The pivotal assignment during my early career at Procter & Gamble (P&G) was Jif peanut butter. Jif was a US$250 million business when I joined its brand management team in 1984. Before consumer engagement became the vogue in marketing, we conducted an unusual number of in-home visits and “shop-alongs” with moms. These occasions sharpened my team’s sense of Jif’s core customers. They weren’t simply women between the ages of 18 and 34; they were highly engaged moms with young children.
As a result, my guiding thought was to make Jif the most loved peanut butter by exemplifying and supporting what these moms valued. We had to have the highest quality and make sure there were no traces of carcinogenic aﬂatoxins, which are toxins produced by mold, in the peanuts we used. We had to address concerns about healthfulness and nutrition. We had to have great taste that young kids loved.
Jif had abandoned its famous “Choosy mothers choose Jif” slogan for “Taste the ‘Jifference’ in Jif.” But our deeper understanding helped me realize that the older slogan better expressed what we stood for. I brought it back, which was then an unheard-of move at P&G. We also created a full-page newspaper ad campaign headlined “The Answer Is No,” which explained that our peanut butter had no cholesterol, no preservatives, and no artiﬁcial colors or ﬂavors. It was based on the top 10 questions moms asked us about Jif. In tune with our overall effort to support their values, we held national promotions in which we donated 10 cents per jar to local parent–teacher associations.
These efforts transformed Jif from a sleepy business to an explosive growth story. We achieved record market share, gaining two full share points in a market in which fractions of a share point had been all but impossible to win without eroding margin. We also attained record proﬁtability, with increases in total proﬁt and proﬁt margin of 143 percent and 110 percent, respectively, in the ﬁrst year, and even more the following year. These results became a highlight of my career and the careers of key members of our small management team.
Looking back on these decisions, which seemed largely intuitive at the time, I now recognize that they exemplify a critical, but often overlooked, principle of marketing: the power of ideals. By aligning the business with moms’ values, we implicitly — and subconsciously — aligned it with the concept of human growth. We became more than a maker of peanut butter. We were a partner with moms in their young children’s development.
Any brand is simply the collective intent of the people behind it. To everyone your business touches, from employees to consumers, the brand deﬁnes who you are and what you stand for as a business. If you want great business results, you and your brand have to stand for something compelling. And that’s where brand ideals enter the equation.
A brand ideal is a shared intent by everyone in a business to improve people’s lives. The ability to leverage this ideal is what separates great business leaders from good, bad, or indifferent ones. A brand ideal is a business’s essential reason for being, the higher-order beneﬁt it brings to the world.
Does a shared goal of improving people’s lives sound too idealistic for the rough-and-tumble of business? What about practical, hard-nosed goals such as making the quarterly numbers, increasing market share, and cutting costs? All of these practical goals are crucial. It’s also necessary to want to be the best-performing enterprise around, with the highest standards, the strongest people, and the most satisfied customers. But the best businesses aim higher.