continental breakfasts or skimpy snacks. We did a lot of variety and got many compliments that it was the best food anyone had seen at a conference, so it paid off.

Enjoy the extra energy and gratitude: Our attendees, sponsors and speakers were all so happy to be with their colleagues that their enthusiasm bubbled up over the entire event. Everything seemed heightened, like their reactions to the speakers. Even their attentiveness toward the sponsors felt over the top, and of course the sponsors loved it!

That energy also meant we ran a little long on most scheduled activities because it was hard to get them to break it up and move to the next thing. After we realized this trend on day one, we adjusted the schedule slightly for the second day to give everyone a little more connection time and breathing room.

I believe live events are going to come back with a vengeance in 2022. People are hungry for the connection and the normalcy of being together to learn and share. But the game has definitely changed a little. Prepare now and your next event may be your most successful yet.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Do you serve these consumers?

December 14, 2021

In last week’s column, we talked about WGSN’s “Future Consumer 2023” study and the trends that the study revealed. The same study also identified four distinct consumer groups that deserve our attention, each with different desires, motivations, fears and expectations of the brands in their lives.

The first of the four consumer groups is the predictors. Above all else, these consumers want stability, security, comfort and normality. They are looking for a nice, steady experience without a lot of peaks and valleys.

They want to be put at ease and want their lives to be simple and appreciate products and services that help them keep everything on an even keel. Interestingly, they’ve embraced a recessionary mindset, even if their personal finances have not been affected. To make a considered purchase, it needs to feel easy, affordable and incredibly convenient.

Anything unexpected or that causes a ripple in their world is unwelcome. They want minimal interference or disruption in their lives. They also don’t appreciate an overabundance of marketing messages.

And this group – craving certainty and security but low on attention – is a great match for auto-refill and subscription services, which provide security and eliminate choice fatigue, while at the same time offering brands a source of data and a commitment to future purchases.

The next group has been labeled the new Romantics. They are people rethinking their whole work/life balance and making big changes to their lives. We are all seeing these people in the workplace, leaving good jobs to go back to school or stay home with the kids. Determined that their life after the pandemic will be different from how it was before or during the crisis, they’re moving out of cities, ditching their commute, and honoring new priorities built around the importance of family and service.

Their focus is on health, sustainability and equity. These are people who are taking control back and choosing to change their sliver of the world.

Conductors, the third group, are multidimensional, multitalented and always multitasking. Like everyone, the pandemic was hard for them, but these people were able to channel their energy in multiple directions and pursue new opportunities.

They’re now looking to capitalize on what they’ve learned, seeking out new experiences and driving the passion economy, in which people can make a living by doing what they love.

Their workday will remain flexible, with a focus on their output rather than time at their desk.

Finally, the impossibles are the fourth emerging consumer group WGSN has identified. These people are angry at what they see as a lack of governmental and institutional assistance in 2020. They are committed to using technology and their community of like-minded people to create a future in which anything is possible.

They expect businesses to stand for something, are tech-savvy and socially driven, and want to challenge the status quo. They feel the onus is on them to build back better, and it’s in their power to do better for communities around them.

The study also predicted that the next two years will require all businesses to think about a quartet of underlying factors that will reshape the customer landscape, no matter which of these consumer groups they’re dealing with:

Predictability – making people’s lives easier and helping them feel safe and secure.
Diversification – prioritizing what’s important to people and developing products and services that meet those new needs.
Shopper entertainment – using new platforms and experiences to make commerce more exciting.
The metaverse – a collective shared space that will change the way people live and work in the future.

This new era is one of opportunity for us as business owners and leaders. We can help shape not only the future of our businesses, but of our communities.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

How COVID has changed consumers

December 7, 2021

Consumers have been indelibly changed by the COVID-19 pandemic, but have coped with it in a variety of ways.

There’s no doubt that consumer behaviors have changed in ways that could not have been imagined before the pandemic. As marketers, we need to understand the emotional and functional needs of our audience so we can develop an appropriate strategy in response.

The impact of the pandemic continues to evolve, and consumers are responding with an ever-shifting blend of caution and hope. We’re already seeing how many people are making fundamental changes to their lifestyles as a result of the pandemic, presenting an opportunity for us to create new ways for our brands to show up and earn the consumer’s attention.

The trend-watching company WGSN recently released a study that looked at the impact of COVID-19 on consumers, predicting what we will see in 2023 and beyond. Their report also highlighted four key trends.

A warped sense of time: The pandemic has given most people a warped sense of time. The events that normally define and create boundaries around our weeks, months and years disappeared in 2020, and most people experienced a social jet lag, a disconnect between our internal biological time and the social time of the outside world.

This time warp helped explain some of the yearnings that many displayed, a need for reminders of simpler times. Consumers watched reruns of old TV shows, there was a resurgence in the retro “Mario Kart” game, and a nostalgic desire for things like the comfort foods of our childhood.

Numbness: Many people developed a coping mechanism that was driven by fear and apprehension about what might come next during the global public health emergency. The sense of the pending doom of the unknown was prevalent during much of 2020 and has left its mark.

This numbness is also driving a sense of compassion fatigue – people have come to realize that they can’t solve everything for everyone and are having to choose where to direct their energies.

We’re seeing this in the increase of ad blocking, disconnecting from social media, or “unfollowing” people on Facebook and other social channels, as individuals look for more curated content and to focus on what really matters to them.

Hope: Humans are, at the end of the day, inherently hopeful. We have an infallible belief that things will work out. And despite the numbness we all experienced, there is hope. We see glimmers of it as people emerge from isolation and work hard to get back to the elements of life that meant the most to them pre-pandemic.

This returning optimism is important to people of all generations but is especially critical to the members of Generation Z, because of how deeply their lives were affected and how they literally watched their futures change in an instant when the pandemic struck.

Cautious motivation: This is a trend we need to be particularly mindful of, because if we get it wrong, our messages could fall very badly.

People are taking tentative steps forward into what they’re hoping will quickly become a more normal world, but everyone is going at a different pace. Messaging in this moment can’t be that everything’s wonderful because some aren’t there yet. But we can begin to project a return to the people and experiences we love.

As you begin to think about these trends, remember that it’s expected that they’ll be drivers well into 2023 and beyond. The last 18 months have taken their toll on everyone. The impact is just beginning to show up in how consumers are moving back into the marketplace. If we can demonstrate our understanding now, we’ll earn their trust for years to come.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Better Together

November 30, 2021

I think we can all agree that the pandemic was devastating to our country. It destroyed businesses, it cost families their loved ones, and it put the entire country into a panic.

However, like all things in life, nothing is all good or all bad. We learned some important lessons from 2020 that we should not forget as we close out 2021 and plan for 2022.

Because of the constant sense of the unknown, the flux we all experienced, and all the ways we had to change how we did business – we had to communicate more and better with our customers. They ended up, in many cases, being our co-collaborators as we figured out how we could still serve them, given the constraints and fears on all sides.

While we’re all eager to put the pandemic behind us, this idea of partnering with our customers is one of those silver lining learnings that we might want to embrace for the long haul.

That truth was highlighted in a recent Deloitte report that emerged from the pandemic. I’ve cherry-picked some of the most important marketing trends so we can examine them in detail and walk away with some very tangible to-do items.

This week we’re going to focus on the fifth of the five, allowing your customers to participate.

Here are all five trends on the list:

Being agile.
Being a purpose-driven organization.
Building trust.
Being authentically human.
Allowing customers to participate.

What exactly do we mean by customer participation? You have lots of options. It could be as simple as getting your customers to provide feedback or leave ratings and reviews. They could be on a testing panel or be a part of a formal brand ambassador program. You could also invite them to vote on product packaging, partner with your customers to co-create content, or ask them to participate in research around your brand.

There are critical elements to successfully launching any customer participation program. Here are some of the basics.

It’s not a one-size-fits-all effort: One of the elements that make customer participation so effective is that the customers are more likely to participate in activities that they feel good about doing. But that doesn’t mean you have to offer everyone the same opportunity to support your brand. You know who your super users are. Be sure you leverage this, so they gain something unique and of perceived value.

Make it an insider’s club: Everyone wants to belong. We love knowing that we’re special and valued. We also love being in the know before everyone. By creating an exclusivity to some aspects of your customer participation program, you will create rabid fans who go out and recruit for you!

Don’t forget the haters: While it’s easier to lean into the customers who love you and tell the world how wonderful you are, if you really want a potent program you have to include those who do not love you as well.

It has to go beyond your products and services: To truly generate brand loyalty and even brand advocacy, your efforts cannot just be about what you produce or sell. You have to be willing to be vulnerable and share your organization’s heart with your customers. Let them understand not only what you do, but even more important, why you do it.

Pulling this off is no picnic. It requires that you step back from the fray of the moment and be willing to meet your customers face to face, with humility and your humanity on your sleeve. You need to let go of perfect and embrace the messiness of going to market.

Then you get to invite your customers in. Resist giving them the sanitized version of your organization. Let them see it all.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

What do you see when you look in the mirror?

November 23, 2021

2020 was all the buzz words we’ve assigned to it. Unprecedented. Devastating. Isolating. Frightening. Costly in all senses of the word.

As we scrambled out of 2020, as business owners and leaders, we were naturally very focused on regaining the ground we had lost. Many companies were struggling either to keep employees or to find employees. Keying in on efficiencies and profitability makes perfect sense.

But it’s not where our attention needs to be.

The lesson I hope we learned from the pandemic was just how interwoven we all are. How much we need one another. And how much genuine connections matter.

This week we’re going to focus on the fourth of the five, being authentically human. Here’s a snapshot of the trends I pulled from the report so we can dig a little deeper.

Being agile.
Being a purpose-driven organization.
Building trust.
Being authentically human.
Allowing customers to participate.

Even before the pandemic, this was a trend we were all aware of and, in many cases, were moving toward. When consumers think about the brands they love, recommend and are loyal to, they describe us in human terms. We’re helpful, we’re concerned about the planet, we encourage them, or we disappoint them.

What does being authentically human actually mean from a brand and marketing perspective, and how do we deliver on that promise?

In the second column of this series, we talked about the importance of being a purpose-driven organization. We have to stand for something. We need reasons for our existence and a set of rules for how we conduct ourselves. Values-based organizations are much further on the path to trust (last week’s topic) than an organization that is not leading with what they believe in.

So it starts with having an organizational heart and wearing it on our sleeve. But that’s not enough. Those values need to come to life for both your internal and external audiences.

Here are some ways we can move our companies toward this level of authenticity.

Asking better questions and listening with intention: When we’re moving at the speed of light to play catch-up, we often miss the signals that others are sending. Slowing down delivers multiple benefits. It signals that we care enough to take a pause. It also gives us the space to genuinely hear people’s ideas, concerns and requests.

Matching our actions to our words: The expression “actions speak louder than words” is a cliche because it’s true. We’re under incredible scrutiny right now. A misstep can be devastatingly costly. If you need to slow down to make sure you can actually deliver on your promise, that’s a very smart choice right now.

Tell them what you’re going to show them: People are very wary these days. Surprises, even good ones, can land wrong when everyone is still on high alert. Being transparent about what’s coming also allows you to set the stage, explain the rationale and the bigger picture. This also demonstrates that you’ve got a plan.

Look for ways to let your values and the way you honor your team and clients shine in all of your marketing communications. Now is a perfect time to spotlight the emotional connections you create with all of your audiences. We’re all craving connection, and when we genuinely connect with our team and our customers, long-term relationships form, and marketing gets much easier.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

What does trust look like?

November 16, 2021

Trust is one of those words that everyone uses, but I suspect if we asked individuals to define it, we would get a wide variety of answers. Trust is very personal. So how does a brand build trust with all of its constituents, internally and externally?

I’ve cherry-picked some of the most important marketing trends that came from a recent Deloitte report that emerged from the pandemic so we can examine them in detail and walk away with some very tangible to-do items.

Over the last couple of weeks, we’ve examined the idea that crisis brings about the need for innovation and evolution and how being a purpose-driven organization can fuel consumer confidence and growth.

This week we’re going to focus on the third of the five, building trust. Here’s a snapshot of the trends I pulled from the report so we can dig a little deeper.

Being agile.
Being a purpose-driven organization.
Building trust.
Being authentically human.
Allowing customers to participate.

For this discussion, I’m going to classify trust as what we promise versus what we deliver. The one element of trust that we can probably all agree on is that it’s much easier to lose it than it is to create it in the first place. This is equally true internally as it is externally. After the last volatile political season, the social and civil issues that have come to the foreground, and the pandemic – people are super sensitive to any sign of a misalignment between what a brand says and what it actually does.

The question is: How do we demonstrate this trustworthiness to all of our audiences? There are several elements to consider.

Does our brand demonstrate our humanity? Do we genuinely care about our employees and customers, and how does that show up? If so, according to Deloitte’s research, we’re going to reap some benefits. Customers are 1.6 times more likely to purchase from you rather than a competitor if you are seen as truly caring.

Do we have the capacity to keep our promises? Many businesses go big on what they offer only to discover they bit off more than they could chew. We have to be thoughtful before we boldly hold up an offer. We need to do our due diligence. When we do, according to the research, customers are 2.4 times as likely to buy from us again.

Do we show up the same way every time? One aspect of trustworthiness that often gets overlooked is that we are consistent in our words and actions. I think of this as a brand that is cool and calm and always shows up the same way, no matter how big a crisis or opportunity. That requires an incredible amount of training and communication internally. But when you get it right, customers are twice as likely to recommend your brand, according to the Deloitte data.

How transparent are we? This has always been important, but today it’s essential in an era of fake news and no one trusting anyone. Do we not only openly share information, our choices, and the rationale behind those choices? Are we honest about our motivations? And do we do it in language everyone can clearly understand? When we achieve this on a regular basis, even when we compromise their trust a little (like a data breach), they are 2.8 times more likely to keep buying from us.

The world has always looked to brands to be trustworthy. They wanted to align with a brand they could believe in. But for many decades consumers viewed this as a nice-to-have, not a must-have. Those attitudes and expectations have changed, and we will be judged very harshly if we can’t get this one right.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

Why do we exist?

November 9, 2021

Why do we exist?

Humans have been trying to answer that question for themselves since the beginning of time. But it’s not just about us as individuals. This is a critical question for organizations to answer as well.

Last week’s column examined the idea that crisis brings about the need for innovation and evolution and that pandemic certainly qualifies as a change-inducing event.

I’ve cherry-picked some of the most important marketing trends that came from a recent Deloitte report that emerged from the pandemic so we can examine them with detail and walk away with some very tangible to-do items.

Just as a reminder, they are:

Being a purpose-driven organization.
Being agile.
Building trust.
Being authentically human.
Allowing customers to participate.

The concept of being a purpose-driven organization is not new. But it used to be optional. That’s not the case today. What we’re talking about here is that, as a company, you have a very clear and shared vision of why you exist and who you are meant to serve. That may or may not have anything to do with what you sell.

In Deloitte’s survey of almost 2,500 global consumers, 79% of respondents recalled instances of brands positively responding to COVID-19 to help their customers, workforces and communities.\

Almost 25% of respondents strongly agreed that these actions positively shifted brand perceptions, and 1 in 5 strongly agreed that it shifted their buying preferences in favor of the brand. On the other side of the equation, it’s clear that sustained commitment matters. Consumers reported being aware of negative brand actions (66%), leading to 1 in 4 consumers walking away from the brand.

Companies can’t play fast and loose with this. There’s no more picking and choosing when we come from a place of purpose. In the absence of this level of consistency, trust erodes.

Let’s assume that your organization has figured out what being purpose-driven means specifically for you. How do you, as a marketer, convey that to your internal and external audiences?

It’s about brand: It may be time to retool your brand so that your purpose is more front and center. This can be particularly powerful for your internal audience. Not only do consumers want to buy from a purpose-driven company, but employees want to work for one.

Measure and report: Telling someone about your purpose is very different from demonstrating it. In a world where trust is tenuous, we need to have proof points. Keeping track and having a mechanism to report on your efforts is a simple way to go beyond lip service. It will also hold you accountable. A “how we’re making a difference” page on your website that tallies the hours and dollars you’ve invested in your purpose will be enough.

But only if it gets updated consistently.

Don’t go it alone: This is a no-brainer, and yet I don’t see it done as well or as often as I should. While this is a marketing initiative in one aspect, it can be so much more. Get the employees to buy into the vision. Invite prospects and customers to join in to make a difference. Build a community around your purpose and watch how they start doing your marketing for you. For free.

As you embark on or refine your organization’s purpose-driven focus, remember that it must come from the heart. Invest the time to make sure you’ve got it right before you start telling the world.

But once you do, find ways to infuse it into every aspect of the business, from hiring and firing to product development and growth areas.

When your company lives out its purpose in big and small ways, your audiences will take notice and be ready to join you in changing your little slice of the world.

This was originally published in the Des Moines Business Record, as one of Drew’s weekly columns.

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