The 70% Rule: A New Mandate for Brands

For years, the marketing world has been locked in a contentious debate: should brands take a stand on social issues? The question has haunted boardrooms and creative studios, pitting the potential for massive consumer backlash against the promise of deeper brand loyalty. It has been a high-wire act with no safety net. Until now.

A landmark study, published in October 2025 by the NYU Stern Center for Sustainable Business, has finally provided a data-driven map for this treacherous terrain. Supported by industry giants Edelman and the Ford Foundation, the research cuts through the noise of opinion and anecdote, offering a clear, actionable framework for how brands can engage with social issues to win hearts, minds, and market share—without alienating their customer base.

The findings are not just insightful; they represent a fundamental paradigm shift. The era of hesitant, performative, or tacked-on corporate social responsibility is officially over. In its place is a new mandate, one where social purpose is not an accessory to a brand, but the very fabric of its value proposition. For marketers, this isn't just another trend report; it's the new playbook.

The Data That Changes Everything

The core of the NYU Stern study revolves around a powerful, quantifiable truth. When seven iconic U.S. brands were tested, researchers found that marketing messages focused solely on core product attributes held an average appeal of 42% among consumers. This is the baseline—the standard performance of a well-crafted product pitch.

But when a single, relevant social sustainability claim was layered onto that core message, the appeal skyrocketed to 62%. The addition of two more social claims pushed that number even higher, to a staggering 70%. Let that sink in. The right social messaging doesn't just add a little polish; it can nearly double a brand's attractiveness to consumers.

This data systematically dismantles the long-held fear that discussing social issues will inevitably distract from the product or polarize the audience. The opposite is true. When executed correctly, social claims act as a powerful amplifier. They provide a new dimension of value that consumers are actively seeking, transforming a simple transaction into a statement of shared values.

For three of the seven brands tested, a social sustainability claim was the single best-performing message, outperforming every other product-focused pitch. This suggests that for a growing segment of the market, the "why" behind a brand is becoming just as important—if not more so—than the "what."

The End of "Social Washing"

The study's most critical insight, however, is not just that social messages work, but *how* they work. The dramatic increase in appeal is contingent on one non-negotiable factor: authenticity. The research makes it painfully clear that generic, off-brand, or opportunistic social messaging is doomed to fail, risking either public indifference or, worse, ferocious criticism.

The most effective strategy, the report concludes, is to inextricably link social action to the brand’s core business purpose. As one key passage from the research notes, “When brands link social action to their core business, they earn higher trust, broader appeal, and long-term loyalty from customers.”

This is the stake through the heart of "social washing." Consumers have developed a sophisticated radar for inauthenticity. They can spot the difference between a brand that puts a rainbow filter on its logo for a month and a brand that has embedded diversity and inclusion into its hiring practices, product development, and supply chain. The former is a performance; the latter is a purpose.

The brands that win in this new era will be those that view social impact not as a marketing campaign, but as a business strategy. It must be credible, consistent with the brand's history and values, and relevant to the products or services it offers. A tech company championing digital literacy, for example, feels authentic. A fast-fashion brand suddenly advocating for environmental conservation, without changing its production model, invites immediate and justified skepticism.

A New Blueprint for Brand Strategy

The practical implications laid out in the study serve as a strategic blueprint for any CMO or brand manager navigating this new reality. The first rule is to embed, not append. Social sustainability claims should not be relegated to a separate "corporate responsibility" section of a website or an annual report. They must be woven into the primary messaging, sitting alongside core product attributes as a key reason to believe and buy.

Second is the critical need to test and iterate. While the study found that certain social messages can resonate across different demographic and attitudinal groups, it strongly advises against a one-size-fits-all approach. The social and political landscape is a minefield of potential polarization. A "test and learn" mindset is essential. Brands must rigorously test their messages with diverse audiences before a broad rollout to identify what connects, what falls flat, and what might inadvertently cause harm.

Finally, the research urges brands to prioritize the long game. The goal of authentic social engagement is not to generate a fleeting viral moment or a short-term sales bump. It is about building the deep, resilient consumer bonds that create long-term loyalty. This kind of trust isn't earned overnight with a single clever campaign; it's built over time through consistent, meaningful action that is woven into the very fabric of the business model.

The Path Forward: Purpose as a Product

The NYU Stern study is more than an academic exercise; it is a declaration that the consumer contract has been rewritten. People increasingly expect the brands they support to be positive forces in the world. But their expectations are matched by their scrutiny. They demand real, meaningful action that is deeply and authentically integrated with what a brand does every single day.

For brands that have been sitting on the sidelines, the data provides a compelling reason to get in the game, armed with a strategy for success. For those who have tried and stumbled, it offers a clear diagnosis of what went wrong. And for the pioneers who have long believed in the power of purpose-driven business, it is a powerful validation.

The conclusion is inescapable. In today's market, social purpose is no longer a department or an initiative. It is a core product attribute, a key brand differentiator, and one of the most powerful drivers of consumer appeal available. The brands that understand this will not only survive the future; they will define it.