These brands are found to be much more likely to have committed to an integrated purpose. However, in Deloitte’s definition, this requires those brands to “put a premium on accountability and establish key performance metrics anchored around their purpose.”
High growth brands tend to enact their purpose more holistically than their lower-growth peers.
For these brands, purpose doesn’t just feed into product and service delivery.
High-growth brands are 66% more likely to use their purpose to help guide employee decision making than low-growth brands and are 41% more likely to use it to drive the CSR investment agenda.
The recommendations are based on a combination of:
a poll of 1099 C-suite executives from global companies operating across the US, UK, France, Japan and the Netherlands
A global consumer survey of 11,500 participants across 19 countries across the Americas, EMEA and Asia.