Download - Customer Centri Cthinking
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Copyright ©2009 Lindell Associates, LLC All rights reserved.
Consultants to Management
LindellAssociates, LLC
8 Steps To Thinking Like a
Customer
P. Griffith “Griff” Lindell
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To focus well on your customers…
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…Start with Yourself
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The Process of developing
Customer-CENTERED Thinking
1. Begin with knowing what business your are in.
2. Refined with an acknowledgement of the impediments to success.
3. Driven by thinking about the Who, What and Why of a Customer
4. Developed by understanding your core/whole product
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The Process of developing
Customer-CENTERED Thinking
5. Clarified by metaphor
6. Honed by your Unique Selling
Proposition
7. Visualized by Positioning
8. Made real by your Customer Intimacy
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1. What business are you really in?
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Purpose: Why did I start this
business? What difference did I
want to make?
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Mental Models What
models do I use to
think about this
business?
Transactional Model?
Customer Intimacy
Model? Best Price
Model?
Value Model?
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Positioning
A Picture of Your Business
Principles
Purpose
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The Business I am in
Make a list of the kinds of products you
sell
What business does that seem to suggest
that you are in?
Discuss with your group
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The Flow of Thought
A Way to Think About Your Business
Features Value
Core Product
Unique Stuff Value
The "stuff" that supports it
Tanigble Property
Physical Product
Features Value
Core service
Unique Stuff Value
The "stuff" that supports it
Service Offering
Conceptual
Offering
My Product
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The Flow of Thought
A Way to Think About Your Business
Features Value
Core Product
Unique Stuff Value
The "stuff" that supports it
Tanigble Property
Physical Product
Features Value
Core service
Unique Stuff Value
The "stuff" that supports it
Service Offering
Conceptual
Offering
My Product
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Copyright ©2009 Lindell Associates, LLC All rights reserved.
The Flow of Thought
A Way to Think About Your Business
Features Value
Core Product
Unique Stuff Value
The "stuff" that supports it
Tanigble Property
Physical Product
Features Value
Core service
Unique Stuff Value
The "stuff" that supports it
Service Offering
Conceptual
Offering
My Product
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Copyright ©2009 Lindell Associates, LLC All rights reserved.
The Flow of Thought
A Way to Think About Your Business
Features Value
Core Product
Unique Stuff Value
The "stuff" that supports it
Tanigble Property
Physical Product
Features Value
Core service
Unique Stuff Value
The "stuff" that supports it
Service Offering
Conceptual
Offering
My Product
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Product Market
Domain Domain
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Product Market
Domain Domain
Transportation Freight Trains
Passenger Trains
RR Rights-of-Way
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Product Market
Domain Domain
Freight Trains
Passenger Trains
RR Rights-of-Way
Transportation Co.
• Airline Freight
• Passengers
• Airports
• Trucking
• Shipping
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Understanding Your Domains
Product Domain Market Domain
What business are your really in?
What will this mean to your marketing?
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2. Overcoming barriers to success
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Consultants to Management
LindellAssociates, LLC
2. Refined with an
acknowledgement of the
impediments to success.
Overcoming them and making
Them Work FOR YOU
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Begin with a fundamental belief
in the vision
Build with the outcome in mind.
Involve all the people.
Be radical.
JERICHO PRINCIPLEOvercoming Impediments to Success
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Make it simple.
Be persistent.
Maximize your resources.
JERICHO PRINCIPLEOvercoming Impediments to Success
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Consultants to Management
LindellAssociates, LLC
Remember...
...It’s not the seemingly
insurmountable height of the wall that
matters, it’s where you want to be
positioned when the wall comes
tumbling down.
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Strategic Considerations
What are the impediments to our
success that must be overcome?
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Choose Your Top
5 Impediments to Success
Impediments
1. .
2. .
3. .
4. .
5. .
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Strategic Considerations
What strengths do you have?
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Strategic Considerations
What are the impediments to your success that must be overcome?
What strengths do you have?
How can they be applied to overcome the impediments to our growth?
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First, List Your Top 5
Impediments to Success
Impediments
1. .
2. .
3. .
4. .
5. .
_______________
_______________
_______________
_______________
_______________
_______________
_______________
_______________
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3. Understand the Customer
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Consultants to Management
LindellAssociates, LLC
3. Thinking About the
Who, What and Why of
a Customer
Define
Describe
Develop
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Define: What Customer Have in
Common
Age
Gender
Neighborhood
Walking
Driving
Affinity
B to B
Determine the “target”
Management
User
Other “buying
center” members
purchasing
financial
operations
Retail Business
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Customers Motivations
What do prospective customer have in common?
Dilemmas “if only….”
Values
Experiences (floods, wars, recession, etc.)
Education
Expertise
Geography
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Define: Understanding the
Customer
Target Markets1 2 3 4
Characteristics
Needs
Value
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DEFINE: Product Scenario - 1
Personalize the typical user by: age, education, gender, typical day
What is the dilemma that faces this person that your product/service will solve?
Describe the arsenal of resources available to that person (other businesses, Web, DIY ???)
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PRODUCT SCENARIO - 2
Revise the dilemma illustrating how your product/service solves the prospect’s problem and compels(drives) him/her to value your solution
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Meeting Customer Needs
What needs have been expressed for which you have a solution?
What needs have been expressed for which no one has yet developed a solution?
What needs have been basically unrecognized by the customer for which you have provided a solution?
What unrecognized needs still exist that are without solutions?
Copyright ©2000 by Lindell Associates
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Customer Perspective
Needs Met Un-Met
Recognized
Un-
recognized
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Customer Perspective
Needs Met Un-Met
Recognized
Un-
recognized
I am searching for a
better way – is yours
better?
Dilemma – if not
you, then who?
Why am I paying
for this?What’s your
roadmap?
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Describe: Arsenal of Resources
Where can they go to get their needs
met?
What products/services can they buy?
What processes (DIY) can they
employ?
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• Where can they go to get their needs met?
• What products/services can they buy?
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Consultants to Management
LindellAssociates, LLC
Develop Your Business…
…Using the Following Chart
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Customer NeedsStrongly Felt Latent
Solu
tions
Ve
ry U
niq
ue
Read
ily A
vailab
le
Copyright ©2000 by Lindell Associates
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Customer NeedsStrongly Felt Latent
Solu
tions
Ve
ry U
niq
ue
Read
ily A
vailab
le
Price of Entry
- Ante to game
“Overkill…I’m
paying for more
than I need--
don’t need all
these features!”
Benefits
become your
differentiator
Potential as future
market drivers.
Depends on how real
needs are.
Too early is as
dangerous as too late
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The spoken and unspoken customer needs and value system are understood in part by
the answers to these questions:
Who is our TARGET audience-by segment?
What are their characteristics?
What do they value?
What do these CUSTOMERS need?
Do they even know their needs?
What does the Competition offer them?
What can YOU offer them?
What do our customers THINK YOU offer them?
UNDERSTANDING THE CUSTOMER
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Develop an Intimate
Understanding the Customer
Target Markets1 2 3 4
Characteristics
Needs
Value
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3. Understand Your Product
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Consultants to Management
LindellAssociates, LLC
4. Take Another Look at YOUR
Product…
….Understanding what the customer
values about the whole product
experience.
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Whole
Product
Post-
emergent
Weeding
Trimming
Trees
Sprinkler
Maintenance
Mow & blow
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Core/Whole
Which core product features are most
important to your customers?
Which whole product features are most
important to your customers?
What combined set gives the most
compelling customer experience?
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Core / Whole
Whole Contains bait already Comes large bags or six-
packs Safety guarantees Free training Free placement guide Free homeowners guides Comes with Technician
Pouch with quantity purchase
• Core– See-through top– Fits into corners– Plastic
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Group Discussion of one of Your
Whole Product Attributes
Which combination product features are
most important to your customers?
Whole
Product
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5. The Magic of the Metaphor
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Consultants to Management
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5. Dig Deeper into YOUR
Product…
…for a “picture” that makes the
difference
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Features = Quality inherent in the product
Function = Explains what the feature does
Benefit = The value or worth derived from
Financial the featureProductivity/Process
Motive = The underlying need met by the benefit
(safety, economy, relieving fear etc..)
Product Description From a
Customer Perspective
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Physiological Needs
Safety Needs
Belonging Needs
Esteem Needs
Self actualization Needs
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Features = Quality inherent in the product
Function = Explains what the feature does
Benefit = The value or worth derived from
Financial the featureProductivity/Process
Motive = The underlying need met by the benefit
(safety, economy, relieving fear etc..)
• Metaphor = Use of aids (or metaphors) to strikingly
bring home the VALUE
Product Description From a
Customer Perspective
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Feature / Advantage / Benefit /
Motive / Metaphor
Transparent Red cover
Advantage: you can see inside without illuminating in the eyes of the roach
Benefit: you know how much bait is left and/or has been used
Motive: Saves time, increases effectiveness and makes user look good
Metaphor: Superman with X-ray vision
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Magic of the Metaphor
Feature:
Advantage:
Benefit:
Motive:
Metaphor:
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6. Understand What is UNIQUE
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Consultants to Management
LindellAssociates, LLC
6. Unique Selling
Proposition…
…for the Customer’s Perspective
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What is Unique About…
… Your store?
… Your location?
… Your service?
… Your website?
… You customer interaction?
… Your products?
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Reason to Choose
Copyright ©2000 by Lindell Associates
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USP - THE UNIQUE SELLING
PROPOSITION
USP communicated must be an
appropriate, compelling message to the
target prospect
POSITIONING identifies you in the
marketplace
USP sells to the individual user
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U S P REQUIREMENTS FROM
THE CUSTOMER’S PERSPECTIVE
ATTENTION GETTING
ACCEPTABLE
AROUSING
ACHIEVING A SOLUTION
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Message
Unique Selling Proposition
The Maxforce Bait permits roaches to kill roaches because the bait has proven attractant qualities and a slow speed of kill permitting the foraging roach to return to the harborage and “infect” other roaches.
Roaches Killing Roaches.
USP
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Group Work
Pick a USP for your product
How can you make it attention-getting?
Acceptable?
Arousing?
Achieving solution?
Write the message
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7. The Customer’s Choices
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Consultants to Management
LindellAssociates, LLC
Getting Into the …
…Customer’s Head
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Understanding Positioning
PRICE
PERFORMANCE
PACKAGING
PERSONA
Copyright ©2000 by Lindell Associates
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Analyzing Your Offering from a
Customer’s Perspective
Priceout of my Easy toleague x_____x_____x_____x_____x_____x
justify
PerformanceAdequate x_____x_____x_____x_____x_____x Exceptional
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Packaging -Whole Product
Minimal x_____x_____x_____x_____x_____x Maximize
Persona
Stable x_____x_____x_____x_____x_____x Cutting Edge
Analyzing Your Offering from a
Customer’s Perspective
6 months
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4 Ps of Positioning
Mark where you are today
Then mark where you want to be in the future
with an arrow between the two (if there is
movement) and put in the time frame.
Where do customers want people in this
business?
How does that change your plan?
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Price__________x_____x_____x_____x_____x_____x ________
Performance__________ x_ ___x___ __x_____x_____x_____x________
Packaging__________ x_ ___x___ __x_____x_____x_____x________
Persona__________ x_ ___x___ __x_____x_____x_____x________
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In Your Customer’s
Head by Examining
the Messages
Competing with Yours
War-wall
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What To Look For
Battles chosen
Comparisons made
Claims made
Areas ignored
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Real Customer Intimacy
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Basics
Customer service must be start of your
business strategy STEPS 1 - 7
Customer is co-creator of Company’s
Culture STEP 8
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embrace customers as co-creatorsengage your customers
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Calculating Thoughts
Calculate cost of losing a customer. Loss of
new, incremental revenue/opportunity
Referral - a “lifetime customer”
Recurring revenue
Replacing - a customer – Know the marketing
cost per lead that turns into a closed deal
Reactive - Cost of viral effect, how many other
customers will you lose based on bad referrals?
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Consultants to Management
LindellAssociates, LLC
To Better Customer Intamacy
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Improve Customer Service
Test your own first impact
How is the phone answered?
Machine?
Live person?
How does caller feel ?
Options?
Call Forwarding
Other?
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Improving Customer Intimacy
Utilizing customer reviews to sell for you
If Used, what changes?
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Improving Customer Intimacy
Don’t make promises you can’t keep.
What promise is the hardest to keep?
What can you do to change that result?
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Improving Customer Intimacy
Be helpful even if no profit in it.
Examples?
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Improving Customer Intimacy
Throw in something extra
Part of the Business Plan
Investment
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#6 Staff with Individual Power
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Improving Customer Intimacy
Train everyone to be customer-centric
Empower
Encourage
Enthuse
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Welcome to Nordstrom
We're glad to have you with our Company. Our number one goal is to provide
outstanding customer service. Set both your personal and professional goals
high. We have great confidence in your ability to achieve them.
Nordstrom Rules: Rule #1:
Use good judgment in all situations.
There will be no additional rules.
Please feel free to ask your department manager, store manager, or division
general manager any question at any time.
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Improving Customer Intimacy
Understand that it’s always about VALUE, not price.
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Consultants to Management
LindellAssociates, LLC
Handling Objections
The Art of Keeping the
Conversation Going
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Pricing
…Is always about
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Sales Objection: “You’re Too
Much Money”
“Oh, why is that?”
“What do you base that on?”
“What, in my presentation, drove you to
believe/think/feel/know that our solution
costs too much?”
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Sales Objection: “You’re Too
Much Money”
“Your competitor is cheaper…”
Retrace steps – understand the Total Cost
of Project –
to ?Remember, if the prospect thinks your price
is too high, you have not laid a solid foundation of benefit and value.
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Customers Do Not Want to Be
Sold…they Do Want to Buy…
Know your customer - intimately
Understand your competitors –
thoroughly
Know yourself – brutally
Produce messages that are captivating,
creative and compelling to the
customer.
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