What is your purpose? This question is an inquiry that we have encountered at least once in both private and public spheres. Even we have started rolling our eyes at this “having a purpose” term. Is it an overrated notion or an unavoidable fact? What is “purpose” really, in itself?

What we see in dictionaries is the definition that we search every day. It is simply the answer to “why?” But as it is simple, like every other simple concept, it has a much deeper form where people have the urge to discover the purpose of everything, every moment to make sense of why, why they are buying, working, trying, doing things in general. Finding and having a purpose defines the actions we are making. Business at its core is the same as this to an extent. Brands with a deeper meaning beyond its products or services, that have a solid stance among every other only-profit oriented brand last and has a positive impact on the long run in uncertain times like today.

It is a sine qua non for a brand to have a purpose, but the way the brand produces a value from that and integrates this form to the culture of the order within your brand is pivotal. At the very end of this well-designed process, purpose eventually leads to value and therefore, profit. So, it is a strategic internal and external mistake for a company to devalue itself to not care to grow by having no purpose.

Correlatively, relationship marketing and management is a tricky but crucial road that leads to success and loyalty both in B2B and B2C environments. The more you create value, the more you acquire it, in different forms but without exception. Creating value for customers and continue doing it with a purpose relies on finding the “why” underneath the skin, at the heart of your business beyond its financial  aspects. Why did you make this product, what positive impact and difference will it create? In brands, having a solid basis, meaningful history, and a focal perspective towards future trends are three important tickets for a damage-free course of action.

Finding a purpose shouldn’t be just an attachment or a new business development criterion, a tool, but rather a perspective that you either build on or adapt to your culture to filter what is your true stance in the market.