Monthly Archives: April 2008

Which is more important?

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Helping your customers or selling to
customers? 

The business answer is we need to do both. 
But what would the vote be in your business if you were told you could only do
one of these and you had to choose?

My experience of trying to buy a flat
screen TV last week would suggest the answer varies in different organisations. 
I tried three different places:

Google: lots of helpful information, no
selling, independent advice (no product experience).
John Lewis: helpful, little selling,
clarity about the solution, real product experience.
Currys:  no help, stressful experience,
plenty of selling, lots of offers, a good credit deal.

Interestingly Google and John Lewis are doing quite well
whereas DSG (Currys) are suffering in these more turbulent
times.  DSG management seem to be blaming the economic difficulties, but I am
left wondering if their problems are to do with too much selling and not enough
helping.

Google and John Lewis know that they
must help their customers whereas in many businesses the
emphasis on marketing and sales has been about getting the message across,
making the offer, closing the deal.  But is this really want customers want?  Is
this what is most important to customers?  Is this the most effective way to get
more growth?

Businesses sometimes struggle to
see what is most important to their customers.  Last ezine we
discussed ways around this.  This article takes this one step further and
suggests that by starting with selling as the source of growth many businesses
are distracted from what is important to their customers.   This distraction and
neglect of what is really important to customers is likely to lead to less
growth and less success.

How well do you understand your customers problems?

How do you
ensure your products and services help your customers?  Do you or your
colleagues struggle to see that what customers want is help to solve a problem? 
Do you focus on selling at the exclusion of helping?

Increasingly businesses that help are
more successful than those that just sell.  Google is the
ultimate "help not sell" company and seems to enjoy the highest brand valuation
in the world (BrandZ published today)

How did this work in the case
of my TV purchase.  My problem or opportunity is that I want to be able to relax
with the TV only when really I feel the need.  I do not want the machine in my
face every time I sit down in the living room, so we will put it in a smaller
separate room.  When I go to the internet or the store I am looking for some
help to solve these problems.  So my search extends to appearance, size,
discreteness, on demand TV services, as well as picture quality and sound
quality (the only thing anyone talked about was picture
quality).

Customers do not want is to be
sold a product.  Customers want to solve problems issues and
realise opportunities that they face in their lives.  Features of products and
services that businesses can offer them are only important when they help with
this.  Businesses that help their customers will win.  Those that just sell to
their customers are likely to lose out to smarter competitors.

So when
you go and ask your customers what is important to them, ask them about their
lives and their problems not just the features of your products and
services.

Now if you were forced to choose
between only helping your customers or only selling to your customers, which
would you choose

If
you are interested to arrange a free introductory consultation
to help you understand what your Power Attributes might be, then click
here to find out more about this. free
consultation

If you
think you know what your Power Attributes are but are struggling to get your
colleagues to see it that way, then click
here take a look at our marketing influence ideas click
here.

Thought for the day (maybe even thought for the month)

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Saw this on www.gapingvoid.com today

 

0804enrichthumb

 

Made me think a bit.  Maybe some of the ideas in the more growth blog could be more useful if we apply this principle to our writing.

Will try it for the next post

How do you know what is important to customers?

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Why is it that once we walk through the door of the
business each day we are programmed to want customers to believe
that what we are doing is the answer to their problems and that the features and
benefits of our products will be important and useful to them.  Suddenly the
world seems to be centred around the products and brands that we
sell.

Somehow the corporate mission or our
own ambition can blind us to insights we acquire every day.   As
we spend our home and shopping lives being customers and making choices between
products we can develop a good understanding of what it means to be a customer. 
We can understand what is important and how trivial or important different
decisions are to us.

I have been reading Nassim Nicholas Taleb’s book,
The Black Swan,

The
Black Swan: The Impact of the Highly Improbable

See our discussion  click here   

He has been reminding me how easily we can get persuaded
by the "narrative" explanations that exist within the business. 
How easily we tend to seek confirmation of what we would like to believe in the
anecdotes and events around us.  How difficult and more challenging it is to
rigorously assess the evidence. 


How do you deal with this?

As a
successful business person you know you must cut through this
and you should understand what is important to your customers.   

But how
much time and money do you devote specifically to find out what is really
important to customers so you can act on it?   And if you do spend time on it,
what is the best way to discover what is important to our
customers?

But you may be thinking that you
already know what is important to customers.  Why should you
invest more money and time in finding out what is important to customers.  Just
stay with us for 2 more minutes reading this ezine and we will give you the
chance to assess whether you have done enough.


What we have found

We have frequently observed in project after
project and study after study is that successful business people do know a lot
about what is important to their customers.  Especially sales people who are
talking regularly with customers and marketers who choose to spend time
listening to consumers.

We have noticed that
the managers in the business tend to get it 80% to 90% right. 
Which sounds great.  And would that we could get everything 80-90% right!  But
the problem is the thing you miss out or get wrong is often the important
attribute feature or benefit that could make all the difference.


Here are some examples from our own studies

Examples where managers
think something is important but consumers think is less important than other
things

Healthy snacks – less than 3% fat, not embarrassing to eat in
public
Gardening – used by professionals, use less peat
Reinsurance – can
offer independent advice, harnesses innovation.

Examples where consumers
think something is important but managers did not spot it

Healthy Snacks
– is a satisfying eat
Gardening – Is attractive to wild life, forgives me if
I forget to water it.
Reinsurance – Flexible to my needs, fixes problems
rapidly


How can you know what is important to customers?

Inevitably the most straightforward answer is to ask
them and we would be the first to say that asking them in any
form is better than not asking them.  But there are a few pointers that we have
learned.

  • We have found the concept of an attribute is valuable to help distinguish
    what is more important or less important
  • Don’t get too tangled up in whether the attribute is a feature a benefit an
    emotion or an image, it does not matter.  What matters is which attributes are
    important
  • Ask the customers/consumers to help you prepare your list of attributes. 
    They will often come up with some attributes that you did not think of.
  • A third party conversation is more likely to reveal the truth, if you have a
    relationship with your customers, this can get in the way of a truly transparent
    conversation.  On line or paper survey tools can also do this very well
  • Plan the approach so you do not lead them to give you the answer you want to
    hear.
  • Ranking attributes from 1-10 or 1-20 is more revealing than asking for a
    score on a scale where 1 is not important and 5 is very important.

Attribute importance is a fundamentally important
part of helping our clients understand how customers make choices between
brands.  The really useful concept of Power Attributes is based around what is
important to customers and how you can differentiate yourself to
them.

You can download our paper on this click
here

You can see our website discussion on this click
here

You can see our case study examples click
here

You can see our blog posts on Power Attributes click
here