The Role of Purpose in UK Advertising: A Genuine Imperative or a Passing Trend?

The landscape of purpose-driven advertising is undergoing a significant transformation. Green credentials, ethical sourcing, and social impact have dominated industry conversations for years, but does purpose actually influence consumer behaviour, or has it become a commodified marketing tool?

​A recent YouGov survey suggests that maybe it’s the latter, with only 5% of Britons considering social or ethical factors among their top purchasing decisions – far behind cost (70%) and quality (62%). Even younger consumers, often assumed to be more ethically motivated, are failing to prioritise social values over price and convenience.

So, what does this mean for advertisers? Should brands rethink their approach to purpose, or is it still a crucial long-term strategy? Does purpose matter more in shaping brand trust and perception than in driving immediate sales? And with economic pressures mounting, will ethical messaging take a backseat to affordability and practicality?

The Decline of Purpose-Driven Decision-Making? Or a Shift in Accountability?

Lameya Chaudhury, head of social impact at Lucky Generals, argues that the issue isn’t that people don’t care about ethics – it’s that they’ve stopped believing brands do. “That’s the real problem. If anything, it shows we need to shift from intention to impact. People aren’t rejecting values. They’re just tired of brands that talk a good game and deliver nothing meaningful.”

Her thoughts indicate a growing trend that the era of performative, purpose-driven marketing is waning. Consumers aren’t necessarily deprioritising ethics; they are simply expecting brands to demonstrate tangible actions, rather than empty slogans. We’re entering a period where brands need to adopt a more integrated approach and act on their commitments, rather than just talk about them. Today, consumer expectations are higher than ever, and brands are finding themselves under pressure to ensure their purpose aligns with their actions.

Kate Howe, executive director at MSQ, takes a similar stance, suggesting that purpose shouldn’t be viewed as a marketing differentiator, but as an embedded part of business operations. “Whether purpose matters or not shouldn’t be the debate – everyone should have a purpose. But to what extent a brand chooses to shout about it, or whether it just quietly lives by its values, is the conversation we should be having.”

The Business Case for Purpose: Trust, Loyalty, and Long-Term Gains

There is still strong evidence that embedding purpose into business operations leads to commercial success. Research from the Unstereotyped Alliance found that brands embracing inclusion see a 16.26% boost in long-term sales, a 3.46% lift in short-term sales, 54% more pricing power, 15% higher customer loyalty, and a 33% better chance of being the first choice for consumers. The key takeaway? Purpose must be embedded in operations, not just messaging.

There’s been a shift in realisation that purpose-driven advertising is no longer a luxury but a necessity – both for brand survival and the broader social good. Sandra Masiliso, global diversity, equity and inclusion leader at Dept, emphasised that the onus of responsibility for sustainable and purpose-driven actions falls squarely on companies themselves. As she highlighted, “At Dept, we are a purpose-driven company, and this is central to our organisation. We recently got recertified as a B Corp, a process led by our fantastic internal impact team.” This recertification is not just a badge of honour, but a demonstration of the company's ongoing commitment to integrating purpose into its core operations, positioning purpose-driven strategies as essential for long-term success.

The 5% Debate: Is the Data Misleading?

Sandra also challenges the idea that only 5% of Britons prioritise ethical concerns in their purchasing decisions, suggesting that it may not tell the full story. “Consumers are prioritising affordability due to economic challenges, but they are also scrutinising how brands behave in response. Certifications, commitments to purpose, and transparency are still crucial.”

She points to an Ipsos study that found 72% of gen z consumers actively disengage from brands they perceive as performative in their purpose-driven messaging. “That suggests the 5% figure might not reflect the full picture – it could depend on which brands consumers are engaging with. Successful brands like Lush and Patagonia have built consumer trust by embedding sustainability and ethical practices into their operations and acting transparently for years.”

Helen Rhodes, the outgoing ECD at BBH and incoming CCO at Grey, agrees and encourages brands to act authentically and in line with their values. “Gone are the days when brands could superficially align with social causes and do a one-off vanity project with the sole purpose of entering it into awards. Consumers, especially younger, more socially conscious consumers, aka gen z, are holding brands accountable for their commitments, expecting purpose to be backed by real action rather than marketing rhetoric.”

Helen also emphasises that purpose is not a one-size-fits-all endeavour, and that it must evolve alongside changing social, environmental, and cultural issues. Brands that fail to continuously reassess their approach risk alienating their audience.

But “purpose is also so complex,” she adds. “It involves a variety of social, environmental, and cultural issues, each with its own layers and considerations which are constantly evolving.” Brands, therefore, need to be agile and adaptive. “It’s not just about making moral statements. Every brand has an impact on the world, so why not make it a positive one?”

Balancing Profitability and Purpose

The biggest challenge for brands today is balancing purpose with commercial realities – which is a central focus for Harjot Singh, global chief strategy officer at McCann and McCann Worldgroup. He has been pivotal in advancing purpose-driven advertising thanks to his work as the first convener in IPA history to introduce purpose as an award show category. “I wanted to show that purpose can drive results in both non-profit and for-profit enterprises,” he explains. His leadership within the IPA helped to differentiate the role of purpose across different business models. “There was some pushback, some debate, but the IPA ultimately leaned in. Purpose and sustainability aren’t just moral imperatives – they’re business imperatives.”

While rising inflation and the cost-of-living crisis are pushing affordability to the forefront, Harjot believes ethical business models don’t have to be sacrificed. “There’s a misconception that ethical consumption becomes a luxury during economic downturns. But that’s where the opportunity lies – to challenge that assumption. He thinks that purpose shouldn’t be viewed as discretionary, but rather as a core component of business. “The real question is whether businesses are focused on short-term profit, or wanting to build a sustainable business for the long term.” He’s committed to integrating purpose into business models not as a side project, but as the foundation of a brand's value proposition.

Sandra agrees, adding: “Many successful purpose-driven brands are already moving beyond premium sustainability models, which have traditionally positioned ethical business as a luxury. Ethical choices should be accessible to all consumers, not just those who can afford premium products.”

Harjot and Sandra provide examples from brands like Marks & Spencer, Unilever, IKEA, and adidas, demonstrating that purpose and profit can coexist. They mention M&S’ 'Plan A' zero-waste initiative, IKEA’s buyback scheme, adidas’ recyclable trainers and Unilever’s sustainable living brands – like Dove, Hellmann’s, and Persil, which have outperformed the portfolio because of their integration of purpose into product development and brand messaging – as proof that purpose can be commercially viable.

“The key for businesses is to ensure ethical considerations don’t come at the cost of accessibility,” explains Sandra. “Tiered pricing models and affordability options allow companies to remain competitive while maintaining their commitments.”

“People generally want to make ethical choices,” says Harjot. “They just need brands to make it easier for them.” It's up to brands to make sustainable choices accessible and affordable.

Is Purpose Dead? No. But Performative Purpose Is

The shift from purpose-washing to purpose-driven innovation is a key opportunity for brands moving forward. “Ethical messaging has to evolve,” says Harjot. “It needs to be more pragmatic, solution-oriented, and transparent. Brands should prove and not preach.”

Just look at how brands like Patagonia and Tony’s Chocolonely have integrated purpose into their products, rather than simply marketing them for tangible value. Harjot calls for a more pragmatic, action-driven approach to brand purpose.

The YouGov study suggests that economic concerns may be outweighing ethical considerations for consumers immediately. But that doesn’t mean purpose is irrelevant. Instead, it means brands need to rethink how they integrate and communicate their commitments.

Purpose-driven advertising has found a solid foothold in the UK, especially with the pioneering work done by industry bodies like the IPA. But Harjot says, “We’re also the first to critique ourselves. We’re equally quick to address issues, innovate, and lead. And purpose requires us to take an evolutionary approach.”

“Building trust and engagement with these consumer groups doesn’t happen overnight,” agrees Sandra. “If a brand suddenly announces, ‘We are ethical’, existing consumers might be sceptical and ask, ‘Where is this coming from?’ Brands need to embrace the journey. It won’t be perfect, and they won’t have all the answers right away. I always say 'It’s a marathon, not a sprint'. But every step taken builds trust, fosters engagement, and makes a difference.”

When purpose aligns with product excellence, it’s not just a moral obligation, but a profitable business strategy. The challenge, as these leaders point out, is for brands to move beyond performative gestures and deliver on their promises. The future of advertising will be defined by those who can make sustainability and ethical practices integral to their brand experience, offering consumers not just the option to do good, but the clear path to do so easily.