Great Brands Commit And Remain Committed
The Great brands commit and stay true principle is easy to understand but hard to follow. Great Brands commit and perform them continuously so that customers learn exactly what the brand is all about over time and conclude that the brand will deliver that every time. It is employees who transform brand promises into revolutionary customer experiences. You can't hope to stay competitive (much less achieve significant success) without knowing how well your customer experience matches your brand promises.
People buy based on how a brand makes them feel, not just the logic of features and benefits. Simply put, emotional commitment means that customers stay with a brand because they want to. Rather than a customer staying because they want to or feel they should, regulative engagement is what happens when a customer stays with a brand because they feel they should.
A good way to tell them apart is that while emotional commitment occurs because the customer wants to stay with the brand, permanent commitment occurs when the customer feels they should stay with the brand. As a result, customers who are emotionally attached to a brand tend to be very emotionally involved in the business behind the products they love. They personally identify with the brand and sometimes see it as a close friend or an extension of themselves.
As you can see, the customer's commitment to the brand depends on the commitment of the brand to the customer. Even if your brand is the client's only option (such as a monopoly or contract), try to make the reason for their attachment to you an emotional one, or at least an extension. Brands can use a variety of expert business tactics to create ongoing customer interactions. Competitive pricing, industry-leading features, and other temporary incentives are just a few examples of how a brand can garner such loyalty from its customers.
But big brands achieve their goals by creating personal and meaningful connections with customers. Just as big brands develop mutually beneficial relationships with their customers, big sellers develop a deep connection between their company and their customers' businesses. Just as big brands start building a brand by cultivating a strong brand culture within their organizations, big sellers know that the first step to sales success is actually taken within their own companies. In the same way that big brands know that they are not for everyone and therefore try to attract loyal and profitable customers through common values and common interests, big sellers are selective when attracting potential customers.
To create valuable and sustainable customer relationships, big brands don't contract out customers, they seduce them with connections. Nobody wants to be held captive, so if your company's customer retention strategy is to make it hard for people to leave, you're not building brand loyalty and building a great brand. If your customers are not happy with your brand but stay with you due to high exchange costs, they don't care, they're stuck with you. Not if you commit to keeping your brand promise and turn heaven and earth to do so.
Some business leaders only think about brands in terms of information and marketing strategy because that's all they know. When most people think of brands, they think of TV commercials, online commercials, or a new logo. If you think of a brand as a logo or an advertising campaign, think again. You may think you don't "do" branding, but you're missing some very important business ideas, because corporate branding is more important, and each of us has our own.
Still others understand the full commercial value of a brand but lack the tools and methods to realize it. And they tend to value traditional advertising and branding approaches, despite the fact that they are notoriously unreliable in delivering results.
They take their brand advantage for granted without questioning whether something will take them there that will take them to the next level. They know that success depends on the ality to listen and understand customers, on the ability of employees to achieve excellence, on ensuring brand standards are met in the first place, and on innovation in response to market trends. When you give employees a deeper understanding of what you promise your customers and how their performance matches that commitment, your employees will consistently deliver the amazing brand experience your customers expect.
Today's savvy customers can see through a brand's exterior, so companies must translate their brand vision into a customer's reality. Leaders must resist the urge to chase sales, and their best defense is a strong commitment to their brand.