Thread Intelligence Article

August 21, 2003
By Stephen Bury

How often do we set expectations for events as significant as the purchase of a new car or as minute as the taste of a fountain drink? There is a level of expectation that is set with most every interaction that we have. Brand interaction is no different. Whether with an established brand that has been a trusted friend throughout the years or an upstart concept that catches our interest, expectations are continually challenged and anchor our every interaction.

The Almighty First Impression
Touted as the make-it or break-it of relationship building, this moment in time defines the level at which expectations are initially cast and carries considerable weight in future interactions. This benchmark can be the joy or bane of a brand manager's existence and is tested each time the consumer comes in contact with a brand, either directly or indirectly.

Enormous resources go into controlling how a brand is perceived and its durability in the marketplace. As a brand is experienced, it is challenged by the consumer in its delivery of the expected value. Acting like a barometer, our expectation level will lower based on a sub-par experience, hold constant with a steady performance, or heighten when it is pleasantly exceeded. Fluctuations in the delivery of value alter the level of expectation and can jeopardize a brand's perception and equity. Successful brands have the ability to perform at a level that meets or exceeds expectation over time, fulfilling its promise and reinforcing its value.

Pop, Pop, Fizz, Fizz?
Going back to the example of the taste of a fountain drink, how many times has your first sip revealed, instead of the refreshing, sparkling drink expected, a flat, lifeless syrup? Whether the fountain machine's failure to mix the correct amounts of carbon dioxide and syrup is viewed as a minor inconvenience or an active conspiracy, your expectation level is nonetheless ratcheted down a notch. Your perception of the establishment where you purchased the fountain drink, or even of the soft drink brand itself, has been altered. The extent to which experiences affect the next interaction depend on the individual's vested interest, combined with his or her level of expectation.

Expectancy-value theories purport that consumers are goal-oriented beings. The behaviors they perform in response to their experiences and values are undertaken to achieve some end. When focusing on brand consumption, the end for the consumer lies in the promise that the brand has been positioned to deliver. Brand loyalty is achieved when the consumer grows attached to what is being delivered. This attachment can blind the consumer from other options and solidify a brand's incumbent position. Depending on the strength of the attachment, the brand could survive repeated sub-par performances before the risk of replacement arises.

Marketers have to deal with human nature. Optimists, pessimists and those in between are predisposed in their level of expectation. Positive and negative outlooks result in a brand having to work harder for one consumer than another to deliver on its promise. Consumer outlook influences the level of attachment and overall loyalty and challenges a brand to be flexible and dynamic in its ability to meet a wide range of expectations.

Going Down the Road Feeling Bad
Purchasing a new car is traditionally stereotyped as a lengthy process involving unethical salespeople and hard sells. Car shoppers expect to find this environment the moment they set foot on a dealer's lot. Most automobile manufacturers, through television, print and online ads, have done an effective job of getting the prospective buyer excited about a particular vehicle, only to have them face the dubious task of negotiating with a dealer. This task represents the point at which the rubber - level of expectation - meets the road. Manufacturers are constantly experimenting with ways to control expectation levels through no-haggle pricing and alternative methods to market, such as buying a car online. These tactics are in response to most consumers' aversion to conflict and directly relate to their preconceived notions about buying a car.

How can we change consumer outlook and expectation when it comes to the consumption of a brand? One of the most effective ways to minimize the propensity for not meeting expectation is to reduce the amount of uncertainty surrounding brand experience. Consumers that are unsure of the value and promise that a brand is intending to deliver have a more difficult time determining whether or not their expectation was met. If the consumer doesn't have anything to judge the brand by, they will compare it not to the marketer's carefully crafted message but to what the competition is communicating.

Me and My Root Beer
I love root beer. I drink and enjoy mainly one brand of root beer soda ("pop" for you Midwesterners) and have developed an attachment to this brand for the value it delivers - eye-popping caffeine, thirst-quenching freshness and consistency in taste. These values are tested each time I take a drink, whether from a can, bottle or fountain drink. My loyalty is so great that when I come upon a flat fountain experience, I will chalk it up to bad luck, pour it out and go to the available cola. Let's imagine that a fountain machine carries two root beer drinks, which, by the way, they never do. If my main brand comes up flat, the other brand gets a chance to get in the game. Never having tasted this new root beer, I judge it against my favorite beverage and its known deliverables. From that point, the experience occurs and my expectation of the new root beer is set.

Going, Going, Gone
I recently was shopping for a new car. Knowing exactly what I wanted, down to the color and desired accessories, I ventured into the lair of the car dealer. Almost immediately, a twenty-something associate who knew less about the car than I did descended upon me. Having expected this, I persevered through inane questions, waiting for the conversation to move to price and availability. The part of the sales process that I dreaded was the "I'll need to talk to my manager" scenario. At this point, I knew we were close on price. But seemingly wanting to squeeze every available nickel out of me, the associate insisted on a banal "negotiation" that involved sliding a piece of paper with a dollar figure on it back-and-forth across the table. I continued through these unpleasantries, arrived at an agreeable price and began to sign the paperwork. Nearing completion of the forms, the dealer returned to inform me that the car was not available as promised and would take 10 weeks to order. Despite multiple attempts to set aside my preconceptions, my poor expectations were met and I was out of there.

One Straw Can Break a Camel's Back
Rather anti-climatic? With fountain drinks possibly. However, the success or failure of a brand can hinge on something seemingly inconsequential, and have disastrous results in the case of larger purchases, such as an automobile. A multitude of decisions hinge on the customer experience and setting expectation is the first step in ensuring a positive interaction, delivery of promise and sustained brand loyalty. Influencing expectancy - the subjective probability that a given consumer behavior will lead to a particular outcome - is a major key in managing successful brand experiences. Regardless of the product, correctly setting expectation is the added gas or fizz that makes the consumer experience a positive one.

Author - Stephen Bury

Editor - Dirk Knemeyer

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