Brand Core · Brand promise · Module

Deliverability

Whether the organisation can actually keep the promise every time — which is a question about capacity and process, not about wording.

The idea

How it works

The gap between what is promised externally and what operations can deliver is one of the named failures in the service-quality literature, and it is almost always created by people who never spoke to each other. Marketing writes the promise; operations discovers it.

The useful test is the bad day rather than the good one. A promise kept in normal conditions and broken during every peak is a promise the customer experiences as unreliable, because they encounter it during the peak too.

Working with it

In practice

  1. 01

    Cost the promise

    What does keeping it require in capacity, staffing and stock? A promise nobody has costed is a promise nobody has agreed to.

  2. 02

    Test it against the worst week

    Normal conditions are not the test. Model the promise against your busiest period and your thinnest staffing.

  3. 03

    Find where it breaks first

    There is a first failure point. Naming it is what allows it to be resourced or the promise to be narrowed.

  4. 04

    Let operations veto the wording

    A promise operations did not agree to is a promise operations will not defend when it is expensive to keep.

One level in

The components of deliverability

A component is something that exists afterwards which did not exist before — a deliverable or a mechanism, not an intention.

  1. The cost to keep

    What delivering the promise reliably requires, in capacity and in money.

    Learn
  2. The breaking point

    Where and under what conditions the promise fails first.

    Learn
  3. The operational commitment

    What has been agreed internally to make the promise deliverable.

    Learn

Model the promise against your worst week. Customers encounter your worst week too.