Sustainable Brands in Sydney, Australia

SIMONMAINWARINGWEFIRSTFOUNDER&CEO

©2016 We First Inc.

Activatingpurposetobuildyourbrandandsocialimpact.

@SimonMainwaring©2016 We First Inc.

First, the world we live in.


Every company, brandand marketer is facingnew challenges to reach,engage and sell to hyper-connected, media-savvy, andalways-on consumers living ina challenging world.


Culture has changed…

– Climate change– Wealth inequality

– Water scarcity

– Over-population– Healthcare costs

– Environmental damage

– Loss of biodiversity

– Gender inequality

Marketing has changed…

– Digital disruption – Quantified self

– Social media – Peer-to-peer– Mobile commerce – Big Data

– Internet of Everything – Wearables

Consumers have changed…

– Media-savvy– Well-informed

– Socially-conscious

– Hyper-connected

– Consumer activists

– Mobile focused

– Values-driven– Always on


Consumers as content creators, producers and distributors.


Shift from Me First to We First branding.ME FIRST BRAND

Opaque

Defensive

Disingenuous

Self-directed

Isolated

Profit for profit’s sake

Traditional mindset

Reactive

Schizophrenic

Shareholder

Dysfunctional

Broadcast

Status quo

Promotes advertising

WE FIRST BRAND

Transparent

Accountable

Authentic

Community-facing

Connected

People, planet, profit

Innovative mindset

Proactive

Consistent

Stakeholder well-being

Purposeful culture

Innately sharable

Future facing

Shapes culture©2016 We First Inc.

Havas Media, Meaningful Brands Report 20153

Most people would not care if 74% of all brands disappeared.

The business casefor purposeful storytelling.


(Noun) The reason for which something is done or created or for which something exists.

(Verb) One’s intention or objective.

Purpose:


2016 Edelman Trust Barometer

80% agree

“An organization can take specific actions that both increase profits and improve the economic and social conditions in the community where it operates.”

up from 74% in 2015

Consumers expect companies to do more than just make a profit.


76%

74%

74%

69%

64%

53%

72%

74%

71%

64%

58%

42%

79%

75%

77%

75%

70%

64%

Government

Businesses

Consumers

Non-Profit Organizations

Charities and Philanthropists

Religious Organizations

All 6 Markets Developed Countries Developing Countries

…and that everyone must play a role -including business and consumers.

Re: thinking Consumption Report, BBMG, SustainAbility, GlobeScan

3 in 4Consumers agree that improving the environment & society is a shared obligation across government, private sector, non-profits & consumers


Globescan Regeneration Consumer Study

Consumers want to be part of the solution.

67% consumers

globally

are interested in sharing ideas, opinions and

experiences with companies to help

them develop better products or

create new solutions

72% consumers

globally

believe in voting and advocating for issues important to

them


How purpose drives profit.

Purpose defines the values of a company.

Relationships determine the productivity, profit,and impact of the brand.

Values define how stakeholders relate toeach other.


EMPLOYEES

CUSTOMERS

CONSUMERS

MARKETINGCULTURE

PURPOSE

Putting purpose to work for you.


EMPLOYEES

1. Define your purpose in simple, consistent and scalable terms.

2. Share your purpose throughout your organizations.

3. Give employees choices for how to bring that purpose to life.

Action steps:


Purpose Increases Employee Loyalty & Tenure.

2015 Imperative & NYU Workforce Purpose Index

purpose-oriented workers at work 14

2015 Workforce Purpose Index • © Imperative

Purpose-Oriented Workers Have Longer Expected Tenure

Purpose-Oriented Workers expect to stay in organizations longer than their peers. Tenure is a critical mea-sure for the workforce as it relates to both the costs of turnover to employ-ers as well as job satisfaction.

Purpose-Oriented Workers Are More Likely to Be Leaders

Purpose-Oriented Workers were 55% more likely to hold Director positions, 39% more likely to hold Vice Presi-dent or C-Level positions, and 50% more likely to be in the top position in their organization. Even when controlling for other factors, Pur-pose-Oriented Workers were more likely to be in leadership roles than their peers.

% o

f Wo

rker

s W

ho E

xpec

t to

Sta

y Lo

nger

Tha

n 2

Year

s

100%

75%

50%

25%

0%

Purpose Oriented

Non-Purpose Oriented

79%69%

Expected Tenure by Work Orientation

Purpose-Oriented Workers are 50% more likely to be in the top position in their organization.

Percenta e i erence et een Purpose riented and Non Purpose Oriented Workers by Occupational Level

Intern

P • eve xecutive

ntr eve •

ssociate

anaer •

r ana

er

Directo

r

President •

• ner

100%

75%

50%

25%

0%

20%

-25%

-15%

5%

55%39% 50%

Purpose-oriented workers expect to stay in organizations longer than peers, and 50% more likely to be in the top positions.


The Benefit of Purpose-Driven Employees.

2015 Imperative & NYU Workforce Purpose Index©2016 We First Inc.

Path of Service™

• Launched in 1992

• Provides full time employees up to 40 paid service hours per year


Case Study: Timberland

In 2014, Timberland employees worldwide served

72,098 hours

of employees reported serving at least once in 201478%


1. Create Opportunities2. Leverage Senior Leaders3. Recognize and Celebrate4. Foster Employee Ownership5. Tell Your Story

Timberland: Employee Engagement Roadmap


CUSTOMERS(B2B)

1. Share your purpose with your customers.

2. Establish values alignment to mitigate risk.

3. Give them a positive story to tell -leverage storytelling to strengthen both parties’ reputation.

ACTION STEPS


Action steps:

Purpose Increasingly Driving Reputation

Fig 5: The Changing Landscape of Reputation Driver Impact

The most notable developments in investor attention moving into 2016 was in their changing

interest in leadership qualities, underlying financial soundness, innovation and matters sus-

tainability and CSR. Uncertainty about the world economy and the pace of recovery at home

has refocussed attention on corporate leadership and financial robustness. It has also led to

a reduction in the importance attached to demonstrable innovation a traditional ‘recovery’

characteristic. Most significantly perhaps, the on-going rise of interest in social responsibility

points to increasing endorsement of its important to commercial success.

Reputation managers should aim to balance their communications and messaging in order to

secure and build at the same time. They need to view the circumstances of their own compa-

nies’ reputation assets through the lens of driver potential and value profile in order to establish

the messaging priorities that will deliver the greatest value impact on their market capitalisa-

tions. With that, reputation value management can be deployed in an increasingly effective

and economically impactful fashion.

Rela

tive

Drive

r Im

pact

Qua

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f man

agem

ent

Fina

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l sou

ndne

ss

Qua

lity o

f goo

ds &

ser

vice

s

Abilit

y to

attr

act t

alen

t

Long

term

inve

stm

ent

Cap

acity

to in

nova

te

Qua

lity o

f mar

ketin

g

Com

mun

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env

resp

onsi

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Use

of a

sset

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8

2016 UK Reputation Dividend Report©2016 We First Inc.

Reputations are critical corporate assets but the premiums they deliver cannot be taken for granted…and itappears this may have started to happen.

Securing the value of reputation assets is about playing to the components that matter most to investors

Securing reputation value is not a zero-sum game in which a pumped up asset is automatically more valuableand a deflated one less so. Different messages resonate within the investment community to different degreesat different times and need to be supported accordingly if the value they have delivered is to be maintained.

At the start of 2015, the single most valuable component of corporate reputations across the S&P 500 as awhole was perceptions of people management. Variances on that factor alone were making the greatest differ-ence as investors recognized that a company’s ability to win is increasingly dependent on its ability to attractthe talent it needs to operate. The second most valuable component is perceptions of management quality followed by long term investment potential. Individually, these factors account for $545bn, $483bn and $449bnof shareholder value across the index respectively.

Figure 4: Location of S&P 500 Reputation Value – the $3,329bn

Individual company reputations will present ‘risk profiles’ based upon unique strengths and weaknesses. Reputation managers need to be sensitive to that if they’re to be sure that their communications and messagingis directed towards the first ‘responsibility’, namely supporting the components of their reputation assets thatare contributing the most value balanced with the second, which is pursuing growth opportunities.

6

©2016 We First Inc. 2015 UK Reputation Dividend Report

CSR Represents 10.7% of the Value of S&P500 Companies

Case Study: Woolmark


CONSUMERS(B2C)

1. Leverage purpose to create simple, emotional and sharable storytelling.

2. Consistently base storytelling on shared values.

3. Recognize and reward consumer participation.

ACTION STEPS


Action steps:

2015 Cone Communications/Ebiquity Global CSR Study

Consumers believe their purchases make a moderate-to-significant impact.



Consumers are likely to switch brands to those associated with a good cause.

2015 2013 2011

Very/Somewhat Likely (net)

90% 91% 94%

10

2015 2013

Which companies they want to see doing business in their community

What to buy or where to shop

Where to work

Which stocks or mutual funds to invest in

Which products and services to recommend to people

84% 85%

84% 86%

79% 80%

67% 66%

82% 85%

Given similar price and quality, consumers are likely to switch brands to one associated with a good cause:

Consumers consider a company’s social and environmental commitments before making important decisions. Very/Somewhat Important (net)

2015 CONE COMMUNICATIONS/EBIQUITY GLOBAL CSR STUDY 1110

©2016 We First Inc.©2016 We First Inc.

Case Study: Whole Foods


MARKETING

1. Give consumers opportunities to co-own, co-author and co-create.

2. Engage mission-aligned influencers and ambassadors to increase reach/earned media.

3. Align ongoing tactics with a long-term purposeful strategy.

ACTION STEPS


Action steps:


Consumers want to participate in brands’ purposein many ways.


Case Study: Patagonia


CULTURE

1. Transcend your products, services and culture to shape culture.

2. Define, frame and lead a cultural conversation.

3. Be a mission with a company, not a company with a mission.

ACTION STEPS


Action steps:

Sustainable Mass Transportation.


SharedPlanet

Starbucks: Shared Planet


2015 ‘Fit for Purpose’ Report, Radley Yeldar©2016 We First Inc.

The result?


“Socially responsible brands accounted for

half our growth in 2014 and grew at twice the rate of the rest of the

business.”

Paul PolmanCEO Unilever 2015


2015 Driving Revenue Growth Through Sustainable Products and Services Report

“Between 2010 and 2013, revenues from company-

defined portfolios of sustainable products and services grew by 91%.”

For S&P Global 100 companies sustainable products revenue stream grew at 6X the rate of overall company results.

Purpose drives growth.

HBR 2015 The Business Case for Purpose Survey

Organizations that prioritize purpose experience significantly more growth than those that do not.

Organizations that prioritize & integrate purpose

Organizations that do not prioritize & integrate purpose


EMPLOYEESProductivity

CUSTOMERSAlignment

CONSUMERSLoyalty

CULTURELeadership

PURPOSE

Results:

MARKETINGAmplification


Activating purpose drivessustainable profit.


Thank You!For these slides, email:

[email protected]

@SimonMainwaring

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