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埃森哲_依赖目标的企业更容易吸引消费者(英文)2019.1_15页

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。FROM ME TO WE: THE RISE OF THE PURPOSE-LED BRAND2 Companies are under the spotlight like never before as they struggle forcompetitive advantage in the context of this reality. Their customers aren’t justmaking decisions based on the stalwarts of product selection or price. They’renow assessing what a brand says. What it does. What it stands for.Accenture Strategy’s most recent global survey of nearly 30,000 consumersfound that 62 percent of customers want companies to take a stand on currentand broadly relevant issues like sustainability, transparency or fair employmentpractices.1The closer a company’s purpose aligns to their own beliefs, the better.In an era of radical visibility, technology andmedia have given individuals the power to standup for their opinions and beliefs on a grandscale. This power, refected in everything fromthe #MeToo movement to the growingintolerance for “fake news,” is infltrating everyaspect of people’s lives, including theirpurchasing decisions. FROM ME TO WE: THE RISE OF THE PURPOSE-LED BRAND3 Companies that don’t step up pay the price. Morethan half (53 percent) of consumers who aredisappointed with a brand’s words or actions on asocial issue complain about it. That’s not surprising.Customers have always complained. What’sdifferent now is that 47 percent walk away infrustration, with 17 percent not coming back. Ever.2 Consumers’ expectations that brands align withtheir personal values is a challenge for companiesthat underestimated the bottom-line impact ofneglecting to stand for something bigger than whatthey sell. Or falsely believed they could avoid takinga position on hot-button issues.But these expectations for brand alignment alsopresent an opening for companies to demonstratetheir competitive agility. The opportunity lies inbuilding more authentic and proftable relationshipswith customers. Meaningful relationships that shiftthe customer dialogue from “give ME what I want”to “support the ideals WE believe in.” Long-lastingrelationships grounded in a common purpose andbuilt around a collective sense of brand belonging.Authentic relationships based on an affnity tobrands that do more than just make money.ABOUT THE RESEARCH In 2018, Accenture Strategy conducted the14th annual Global Consumer PulseResearch to gain an understanding ofcurrent global consumers’ preferences,beliefs and behaviors. The goal was toidentify how consumer expectations areevolving—and how companies cancapitalize on that evolution to achieve newlevels of growth and competitive agility.Our online survey of 29,530 end- consumers in 35 countries was conductedbetween August 1 and October 16, 2018.Unilever has seen, frst-hand,the tangible value of makingpurpose a core driver ofgrowth and differentiation.Nearly half of its top 40 brandsfocus on sustainability. These “Sustainable Living”brands, including Knorr, Doveand Lipton, are good forsociety. They are also good forUnilever—growing 50 percentfaster than the company’sother brands and deliveringmore than 60 percent of thecompany’s growth. 3,4 FROM ME TO WE: THE RISE OF THE PURPOSE-LED BRAND4Until recently, this question would have evoked puzzledlooks. For generations, there was only one answer: Abrand belonged to the company that invested inshaping, growing and monetizing it. Today, the questionis no longer rhetorical. Brands are community property.Shareholders own a stake, as they always have, but so doemployees who bring the brand to life. And then thereare the customers who sustain it through their purchasesand shape it with their demands. Together, these playerscontinually improve the brand experience and,knowingly or not, refne what the brand stands for. Ineffect, they form a brand ecosystem. Forward-thinking businesses routinely collaborate acrosstheir networks of suppliers, partners and customers tocreate new solutions and innovations that bolster theircompetitive agility. Nearly half (46 percent) are activelylooking to ecosystems as a way to form new businessmodels. About the same number have already built (orare in the process of building) ecosystems as a way torespond to the threat of disruption.5 Clearly,ecosystems are becoming mainstream. There’s noreason companies shouldn’t apply an ecosystemstrategy to scale the relevance of a brand or broadcastits purpose to a larger audience.While business leaders, investors and employees allbring unique and necessary perspectives andcapabilities to a brand ecosystem, customers arefrequently the swing vote. They aren’t just buyersanymore. They’ve got the power to demandexperiences on their terms. They readily infuenceothers to buy (or not buy). They co-develop productsor services, invest in brands they believe in, or even actas sales channel partners. Through their words andactions, they provide insights that can enablecompanies to hone their competitive agility. One of the most visible ways customers demonstratetheir infuence on brands is by pushing companies toparticipate in social, cultural or even political debates.Two-thirds of customers believe their actions—fromposting comments on social media to participating inboycotts—can infuence a brand’s reaction to an eventor its stance on an issue of public concern.6 The publicoutcry following the death of two carpoolingpassengers led Chinese ridesharing company DidiChuxing to issue a public apology and fre twoexecutives. The public backlash and resultingregulatory pressures are likely to have long-lastingeffects on the company’s future competitiveness.7 WHO DOESYOUR BRANDBELONG TO。。。。。。