You've definitely been through this before. You open Instagram, scroll through your feed for a bit, and there it is, someone declaring their love for a… brand.
In photos, videos, or text, it's common to see posts from ordinary people saying they love a particular brand. Whether it's for the quality of its products, the presence it has gained in their lives, or the causes it supports.
Natura, for example, is seen as a brand that cares not only about beauty, but also about the well-being of people and the world. Patagonia, in turn, is a benchmark in sustainability. Apple is an example of design, with products that "everyone wants," and so on.
Their fans take to social media and use their own voices to defend and advocate for them. It's more than just "free advertising." They are consumers who position themselves as representatives of the brand and the values it communicates.
The "I'm lovin' it" in practice
In the 1990s, the term "love brands" became very well-known and refers to brands that go beyond the buyer-seller relationship. These brands win the user's heart, reflect their identity, offer a sense of community, and translate lifestyles. It's the "I'm lovin' it" in practice and in everyday life. What has changed since the 1990s?
Back then, we had a "brand-driven" scenario. In other words, businesses grew primarily through strong brand building. The logo, catchy slogans, and advertising sparked consumer desire.
Many brands stood out during this period. Nike is a clear example of this, betting on product innovation and marketing as drivers of growth—until the company was accused of employing child labor and saw its shares plummet on the stock market.
From “brand driven” to “purpose driven”
That was a watershed moment for the world of brands. Leaders and CEOs finally understood that there are other relevant factors in the relationship with the consumer. Thus, the scenario evolved to be "purpose-driven," which places purpose at the center of management.
But what does it mean to have purpose at the forefront of business decisions? First, it's important to understand that purpose isn't just a catchy phrase; it's what your organization's greatest talent is for positively impacting the world. Oh! And that applies to brands and people alike.
The evolution from the "brand-driven" model to the "purpose-driven" model reflects broader changes that the 21st century is imposing on us. We have unresolved structural issues, an economic system that cannot address inequalities, and environmental issues that are putting pressure on this individualistic view of consumption at any cost.
Alignment between brand, business, and communication.
We need to evolve, and it's time to act. But to build a new modus operandi, we need discipline and consistency that truly generates value for the business and the planet. This is where branding, as a discipline, comes in as an essential tool.
Therefore, we evaluate the discipline in 3 waves, which help us identify where organizations are and how they can evolve, causing a greater positive impact.
The 3 waves of branding
In the first wave, the product is at the center. All sales actions will be created around it—its functional attributes, price, and communication efforts. In this wave, we need to ensure the business generates profit. After all, profit is the lifeblood of companies. But we don't live just to breathe, right? Neither do brands.
In the second wave, the consumer is at the center. The brand needs to be relevant in their lives, evoke feelings, and build a sense of identity with its audiences.
Do you know who we find in waves 1 and 2? This is where the concept of "love brands" comes in. These are the brands that have successfully ridden wave 1, clearly demonstrating the functional benefits of the product, and wave 2, creating an emotional connection in the consumer's life while simultaneously adding value to the business.
However, this is no longer enough to meet the many challenges of today's world. Therefore, we enter the third wave of value creation, where brand, business, and communication are driven by purpose.
Here, we no longer have a group of consumers and stakeholders. Large businesses build around themselves an ecosystem of relationships between people and companies, generating value for everyone involved. The brand not only speaks to its role in the consumer's life, but also brings its worldview and engages people in this transformation.
Brands that engage people
Let's practice with an example: Airbnb. In wave 1, it's a service that offers space for those interested in renting temporary accommodation. In wave 2, it's a way for you to feel at home when traveling. In wave 3, it's a community of users who experience the world based on collective exchanges and experiences, where the brand actively positions itself to translate its values and beliefs into effective actions.
We've evolved from a customer/user-centric vision to generating value for all stakeholders – here, the key word is "ecosystem." Its purpose, "belonging everywhere," is clear through actions such as when the company canceled the accounts of white supremacists linked to the recent Charlottesville protests. An important point: when we talk about waves of branding, we're not proposing levels where your brand should move from one to another, as if it were leveling up. The ideal model identifies value in all waves and understands the best way to ride them simultaneously.
The planet needs a sense of community.
When we look at the world, we see how much we need to change, both in the organizational sphere and in the sphere of people. After all, the planet demands a greater sense of collectivity. And while the "love brands" model is important for understanding the passion that brands inspire in their consumers, it is insufficient to solve a broader problem: how to bring more value to relationships, to brands, and to the world?
In a "purpose-driven" model, there is no opposition between profit and purpose. Organizations and brands are part of the solution—not the problem. Thus, we can truly bet on a better future for everyone. Will this be a new era for capitalism?
Article originally published in UOL
