For decades, McCann Ericsson Group lived by the maxim “The truth well told.” This was more than a slogan; it encapsulated the ethical responsibility advertising has in shaping consumer expectations. When executed well, advertising elevates desires and expectations that a brand’s product can fulfil. This dynamic, when done right, benefits both the consumer and the brand. In turn, it fuels the free-market economies that have led to unprecedented prosperity across the globe.
However, at the core of any successful market economy is a fundamental compact: when you set an expectation, you must deliver on it. There’s room for a small degree of flexibility in the promise-delivery relationship, but at its heart, the link between what you say and what you do is essential for brand success. That said, there are nuances worth exploring in this dynamic.
Brands that consistently meet modest promises build trust over time. McDonald’s has perfected this formula. They don’t claim their food is gourmet, but they deliver exactly what customers expect: quick, affordable, and predictable meals. It’s this consistency that makes McDonald’s a staple for millions.
Ryanair takes this idea even further by embracing a controversial approach. The airline openly promises poor customer service in exchange for low-cost fares, and they deliver on both counts. While many passengers may be irritated, the airline’s consistently honest expectation-setting keeps customers flying.
As a counterpoint, the consequences of poor expectation setting can be severe and far-reaching.
Take Australia’s police forces, for example, most of which are grappling with a significant staff retention issue. Why? In part, due to recruitment advertising that sets an expectation of a “job for those looking for more” – one with family-friendly hours, ample holidays, exciting experiences, and an opportunity to make a meaningful community impact. What these ads fail to communicate, however, is the cold, hard reality: policing is demanding, mentally challenging, and often requires stepping into dangerous, high-pressure situations. The disconnect between the advertised ideal and the reality of the job leads to a high employee turnover rate. The result is costly for the department, and the emotional toll on stressed officers, many of whom leave prematurely, only exacerbates the situation.
A similar issue was once in play at Accenture, where we took a brief to address what had become an executive recruitment revolving door. The problem was rooted in misaligned expectations. Accenture’s recruitment ads touted the benefits of a “collegiate, globally recognised team” with a “fabulously lucrative career.” The reality was different. Accenture was an intensely competitive workplace, where success demanded not only technical prowess but also networking, resilience, and an ability to thrive under pressure. Discovering this, we realigned candidate messaging to set a more realistic expectation. Our ads informed candidates that “this is an incredibly demanding environment, but if you thrive in high-performance situations and want to work with the best, this is where you belong.” The outcome? The revolving door slowed significantly, and the company was better able to resource its growth.
Consider another example of poor expectation setting: National Australia Bank‘s “More than Money” campaign, which implies a partnership with customers that goes beyond transactional banking services. I think that’s a risky approach to positioning a bank brand. What many customers have experienced over the years is that banks are risk-averse and will protect their shareholders first (as they should). So, when the customer loses his or her job, or when a small business faces challenges, the relationship very quickly snaps back to being entirely transactional. Where did my empathetic bank go?
The disconnect between this implied promise of partnership and the reality of any bank’s sense of fiduciary duty is one of the factors that led to the industry’s excoriation during the Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry. Some banks have learned the lesson well. Rather than promising partnership, Commonwealth Bank, for example, positions itself as a financial services enabler. There’s no overt promise of lifelong camaraderie, but that honesty and credibility arguably make its advertising more powerful.
The lesson is clear: consumers are, up to a point, forgiving. They understand that hyperbole plays a role in how they’re marketed to. However, stretch that elasticity too far, and the consequences, both in terms of financial and reputational damage, can be significant.