Purpose blog

The ‘Purpose’ pillar refers to a brands long-term proposal, reflecting the goals they aspire to achieve and fulfilment of customer needs. It is a primary value consumers seek due to the requirement that their internal values align with the company, which results in the establishment of a loyal relationship. ‘Purpose’ involves a brands intention with addressing the importance of sustainability, while also actively uncovering alternative solutions to reduce the negative impacts fashion can have on both people and the planet. 

By discovering a brand’s identity, consumers are able to determine whether they want to be associated or labelled alongside what they symbolise. Luxury brands have an expectation to supply high quality products, with a vision of exclusivity and presenting “observance of heritage and history” (Mitterfellner, 2023). Providing the meaning behind a garment can assist consumers when deciphering the story underlying the brand, allowing it to establish its own unique personality and strengthen “brand image” (Rageh Ismail & Spinelli, 2012). This argues the need for transparency, especially among luxury brands, as clothing expresses a form of communication through recognisable symbols and designs individuals wear to give the “right impression” (Auty & Elliott, 1998). 

Shifts in brand purposes have occurred in order to meet principles centred towards the social and environmental values of this generation. For example, Burberry shifted their purpose to become more aligned with the changing values of millennials and Gen Z. They converted their identity and established a new vision by converging to digital platforms, such as social media, allowing them to share their story and authenticity more easily. They modernised the way of communicating with customers and produced new products, whilst still keeping their signature brand pattern as a representation of their history. The creation of digital campaigns, including “Burberry love”, was designed to develop a brand community through online interaction and trigger emotional stimulation by providing an opportunity for personalisation. (Straker & Wrigley, 2016).

A focus towards developing “emotional attachment” to consumers, rather than solely “building social status”, has been evident amongst the luxury fashion market (Theng So et al., 2013). Therefore, ‘corporate social responsibility’ is a necessity as it regards the importance of sustainability and ethical conducts, sharing information about each division of the fashion supply chain. However, a brands purpose is only obtained when customers actively follow through into sustainable fashion. Around 61% of ‘Gen Zers’ expressed they are more drawn to purchase from companies that share similar sustainable and social values, concluding that both the brand and consumer have to form an alliance in order to fulfil its mission (Londrigan & Jenkins, 2018, pp. 41–60). 

References:

Auty, S., & Elliott, R. (1998). Fashion involvement, self‐monitoring and the meaning of brands. Journal of Product & Brand Management, 7(2), 109–123. https://doi.org/10.1108/10610429810216874

Londrigan, M. P., & Jenkins, J. M. (2018). Fashion supply chain management (pp. 41–60). Fairchild Books, An Imprint Of Bloomsbury Publishing Inc.

Mitterfellner, O. (2023). Luxury Fashion Brand Management: Unifying fashion with sustainability. Taylor & Francis.

Rageh Ismail, A., & Spinelli, G. (2012). Effects of brand love, personality and image on word of mouth. Journal of Fashion Marketing and Management: An International Journal, 16(4), 386–398. https://doi.org/10.1108/13612021211265791

Straker, K., & Wrigley, C. (2016). Emotionally engaging customers in the digital age: the case study of “Burberry love.” Journal of Fashion Marketing and Management: An International Journal, 20(3), 276–299. https://doi.org/10.1108/jfmm-10-2015-0077

Theng So, J., Grant Parsons, A., & Yap, S. (2013). Corporate branding, emotional attachment and brand loyalty: the case of luxury fashion branding. Journal of Fashion Marketing and Management: An International Journal, 17(4), 403–423. https://doi.org/10.1108/jfmm-03-2013-0032