Thank Goodness for Customers

We truly appreciate our customers for buying our goods and services – without them we would merely have a hobby instead of a business.

However, customers provide us with several valuable resources and contributions which may not be as obvious...less top-of-the-head mindfulness on our part.

• Customers keep us sharp and competitive – they have an expectations of us for providing value, quality, and service
• Customers tell others about our goods and services – bragging on our behalf when we exceed their expectations; warning others when we don't
• Customers give us feedback and suggestions – good, bad, or indifferent, they periodically have something to say and share it with us
• Customers like value, but expect fairness – when something goes wrong they expect a fair, hassle-free solution
• Customers demonstrate affiliation and loyalty by alerting us of problems or situations – often they are the first to report a problem with our on-line presence or alert us early about things like an emerging trend in slow delivery
• Customers realize we're not always perfect but expect us to strive toward practical perfection – how quickly do we identify and correct problems; are we innovating by adopting proven new technology
• Customers want to be treated with respect and consideration – they expect to us to follow up on commitments – like a promised return call or sending additional information
• Customers like simple and easy transactions – simple items like recognizing a returning customer so we can complete routine and contact information from stored data
• Customers return to buy again where they have a relationship and receive value, quality, and service – we can control all these variables.

Organizations that recognize the value of the customer beyond just today’s sale have a precious resource to aid in their success – like the 12^th player on the field for some football teams – the fans – which have a huge influence on the outcome of the game by being engaged and enthusiastic.

Organizations with no direct customers, or who do not recognize the contributions by the customers, will have a harder time achieving success. Know of any?

Philosopher George Santayana said: those who do not learn from history are obliged to repeat it mistakes – a business corollary of today is: organizations who do not recognize the value of listening to their customers are bound to make the same mistakes repeatedly, but not to the same customers (they have moved on).

Sales Lab Posts – a fresh outlook

What's the Customer Think?

This past weekend I went to Product Camp DC – a 'un-conference' for product managers and others interested in the business to consumer segment; individuals interested in leading a session offer 120-second pitch and meeting participants vote on which topics are included in the program.

Take-aways for me from this meeting was the emerging trend of seeking customer input in a meaningful way.

PeterCorbett spoke about his experience launching Grandstand at SxSW (South by SouthWest Tech Event) in the new product competition. Grandstand is a stadium–venue advertizing-customer preference-social media concept to increase awareness of products combined with game theory for instant prizes for participants expressing their preference. Here's an example: Grandstand at a baseball game with several product ads; after the tally the beer brand won; participants received a code for a free bottle of that beer at any restaurant or bar within 3 blocks of the stadium for several hours after the game. The customer voting is useful information for the product sponsors, in addition to the visual exposure.

Shardul Mehta led a session about kicking off a new product project with a meeting of all the stakeholders with a goal of everyone having the same understanding of the product and start working relationships with others on the team. TO get alignment a representative from each is designated as a Judge, who provide feedback to the overall team about goals and approach. The Judges participate in each iteration of the planning, serving the same vetting role.

Steve Johnson spoke about using win-loss analysis to help deliver a successful product. The take-away from the session was 10 discussions are better then 1,000 survey forms to get useful and valid information from customers. Reverting to talking directly with customers instead of relying on surveying adds greater depth to the data collection.

The trend to include the customer in the development process can help greatly in avoiding the 'Edsel Syndrome' of a great product with no market. In addition, customer input can further guide the product team on features to include or exclude in the final product.

In my experience, the customer knows what they want and need when they are ready to buy. Why don't we actively included them in the development of new and revised products? The downside may be revisions which create a blockbuster product or service.

What's your thoughts about getting customer input?