We are living in a perfect competition world of business where customers have full knowledge about every player in the industry/sector that our entrepreneurial business is existing.
Such that if you snooze you lose, let the truth lead in our brand promotion and marketing. Most of our entrepreneurs are yet to appreciate the power of positive brand reputation through sticking to the truth as promised by the brand and its offerings.
When a society undergoes a socio-economic meltdown, brands easily negate their promise to the customers and various stakeholders, opting for easy options of pulling a fast one through gimmicks.
The reflex justification for unforgivable brand management sins is that the companies will be ‘fighting for survival’ rather than attending to the promises made both intentionally or subconsciously.
In most of the cases where we have been engaged to manage brands that were losing market grip, the top executives held the somewhat unforgivable notion that the respective companies were battling to keep their doors open rather than engage in expensive brand management strategies.
The misplaced thinking was then fused down the entire company until it became a deadly disease eating out every facet of competitive brand architecture.
Remembering that any practice we do as inspired by the senior levels of an organisation eventually becomes a culture. Here the culture deviates from excellence to self-brand terrorism.
We say it is unforgivable as AI offers opportunities for companies to enhance their systems of keeping their promise throughout the span of the brand.
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This week’s article focuses on the need for brands to keep their promises to the customers and the various stakeholders.
In essence, we are from the vantage point that under-promise and over-deliver dilutes the competitive advantage of a brand.
The most damaging challenge in most companies is the pace of making ambitious brand promises that are not matched with capabilities to deliver on the same.
It is not safe for a brand to make such a profound promise when it is not internally geared to deliver on such a promise.
Because of this truism, brands tend to rely on throwing a bunch of gimmicks as a way of over-promising, and yet time is the measure of substance and the elements of time will poke halls on the ruse – leaving the brand weaker and vulnerable to attacks from competing offerings.
Given the foregoing problems that come with brands failing to keep their promises to their customers and stakeholders, the key brand management take-home lessons are noted as follows:
Don’t make too many pledges upfront: when you ‘under-pledge’, it enables the marketing communications to be honest and ensures that the sales team does not make ‘impossible’ promises for the sake of closing a deal.
It’s always dangerous to make promises before you are sure you can deliver. Customers of today value honesty and authenticity than ever before therefore, keeping the brand promise is of paramount importance in building loyalty and repeat purchases.
Never forget the customer: Satisfying the customer is the only purpose of making a brand promise.
In this regard, it is pointless to make unnecessary promises that are outside the scope of satisfying the customer.
It is, therefore, critical for brands to invest in market research that will help in identifying the most important needs and wants of the target market.
When identified, it will be important to withdraw old pledges, cut down on the claims that the brands make, and market the new pledge in line with the market needs vis-à-vis the internal strengths and weaknesses. This will grow a network of people into advocates of the brand.
Cover all the touchpoints: It is always important to deliver a consistent experience to the customers through every touchpoint.
There is therefore need to work with the Human Resources department starting from the recruitment, placement, and education of the employees across departments on the need to deliver a consistent experience at every brand touch-point.
Every interaction with the customer is a chance to add value to the company’s product or service.
Be mindful of the hidden promises: it is equally crucial for brands to be mindful of the hidden promises that might be communicated by the brands without intending to do so.
Even if the promises are made unintentionally, the customers will still expect the brand to keep it.
In the age of AI, the fore-noted proposals can be enhanced through the use of automation and personalisation to underpin consistency in the delivery of the promise.
As such the companies increased the usage and uptake of AI, which will enhance the fulfilment of the brand promise through the following:
- Consistency in communication: AI can help in maintaining a consistent tone and messaging across all channels
- Predictive analytics: AI can forecast future customer needs and preferences, enabling brands to innovate and evolve their products and services proactively. This capability ensures that the brand remains relevant and true to its promise.
- Enhanced feedback: AI can facilitate continuous feedback mechanisms, allowing brands to adjust their offerings based on real-time customer insights. This responsiveness shows customers that the brand is committed to meeting their expectations.
- Customer support: AI-powered chatbots and virtual assistants can provide 24/7 support, resolving customer inquiries and issues promptly. This capability helps brands fulfil their promise of excellent customer service and enhances customer satisfaction.
As noted in our previous articles AI is not just an upgrade of the technologies that we have in our businesses, its benefits to the company and customers accrue from a well-defined brand strategy that is geared towards fulfilling its promise and the technology comes in handy through pushing the strategy forward.
Till then we leave you to reflect towards sustainable branding that is anchored on the fulfilled promise(s) rather than gimmicks.
*Dr Farai Chigora is a businessman and academic. He is a senior lecturer at the Africa University’s College of Business, Peace, Leadership and Governance. Chigora is also a global business modelling practitioner. His doctoral research focused on Business Administration (Destination Marketing and Branding Major, Ukzn, SA). He is into agribusiness and consults for many companies in Zimbabwe and Africa. He writes in his personal capacity and can be contacted for feedback and business at [email protected], www.fachip.co.zw, WhatsApp mobile: +263772886871.
*Dr Tabani Moyo is an extra-ordinary researcher with the University of North West, South Africa’s Social Transformation School. His holds a Doctorate in Business Administration (Research focus on new media and corporate reputation management, UKZN), chartered marketer, fellow CIM, communications and reputation management expert based in Harare. He can be contacted at [email protected] @TabaniMoyo (Twitter)
