Competing on Social Purpose: A Strategic Imperative for Modern Brands - Julie Roehm
In 2024, social purpose is no longer a nice-to-have; it’s become a core expectation. Consumers increasingly demand that the brands they support offer not only functional benefits but also a commitment to meaningful social change. This reality is reflected in the Harvard Business Review article “Competing on Social Purpose,” which examines how companies like Airbnb, Tecate, and Vicks have successfully integrated social causes into their business strategies. However, the article also highlights the challenges and missteps that can occur when social purpose initiatives lack authenticity or fail to resonate with consumers.
The article’s central premise is that companies must align their social purpose with their growth strategies, and this truly resonates with me. Social purpose can’t just be a marketing tactic; it has to be a core element of a company’s identity, as with brands like Patagonia and TOMS. But for companies that weren’t “born” with a social mission, the transition can be more complex. These companies, referred to as “social-purpose immigrants” in the article, must develop strategies that are both meaningful and directly connected to their core business objectives.
As someone who has spent their career shaping brand narratives and helping companies grow, I wholeheartedly agree that a social purpose must be authentic and tied to a brand’s heritage. It can’t feel tacked on or opportunistic. The examples in the article are a stark reminder of what happens when there’s a disconnect between the brand’s values and its actions.
In my experience, social purpose initiatives that succeed are those where the brand’s history and values naturally align with the cause. Take, for example, Dove’s “Campaign for Real Beauty.” It wasn’t just about selling soap — it was about championing a broader vision of beauty that resonated with consumers on a deep, emotional level. The brand’s heritage in promoting beauty made this an authentic and successful social-purpose initiative. And at Convergint, we have Convergint Day each year, where all of our 10,000+ colleagues are invited to participate in giving back to our communities. We have had a special focus on schools through our Step Up program, where we work with school districts to build more security. This year, I participated in an event in Denver where we donated time and supplies for 26 projects, using 400 volunteers, and over $500,000 worth of value added through the implementation of mass notification systems, locks, cameras, guard rails, and much more.
But authenticity is only one part of the equation. This is where I believe many companies struggle, especially those that are just now beginning to integrate social impact into their business strategy. A purpose-driven approach can only drive real business value if it’s backed by a clear and actionable plan. Social purpose should be a catalyst for innovation, product development, and long-term business growth.
One of the most powerful ideas in the article is the concept of using social purpose to not only build brand loyalty but also to open new markets and opportunities. I’ve seen this firsthand in my work, particularly when helping companies navigate digital transformations or expand into new customer segments. By aligning social purpose with customer tensions, like the growing demand for sustainability or diversity, brands can create powerful new connections that resonate with today’s socially conscious consumers.
I believe that companies should view social purpose not as a trend but as an integral part of their business strategy. When done right, it can not only help solve pressing societal challenges but also drive growth, foster innovation, and strengthen brand loyalty. For me, the lesson is clear: successful brands must compete not only on product quality or price but also on their ability to make a meaningful impact on the world.
Read the original article here.
Julie Roehm is an innovative customer-centric marketer known for strategizing profitable corporate turnarounds with fast revenue growth via capturing stories that resonate with clients. She was named “Marketer of Year” by BrandWeek, Brand Innovators ‘Top 50 Women in Brand Marketing’, the Tri-State Diversity Council’s “Most Powerful and Influential Woman,” an Automotive News “Marketing All-Star” and one of Working Mother’s “Top 25 Women”. She’s at the forefront of new marketing ideas, and being result-oriented, she uses her vast marketing experience in all facets of business strategy and marketing execution to help deliver the message of the brand.
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