There are two dynamics in this that make those companies successful:
First, they've found a way to connect their offering to improving people's lives.
Second, and perhaps most important, they've communicated this connection up, down and sideways throughout their organization, so that every employee acts it out in their jobs, every single day. That's called engagement and alignment, and companies that have it are successful in a lot of ways.
Let's go back to the first point - finding a way to connect their offering to improving people's lives...
Some products lend themselves to this "connection" more easily than others. For example, a hospital, or pharmaceutical company have obvious and direct connections to improving people's lives. But what if your product doesn't fall neatly within the spectrum of health care? What if you sell auto parts, or snack food? There's still a connection - you just have to find it.
One of the ways to finding it is to look for the positive emotions that can be associated with the use your product. A couple famous examples come to find: The Michelin Tire Baby Ad, and the Pepsi Generation. Tires by themselves don't necessarily trigger the "improving lives" emotion. And as for cola, well, it's sugar water - the kind of stuff that your doctor probably tells you to stay away from.
But both Michelin and Pepsi successfully uncovered the raw human emotion that can be triggered by the use of their products, and suddenly, each became very much associated with improving people's lives.
So how about your product? How does, or how can it make better the lives of the people that use it?
And when you figure it out, share it with your employees. Help every one of your employees connect the dots between what they do in their jobs, to the use of your product, by the end customer.