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What do you think about this ?
2
September 23rd 2011
Customer
• A person or organization who uses the product or services we provide.
…….only customers judge quality; all other .only customers judge quality; all other judgments are essentially irrelevantjudgments are essentially irrelevant
Our greatest asset is the customer! Our greatest asset is the customer! Treat each customer as if they are Treat each customer as if they are
the only one!the only one! LAURICE LAURICE
LEITAO LEITAO
All People Have Needs and Wants.
Needs and Wants Change.
As you go As you go through life, through life, needs/wants needs/wants
may change or may change or become less become less important.important.
In high school you might want a backpack.
When you get older, the
professional image of a
briefcase is desired.
Many Factors Cause Needs/Wants to Change.
Age Educational level
Marital status
Income levelParenthood
Many Factors Cause Needs/Wants to Change.
Place of residence Influence of friends and
relatives
Culture
Seasons of the year
Economic conditions
Is Selling like this ……?
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September 23rd 2011
Selling Problem
• Great strategy• Different technology• Product cycle• Good relationship
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• Value for the Money• Customer Needs
Diversification• Demand for better
service capabilities
1. Global Competition 2. Low Profitability
4. Customers Needs Change3. Technology Improvement
Proliferation of Competition
Convergence of Technologies
Erosion of Monopoly
IncreasedSophistication
• Internet & e-Commerce• Supply Channel
Interaction• New Business Model
• Matured Industry• Supply exceeding Demand
• M&A• International Alliances• Dramatic Global Shift
CustomerFocused
Why Customer so important ????
Why is Customer Important ????
1960s 1970s 1980s 1990s 2000s 2010s
1Reduce Costs
2Leverage Investments
3Enhance Products & Services
4Enhance Executive Decision Making
5Reach the Customer
6 Participate in Global Village
2020s
Today we face the 5th wave of innovation
Why are Customer Initiatives Important ?
1960s 1970s 1980s 1990s 2000s 2010s
Reduce Costs
2
Leverage Investments
3
Enhance Products & Services
4Enhance Executive Decision Making
5Reach the Customer
6Participate in Global Village
2020s
1
Optimize Resources &
Minimize Costs
Increase Revenue
Remain In Business
Customer Initiatives
Decision Support
Initiatives
Operational Initiatives
Financial Initiatives
6 - 13
BUYING-DECISION PROCESS
Need recognition
Identification of alternatives
Evaluation of alternatives
Purchase and related decisions
Post purchase behaviour
INFORMATION
Commercialsources
Social sources
SITUATIONALFACTORSWhen consumers buyWhereconsumers buy
Why consumers buyConditions under whichconsumers buy
PSYCHOLOGICAL FORCESMotivationPerceptionLearningPersonalityAttitude
SOCIAL ANDGROUP FORCESCultureSubcultureSocial classReference groupsFamily and households
Copyright © 2000 McGraw Hill Ryerson Limited
September 23rd 2011
Think about Starbucks
• Why are consumers willing to pay $ 4.50 for a cup of coffee?
• Who are Starbucks’ target markets?
• What is the marketing communication message Starbucks wants to convey?• Why has Starbucks been successful?
Consumer buying behavior- key questions
Adoption Styles
0 5
10 15
20 25 30
35
40
45
Innovators EarlyAdopters
Early Majority
Late Majority
Late Adopters
%
2.1%
13.5%
34% 34%
16.4%
Percentage of population types of adoption :
Time of Adoption of Innovation
September 23rd 2011
Goal of Adoption Process
Awareness
Interest
Evaluation
Trial
Repeat Usage
Advocacy
Usage
Unawareness
To understand how to To understand how to increase customer in increase customer in Ladder of AdoptionLadder of Adoption
September 23rd 2011
Value Creation Selling
1. Devote large amounts of time and energy2. Understand how your customers do business and
how you can help them improve that business3. Know not only your customers but also your
customers’ customers4. recognize that the execution of this new
approach will require much longer cycle times to produce an order and generate revenue
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Where would you place your utility/energy company?
Discount Your Customers
Focus on Core Customer Service
Focus on Caring Customer ServiceAcknowledge - Appreciate - Affirm - Assure
Customer GradeCustomer Grade
Outstanding A
Exceeds B
Satisfactory C
Unsatisfactory D
Failing FImpatient - Rude - Sarcastic - Ignore - Blame Others
Provide Basic Products, Programs, Services
Are You Here?
Here?
Or Here?
How Is A Customer Delighted?
Expectations Customer attitudes which form a framework for judging performance.
Quality A bundle of tangibles and intangibles a customer takes into account when evaluating the experience
Value The quality of an experience as perceived by the customer and related to its cost
Utility
Touch Point Experience The point
at which the customer interacts or touches the organization.
Satisfaction The measure reflecting a customers experience against their expectations.
Delight A condition in which experience exceeds expectations.
Environmental - the physical setting in which the customer experiences the delivery of the product.
Aesthetic - any sensory experience that affects the perception of value (flavor, visual appeal, smell, temperature, music, sound levels).
Interpersonal - the customers’ experience or human interaction with those who deliver the product or service.
Deliverable - anything of which the customer takes custody, even temporarily.
Procedural - what an individual must go through to function as a customer (waiting in lines, filling out forms, visiting numerous facilities).
Informational - the information a person needs to function as a customer (where to go, who to contact, payment amount, office hours).
Financial - what the customer pays for the total experience, as well as the nature of the financial interaction.
Customers Value Package
Customer Value Is High
Customer Value Is Low
Customer Loyalty Is Low
Customer Loyalty Is High
Categorize and Target Customers
Know The Customer and Make It KnownPerform to Customer Value Package Exceed Customer ExpectationsSupport Multiple ChannelsRemember to SellMigrate to Digital Channels Where Greatest Results Are Achieved
Convert Customere.g. Current customer – profitable – receiving service from another
provider
Monitor Customere.g. New customer –
potential future profitability
Upgrade Customere.g Current customer – was profitable – now
strong advocate
Retain Customere.g. Current customer
- profitable
September 23rd 2011
Why are sales process broken ?
• More often interact with the purchasing department• All about price• Training materials about not willing to be rejected, not
subject to pressure, does not compromise on the price• Change the incentive system• Not involved in the design firm offer• Sales force is reorganized to better focus on the
customer• Focus in internal• Do not care about the customer from the customer• Management believes they have been doing well
October 26, 2006 23
September 23rd 2011
How to improve the sales process is broken ?
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Conducting the sales is Conducting the sales is not the not the targettarget but merely symptoms but merely symptoms of a successful communicationof a successful communication
September 23rd 2011
How to become partner with your customer ?
• Knowing customer needs• Target and priority of customer• Barrier competitive customer
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September 23rd 2011
How to become a trusted partner of the customer
• Customer opportunities and anatomical information dynamics of competition
• Customers of customers and competitors customers• Corporate culture, psychology, and the dominant
force on the company's customers• How to make decisions on customer organization
customer's goals and priorities, both short and long term, clearly and specifically
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How well do you know your target customer?
• B2B – Are you targeting specific industries, geographies or functional roles? • B2C – Are you targeting specific demographic or psychographic segments? • Are there primary targets as well as influencers that should be considered?• Are the needs of your target segment aligned with what you’re selling?• Do the features that differentiate your service matter to the target audience?• What do you expect those needs to be in the future?• When in the purchase cycle are services introduced to the target client?• Are there specific catalysts that drive customers to seek you out?• Are competitors exploiting gaps in your coverage of the sales cycle?• Are you approaching customers in the manner and location that aligns with
their decision-making processes? • Are your channels aligned with the target customer’s needs?• Is your service the best use of the client’s dollar right now relative to competing
priorities?• Why is your company the best choice for them in this category?• Do you have unique capabilities/assets that matter to your target audience?• Are capability gaps impairing your ability to execute?• How does your organization achieve alignment to focus on these capabilities?
Who
What
When
Where
Why
How
Use the people at your table to help you!
Knowing customers’
needs, wants, and motives lets you tailor your presentation to each customer.
Five steps to make your business (more) customer-centric
Based on experience acquired by working with
#1 Understand it’s a mindshift game
#2 Show them the money
#3 Make the customer voice actionable
#4 Pick your battles carefully
#5 Build a movement
(...)
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for more information on these slides can email to: [email protected]