success + ​economy
​Stock Price ​​
​Income and Wealth
Profitability
  • 2/3 of consumers will pay more for a brand with a purpose (Nielsen, 2015)

Customer Loyalty
  • Global consumers are 4-6x more likely to trust, buy from, champion and protect companies that lead with purpose. (Zeno, 2020)
  • 6 of every 10 consumers, and 9 of 10 millenials, say they will buy from a company that leads with purpose  (Cone/Porter Novelli, 2018)
  • 87% of global consumers believe businesses should put at least as much emphasis on social interests as business ones (Edelman, 2017)​
  • Gen-Z consumers are 85% more likely to trust a brand, 84% more likely to buy their products, and 82% likely to recommend that brand to their friends and family if a brand supports a cause (Fuse, 2015).
  • 6 of every 10 Americans would choose, switch, avoid or boycott a brand based on its stand on societal issues, compared to 5 of 10 in 2017 (Wall Street Journal, 2019)
  • 57% of high-income global customers are belief-driven buyers (Edelman, 2017)
  • 55% of global customers will pay more for a product that has a higher purpose (Nielsen, 2014)

Reputation
  • 72% of adults believe public companies should be mission-driven (New Paradigm, 2019)
  • 62% of adults want companies to take a stand on current and broad social, economic and environmental issues (Accenture, 2018)

Employee Performance and Engagement
  • Executives in flow (a component of purpose) are 500% more productive than those not in flow (McKinsey & Co., 2013)
  • Purpose-driven employees have an average annual output that is $9.1k higher than those without purpose (BetterUp, 2019)
  • For every 10k employees who have a sense purpose and meaning, there ate $82M in productivity gains and 19.5k fewer days of paid leave per year (BetterUp, 2019)
  • Purpose-driven employees are 125-225% more productive (Bain & Company, 2017)
  • Purpose is correlated with a quadrupling of the likelihood of being engaged at work (Gallup/Healthways, 2013)​
  • 90% of global employees in purpose-driven companies are engaged (Korn Ferry, 2016) vs. 13% of the global workforce who are engaged (Gallup, 2013)

Leadership
Strategy & Innovation
  • 91% of global executives link a strong corporate purpose with profitability (Deloitte, 2013)
  • 87% of global executives believe companies perform best when their purpose is beyond profit (Ernst & Young, 2015)
  • Purpose-driven companies have 30% higher levels of innovation (Deloitte, 2020)
  • Purpose-driven mission statements rated the #1 strategy and management tool by senior managers (Bain & Co., 1996)
  • 83% of global executives believe purpose helps them stay ahead of industry disruption (Deloitte, 2014)
  • 84% of global executives believe purpose is required to implement new strategies (Harvard Business Review, 2015)
  • Personal purpose is cited by global CEOs as one of the top 3 things (along with ethics and values) to focus on (IBM, 2012)
  • In 2014, "purpose", "mission" and "change the world" were mentioned 3,243 times on earnings calls, investor meetings and industry conferences, a 40% increase over 2009 (Factiva, 2015)​

Job Satisfaction
  • Being connected to your purpose or the company's purpose is ranked the #1 factor in job satisfaction, and is more than 2x more important that the next factor, company leadership (Happiness Research Institute, 2015)
  • Purpose is 2x more important than compensation and career advancement (PwC, 2019)
  • If one is not fulfilled at work, there is a 1% chance of being fulfilled in life (Imperative, 2019)
  • Meaning at work accounts for 48% of meaning in life (University of Applied Sciences, 2019)
  • Purpose is correlated with a 64% higher level of career fulfillment (Imperative / NYU, 2015)
  • Purpose is correlated with a 50% greater likelihood of having meaningful relationships at work (Imperative / NYU, 2015)
  • Purpose is correlated with a 54% greater likelihood of believing work has a positive impact (Imperative / NYU, 2015)
  • Purpose is correlated with a 47% increase in the likelihood of promoting one's employer (Imperative / NYU, 2015)
  • Meaningful work is desired consistently across the socioeconomic spectrum (UW - Milwaukee, 2019) 

Hiring and Retention
​Workplace Safety