Retail Observer

RETAILOBSERVER.COM NOVEMBER 2019 46 M ost often, when I ask business leaders to explain their company's "brand promise," there's a significant pause before they answer. Usually, it's because they haven't given much thought to the promises their brand is making. My take is that this is a rich opportunity. I see three ways we can make a strong brand promise that will attract increasing numbers of loyal customers. First, the promise must have actual value for your customers. The customers aren't going to see much value for themselves, if you're just promising that you'll continue to be profitable, year after year – beyond being reassured that your company will still be around. Consider TOMS, the Playa del Rey, California-based company that designs and markets shoes, eyewear, coffee, apparel, and handbags. TOMS makes a simple promise that has immediate perceived value. They promise to give away a pair of shoes or eyeglasses to one of their charitable partners for every pair sold. The TOMS customers know that every one of their purchases will help those in need. While it may not represent a direct financial benefit, it's a strong feel-good assurance that their purchases are doing good. Second, a good promise is measurable. Every promise you make to your customers should be backed up by practices that measure whether you're living up to your promise. A resort client-partner of mine offers its customers a promise to "Experience Extraordinary." Because extraordinary is very subjective, they asked their customers to define extraordinary through interviews. They then set out to measure how much they were delivering on their promise, using customer experience metrics and Net Promotor Scores, bolstered by employee training practices and reward systems. Naturally, these measurable studies can yield a ton of persuasive material for telling their customers how they are living up to their promise. Third, a promise must be explicit. It won't do you or your customer much good if you're keeping your promise hidden. Many of the world's most respected brands state their promises openly. Starbucks: "To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time." Nike: "To bring inspiration and innovation to every athlete in the world." Marriott's promise is centered on delivering consistent experiences regardless of geography: "Quiet luxury. Crafted experiences. Intuitive service." By reminding your customers of what you're promising them, and clarifying your stated promise, you'll deepen your relationships. You'll also set a bar for what the customers will expect to receive, which strengthens their image of how their lives will be improved because you're living up to your promise. Naturally, promises need to be regularly reviewed. What would your response be if I asked what your customers would miss out on if your company no longer existed? I'm guessing you'd have some beautiful answers about why the customers need the products you're making or the services you're delivering. During a recent workshop for several dozen small business owners, I took them through a business obituary exercise. It's a way to celebrate the life of your business and highlight the impact your company has on the world. Once the first drafts were written, I had them pair up and read their business obits to each other. It's a powerful exercise in "objective noticing." We too often take for granted the value we're already delivering. Customers will, too, unless we're making it clear by what we're saying about ourselves. Another way to gut-check your brand's promise is to talk about what won't happen without your product or service. Imagine that your business no longer existed, and what your customers would miss out on if you were no longer there to serve them. Experiment with this sentence: "Without us, fewer people can / do / are / feel / have / become _________________." Fill in as many responses as you can think of. Or ask your customers to tell you what they'd miss about your brand – you can do it with surveys or customer intercepts. Be earnest in your listening, and be sure to apply what you learn. In the end, we're only as good as the promises we keep. Reputations are made or broken on how well we deliver on our promises. Conversely, trust grows when we meet or exceed our customers' expectations. If you'd like more details on these exercises, feel free to email me and I'll be happy to send you instructions. As an advisor and consultant on brand strategy, organizational life, and humanized marketing strategy, Steve has worked with companies such as Samsung, Habitat for Humanity, New Balance, Sony, LG, Amazon, NFL and MLB franchises and is a regular speaker for TEDx, Creative Mornings, CES, HOW Conference, Social Venture Network, American Marketing Association, and AIGA conferences. Author of Brand Love and Loyalty and Humanizing the Customer Journey, and the forthcoming book, The Evolved Brand: How to Impact the World Through the Power of Your Brand, Steve has been featured in Business Week, Brand Week, Ad Age, Conscious Company Magazine, and HOW magazine. Steve leads his own brand and business strategic consultancy, Mth Degree. Contact Steve at 619-234-1211, steven@theMthDegree.com, or www.theMthDegree.com. RO Steven Morris On Brand PROMISES, PROMISES

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