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5.2 · Customers and Commercial Promises: Better to Promise What You Can Deliver
Goal: investigate how a sales promise can undermine the relationships that make sales sustainable.
A promise that attracts complaints
A company advertises “instant delivery” to differentiate itself. Orders rise, but so do late shipments and complaints. The tension is internal to its sales objective: the very message that wins customers may undermine trust and repeat purchases. An assistant might advise “improve communication” without ever connecting the slogan to operational reality.
Make the contradiction operational
Measure promise-to-delivery differences by area, product and day. Determine where capacity supports rapid service and where it does not. Possible reformulations include specifying realistic delivery windows, distinguishing preparation time from transportation time, or reserving expedited service for feasible orders. Each requires testing; a pleasant message is not a substitute for sufficient capacity.
Given this commercial promise and these documented service outcomes, identify the operational assumptions needed for the promise to hold. Explain how increased orders might undermine retention. Suggest revisions that respect actual constraints. Separate facts from hypotheses and define metrics that would show improvement or failure.
Build and attack the campaign
Let the assistant draft a new promise and a dashboard tracking promised vs. actual delivery, complaint rate and percentage of orders completed on time. Stress-test the proposal under peak demand. Does the marketing success itself make the promise infeasible? Revise wording and operational rules rather than hiding limitations.
Submission: two versions of the sales message, the operational rule behind each, its measurable failure conditions and a verification plan. “Customer satisfaction increased” requires a legitimate measure, not optimism.
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