Brands deliver on their promises
Brands that put customer services at the heart of their strategy lead the way in the latest Promise Index research, which measures whether a consumer’s experience exceeds their expectations.

If a brand is a “promise” to the consumer, it appears that businesses are getting better at keeping their word. The claims made by brands are getting closer to the actual experience of interacting with them, according to this year’s Promise Index, which has been compiled by brand and insight consultancy Promise.
The research gives 159 brands a score out of ten on how their image and experience are perceived. It deliberately focuses on companies with a strong service element, including those in the electronics and mobile telecommunications sectors.
The two scores are divided to create a “positive”, “negative” or no gap between consumer expectations and reality (see methodology, below).
In all previous years, the index has shown that consumers’ expectations were not matched with actual experience. So what has changed in 2009? According to Promise consultant Konstantin Pinaev, companies are coming to understand that over-promising and under-delivering is an unwise move. Now, he says, we are seeing that “overall, companies deliver what they promise”.
Clare Fuller, managing director of the agency, adds that the recession is making companies work harder to entice customers. While budgets may be under pressure, businesses are apparently concentrating their spending in the right place. “As brands fight for survival in difficult times, they focus on what’s most important,” she says.
Public service brands, which normally come in for criticism, are also being appreciated more in these straitened times – the NHS has risen to 60th position in this year’s Promise Index compared with 123rd in 2008. Interestingly, both the image and experience scores of the NHS have improved this year, indicating that people not only expect a great deal from the service but they are receiving it.
Free is a key theme of the Promise Index this year, as the top spot has been awarded to search engine Google. It has retained its position for the third consecutive year with consumers considering its service a vital part of their life.
While Google’s functionality makes it a good service, the fact it’s free makes it appealing, says Pinaev. “Google is a real success story partly because it has a different pricing model. It is one of the few brands that doesn’t charge you a penny but people use it every day,” he adds.
Another reason for Google’s top position, common to all the high-ranking brands on the Promise Index, is the innovation inherent in the company, says Fuller. “Innovative companies are always thinking about how they can please their customers better. They are close to consumers, so during the recession they are tuned into their changing needs,” she adds.
As well as individual brands, some industries do particularly well in the Promise Index. The top 20 includes automotive companies, electronics brands and mobile phone brands, all known for their innovation. Despite car makers suffering financially, the products are still considered aspirational, with Mercedes, Jaguar and BMW all making the top ten.
Despite Google and Amazon taking the number one and two spots respectively, online brands are suffering overall. Being a digital brand was once seen as innovative in itself, but now that many bricks-and-mortar businesses have an online presence, appearing on the internet is no longer a point of difference.
Fuller says that because using the internet has become an everyday experience, consumers are not as easily impressed. “Being able to buy flights or book hotels online was an empowering and life-changing experience,” she recalls. “It used to be a special experience and now we’ve just got used to it.”
But familiar services don’t necessarily mean poor performance in the Promise Index. Utilities is one of the top performing sectors overall, and this is down to people appreciating the fundamentals, according to Fuller. “Utilities are part of the fabric of life and when things get tougher they rely more on those basics.”
Getting the basics right has resulted in some companies being recognised as consistently delivering what they promise. The research suggests brands that have put customer services at the heart of their strategy are performing much better than those that focus on executing innovative advertising campaigns.
For example, the most consistent performer since the Promise Index first ran in 2004 is financial services brand ING Direct. The combination of an easy-to-use website and an easy-to-understand communications message has put the brand at the top of table when it comes to delivering, says Fuller.
Opodo is another brand that has been singled out for performing consistently well. The website, which consumers can use to search for travel deals, is rated number five in the consistent performers chart. Fuller says: “If you can get your proposition right, you don’t have to be a big and powerful brand in consumers’ minds.”
Ultimately, it appears those brands that can deliver on their promises will succeed in consumer affections. It just goes to show that while you can’t buy love, you can earn it.
Brand Stories
British Airways
BA was one of the fastest fallers in the 2008 Promise Index, but has bounced up 98 places to 62. The 2008 index was compiled when the airline’s reputation was being damaged by the Terminal 5 debacle when passengers’ luggage was left piled
up as the newly-opened facility at Heathrow Airport struggled to cope. However, it appears that this crisis has been largely forgotten by consumers after less than
12 months, reflected in a higher position in the table. This makes the airline the fastest riser of 2009.
HSBC
Financial services brand HSBC has suffered in this year’s Promise Index and this appears to be down to its immense size. Its strapline “the world’s local bank” may give the company a worldwide reputation but this isn’t being married effectively with consumer experiences. The resulting gap places HSBC near the bottom of the table at 139.
McDonald’s
Fast-food brand McDonald’s has been placed on the “one to watch” list for 2010. The restaurant chain has come under fire for its high fat, low quality food, but changes to its menu such as the introduction of fresh coffee, and a major restaurant refurbishment programme seem to be paying dividends. It has jumped 11 places to 152nd place and is expected to rise further in next year’s Promise Index.
The frontline
We ask marketers on the frontline whether our ‘Trends’ research matches their experience on the ground

Catherine Kite, direct marketing manager at Monarch believes the airline’s customer service philosophy is why the business has a positive experience gap in the Promise Index. Monarch is looking to focus more of its marketing on its customer service proposition.
The whole travel market is price driven at the moment and some people will only look at cost. We’re competitive on price, but it’s also about the underlying “care” element. We’re trying to offer an alternative experience to the easyJets and Ryanairs of this world.
The philosophy around customer care focuses on the onboard experience. We try
to ensure there’s a much more pleasant travel experience – the fact you can pre-allocate your seats makes it a different experience to some of our competitors.
In the past 12 months we have been bringing the customer care element more to the front in our marketing. We need to have those tactical price messages there because it will be the first thing that draws people in, but the care element still plays are crucial part in our marketing. We want the consumer perception to be that Monarch is about being able to get a more pleasant experience, plus a good price.

Tom Peck, head of consumer insight at McDonald’s, explains why he believes the fast-food chain has moved up 11 places in this year’s Promise Index
It’s important to tailor your offering to fit consumer perceptions [as shown in the Promise Index]. Consumers used to perceive McDonald’s as a rather tired, old-fashioned burger chain, relying on price to pull customers into store.
The company has smartened up its image, is introducing new menu items and providing free WiFi access, opening at 6am and staying open late. The look and feel tries to be up to date and modern.
For just over a year, the brand has been communicating exactly what ingredients and produce go into its Happy Meals. The Planting ad, and more recently the Big Zero (“nothing added”) communicate that chicken nuggets are made with white breast meat and our potatoes are grown by UK and Irish farmers.
The brand has also embarked on a huge reimaging programme for all its stores. Instead of plastic chairs and red colours, the stores now feature smart seats, trendy benches and lighting. Three years ago customers were minded to buy and leave as quickly as possible. Now we want customers to linger, socialise, hook up to the internet and drink a cappuccino.

Innovation is a key reason for the business being at the top of the Promise Index, but ensuring its core search engine works efficiently for
customers is still the most important focus, says Dan Cobley, Google’s director of marketing for central and northern Europe
We’re honoured to be included in the Promise Index for our search offering. Our mission is “making the world’s information universally accessible”, but we still have a long way to go in achieving this aim.
We’ve come far in ten years, but search is by no means a solved problem. Although we’re innovating in a variety of areas, the majority of our engineering resources are still dedicated to our core search engine.
We make hundreds of tweaks to Google search every year to make our results faster and more relevant. Hopefully users and businesses alike will continue to find it valuable.

Methodology
Consumers are asked to rate each brand included in the Promise Index on image and experience, giving both a score out of 10.
These are then divided by two to give an overall score. The overall gap between image and experience has closed in the 2009 table showing that more businesses are delivering what they promise.
A “positive” promise gap is where experience is greater than expectation. This means a brand delivers more for the customer than expected. A “negative” promise gap is where experience is less than expectation, which means a brand is underperforming.
Those companies that can close the gap stand to make financial rewards. Those with a “positive gap” on average have a revenue growth of 10.5%; those with no gap have an average growth of 4.1%; and those with a “negative gap” have an average growth of 2.8%.
These growth figures were worked out following a joint study with the London School of Economics in 2006 to determine how image and experience had an effect on economic performance of a business.
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Sony Music's Strategic Partnerships team work with brands and agencies that are forward thinking, innovative and share the desire to connect with their target audience through music, the UK's #1 Passion
Sony Music's Strategic Partnerships team work with brands and agencies that are forward thinking, innovative and share the desire to connect with their target audience through music, the UK's #1 Passion
Head Of Insight
Ball & HoolahanMarketing Assistant
FutureGroup Marketing Manager
Orchard & ShipmanMarketing Manager Undergraduate Markets
University of WolverhamptonCustomer Research Manager
River Island



