EXPANDED GEOGRAPHICALLY

CHANGED TOP LEADERSHIP

LAUNCHED NEW PRODUCTS

Purp�ePurp�eIf you know your why you can deal with any what,

who, where or when. Aristotle

66%

44%48%

58%

37%

45%

33%36%

56%

believe their customers choose brands not solely on price and features but also on the basis of social and environmental issues. PwC’s Global CEO Survey, 2016

of CEOs52%PROFITPURPOSE

THE BENEFITS OF PURPOSE

Conscious Innovation

Purp�e is the p�itive difference you can make for the world

Purp�e is certainly not just a marketing issue or p�itioning of your brand image. Purp�e shouldimpact every aspect of the firm. Raj Sisodia, author of Conscious Capitalism, 2013

Strategy

HR

Financial

Marketing

Retail

How to differentiate?�e Golden Circle framework

Simon Sinek, author of Start with Why 2009

Share price % growth 1996 - 2011

P

P

WHAT IS PURPOSE?

is how you do it

is the di�erence you are trying to make

are the principles that

inform all decisions and

strategies

WHYdoes the company

exist?

does the company act?HOW

does the company do?WHAT

Purp�e

Mission

Valuesare the principles that inform all decisions and strategies

Visionis how you see the world after you’ve done your purpose and mission

while an organ�ation with purp�e mobil�es people and resources.Sherry Hakimi, founder and CEO of Spaktures, 2015

An organisation without purp�emanages people and resources

Meaning at work worksMilleannials care more about the people they work with, exciting work and good mentorship and less about money than hiring managers realize. Elance - oDesk and Millennial Branding, 2014

PURPOSE INSIDE THE ORGANISATION

Purp�e lness is not about story telling but rather story doing

Joey Reiman, The History of Purpose, 2013

P

P

1646%

157%Purpose-driven companies

S&P 500

P

PP

P

P

P

PP

P

P

P

P

P

PP

86%OF GLOBAL CUSTOMERS

believe that business needs to place at least equal weight on society’s interests as it does on business interests. Global Consumer Journey Goodpurpose Edelman, 2012

ACHIEVEMENTS OF PURPOSEFUL COMPANIES

prioritisers: companies that already have a clearly articulated and understood purpose

developers: companies that do not yet have a clearly articulated purpose but are working to develop one

laggards: companies that have not yet begun todevelop or even think about purpose The Business Case for Purpose

Harvard Business Review, 2014

Since 2006, Mandalah has been helping organisations innovate through human-centric and purpose-driven products, services, strategies, focused on ensuring their profitability while leaving impact for both people and planet.

Paradoxically, companies with a purpose tend to be more profitable

than those companies that are solely profit-focused.

Raj Sisoda, Firms of Endearment, 2012