COVID-19 is highlighting the differences between companies that have shifted their purpose from an outdated definition of corporate social responsibility and philanthropy to a broader view that encompasses all stakeholders and is grounded in the reason their business exists. During this pandemic, changing your brand logo to help spread moral awareness will attract attention, but the reality of your business and the purpose of your brand will be measured in the entirety of your communication, actions, policies, and behaviors. In short, you are expected to be able to answer the question:
When the world faced Covid-19, what did you do to help?
As healthcare and economic systems began to buckle in Covid-19 hotspots, notable companies took on a new role, aiming to make a social difference at a time when society needed them most. Trader Joe’s agreed to pay employees “hazard pay”, responding quickly to a petition from employees citing potentially dangerous working conditions. The online learning platform Coursera also moved quickly, waiving fees through August for universities needing to shift their courses online, and noted that online classes spreading accurate public health messages about COVID-19 became its most sought-after free courses.
As part of its stated purpose, Dyson aims to “inspire a new generation of engineers.” When approached by the UK government, Dyson was able to design, from scratch, a new type of ventilator specifically for COVID-19 patients, called “CoVent.” By giving its engineers the opportunity to use their talents and skills from its core business, Dyson inspired its current (and future) workforce to serve one of the greatest challenges of their generation.
At this pivotal moment for humanity, brands will be viewed from incredibly high standards, despite complex business realities. The New York Times recently published a powerful video of a McDonald’s employee making an emotional case that she has to go to work whether she is sick or not, noting that 95% of McDonald’s restaurants are franchise-owned and that the corporate paid sick time policy does not apply to her. We are moving toward a moment in culture where how an employer treats its employees resonates more than clever communication.
In response to COVID-19, some brands are beginning to approach their marketing initiatives as public service, while others are taking a complete break from marketing campaigns and evaluating shifting business priorities. We are still in the early stages of all this, but here are some guidelines for brands and organizations striving to uphold the high standards of their values and purpose in the context of a pandemic:
Regrouping
Your organization was likely caught off guard and is probably dealing with crises and responses right now, so even the idea of living up to your purpose as a company, brand, and organization will seem daunting and unachievable. Don’t stay in this space permanently—at some point, your organization will need to regroup and bring together the teams that bring purpose to life (CSR, HR, employees, marketing), and you’ll want to start thinking long term again.
Reassess
What were the most important social issues for you in the pre-pandemic world? Are they still the same? A purpose should be an organization’s guiding star and unshakeable in many ways, yet it is not immune to changes in context, attitudes, or society. Many brands have launched their purpose efforts at high speed over the past five years in response to cultural and social changes, many driven largely by millennials and Gen-Z. We have yet to see how society adapts to post-epidemic realities, but in a way, purpose must adapt according to culture.
Realign
The implications of pandemics can create opportunities to reset and realign with what you think your purpose is, how you are fulfilling it, what you are doing well vs. what you could do better, and how you can make an impact going forward. It seems counterintuitive to think this way at this very moment, but the clarity that comes with crisis also presents unique opportunities for reassessment and “soul searching.” In times of uncertainty, people look for humanity in corporations and seek out brands they can trust. Our Edelman Trust Barometer surveys on coronavirus show that earning trust remains a key metric for success during this time — something we have always felt goes hand in hand with purpose.
Purpose in the context of today’s crisis is likely to emerge as an idea that has been tested under intense pressure, resurfacing with battle scars. With an uncertain business environment ahead of us, the understandable temptation to focus on business survival may be more visceral than ever. But during this time, the world is watching everything. It is a world of employees, consumers, customers, media, and investors. Purpose will still have its place as we move into the post-pandemic world, but it is likely to require a “proof of purpose” (the action a brand takes) both today and tomorrow if a brand truly wants to build lasting trust.
David Armano is Director of Global Strategy, Key Accounts, Brand (Edelman client).
EDC is Edelman’s Affiliate Partner in Portugal. See the original Edelman news item here.
