by Sean McCoy (@TheRealMcCoyTRM) In a classic case of the converse, my 2015 has gotten off to a grumpy-consumer start, in the area of technology and wireless broadband services specifically.
The service provider shall naturally remain anonymous to ensure that this isn’t a personally convenient gripe column. The example, however, resonates very strongly in my thoughts at the moment and triggers a somewhat vocal view about why organisations should adapt their communication in line with what they are capable of delivering against, and not the other way around.
Totally underwhelming
My broadband service provider was very aggressive in its sales efforts and service commitments in the lead-up to the signing of an initial contract. The installation process which followed was not as promising, however, and some eight months later, at the first real technical problem, the after-sales service has been totally underwhelming and downright non-existent.
All attempts at service are met with apathetic call-centre agent responses, no ownership of the service problem and blaming every other party in the value chain, rather than simply being accountable themselves and making any effort to solve my problem.
What makes this extremely frustrating and different to any other apathetic service level is that this organisation, from the desk of the managing director, has been submitting bold, ongoing communication about its ‘service excellence’ and its ‘deep commitment’ to going the extra mile to ensure its ‘leadership position’ in the industry — quite laughable, if it weren’t so blatantly false and sad.
Critical need
As I try to get this off my chest and calm down a little, I remind myself and all marketers of the critical need to ensure brand alignment and cohesion between what is promised in the communication and what is delivered by the business.
All too often, we get exceptionally creative at clever campaigns, catchy slogans and pay-off lines; and great communication that resonates with consumers in the market and potentially draws them in. Do we ever stop to check and see whether the organisation is capable of meeting these promises or if the promise is a bridge too far in over-extending the ability of the business to achieve this?
I fear not — this is all too often left to chance and the consumer suffers in the process.
Perhaps the business doesn’t really care and is only interested in the revenue end of the equation — a clearly limited and short-term view.
A failed brand experience
Be it a service or a product, it is incumbent upon the business to ensure that people delivering against the promise are suitably prepared and equipped for it; and that systems and processes fully empower and enable them to do so, avoiding a situation such as I have described that simply deteriorates into a failed brand experience, complete souring of the relationship and what will no doubt translate into the ultimate end result and brand crime — voting with one’s feet and placing the share of wallet elsewhere.
This is not to suggest that marketing messages and campaigns should dish up “me too” mediocrity and the over-ordinary. To the contrary, the role of business and marketing is to differentiate and capture a slice of the market — it needs compelling communication and a healthy dose of business stretch to achieve this.
What it doesn’t need, however, is over-extension to the point of non-delivery or disconnect; or commitment of the ultimate brand oversight of failing on the promise to market.
Rule of thumb
As a rule of thumb, communication perceptions should lean towards under-promising and over-delivering, translating into positive consumer surprise or delight, rather than irritation and potential loss of business.
If you are going to make bold service or product claims, then be confidently sure of your ability to deliver against them; alternatively temper the statement to ensure it meets your business capability — competitive advantage cannot be achieved by making false claims or by trying to put brand wrapping on a poor product.
As a result of this service provider’s poor performance, you are on the receiving end of an irate consumer perspective, blended with a professional industry viewpoint — and delivered off another broadband platform, of course!
Dr Sean McCoy, MD and founding member of HKLM, is a prominent figure in the branding arena, with his expertise centered on client service, brand strategy and business development. Sean has been chairperson for the Brand Council of South Africa since 2012. He contributes the regular “The Real McCoy” column focusing on internal branding to MarkLives.
— MarkLives’ round-up of top ad and media industry news and opinion in your mailbox every Monday and Thursday. Sign up here!