Brands are about perceptions rather than reality, because they are primarily concerned with emotion more than logic.
Perceptions and attributions may be constructed from early experiences of a brand or by received information. Often, that information is also emotionally constructed. It may have been channelled through peer groups, respected friends or colleagues, or sympathetic media.
Large brands may spend a great deal of resource trying to understand perceptions in the hope of being able to correct any gaps between perception and ‘reality’. Modifying such perception gaps may be a near impossible task as attributions people have constructed themselves are often not accessible to logical argument – they may require significant rebuilding of the brand’s emotional capital.
Changing perceptions can be a long and difficult process – often outside the scope of small brands.
All may not be as it seems.
A key word however is ‘understanding’. Perceptions do not always have to be changed, but they must be understood.
One of the most important perception gaps for small and medium enterprises is that between internal and external perceptions.
Smaller businesses tend to be driven by small close-knit teams with a shared vision of what their business is all about. They are very close to their product or service and have a deep understanding of its operation. However, there may be a significant gap between that and the benefits customers perceive in dealing with the organisation.
The company may believe its key strength lies in the range of products and services – customers may put quality of service top of their list.
A business may see its pricing as a vital advantage – for clients it may be same-day delivery.
Customers may relate to the image of a charismatic CEO while the business believes they success depends upon innovative solutions.
It’s easy to see that this perception gap can lead to businesses devoting costly resource on developing and promoting the wrong dimensions of their brand. Conversely, identifying and building on strengths as perceived by clients can be an effective and rewarding action.
Dealing with the gap
So, how do we identify the perception gap? The answer is relatively simple.
First clarify within the organisation what is seen as the major brand strengths and reasons why clients should make their choices.
Next determine what are the strengths as perceived by customers and other stakeholders. How do we do that? Simple – just ask them – surprisingly, people will usually just tell you.
A very simple device is the customer service survey. Ask questions designed to probe people’s views of the company and services. These could include a list of adjectives with the question: ‘Whch of these best describes ABC?’ Similarly, a list of benefits – price, range, customer service, reliability, track record etc. – asking the client to rank them in order of importance.
Ask a range of questions and keep as many as possible quantitative – i.e. score 1 – 10 or rank these qualities. This allows you to measure answers from a number of respondents. Eep the qualitative questions, ‘What do you think…’ To a minimum.
Your last task is to compare the customers’ perception with the company’s. There may be some obvious gaps that need addressing or some small adjustments. Remember, it’s more effective and easier to adjust your brand communications to be in tune with customer perceptions.