Packaging: Are You Using This Free Channel For Communicating With Your Customers?

Do you consider your packaging to be a part of the product, protecting its contents and framing its on-shelf life? Or do you consider it to be an integral part of your connection with your customers at an important moment of truth, that of purchase and usage? Or both of these?

If you answered both, then I believe that you are making maximum use of your packaging or at least you recognise its potential for communicating.

If you answered only one of the choices, then you may be missing an important opportunity. Let me explain, with a few examples.

 

People don’t read instructions

We all expect most things that we use or consume to be intuitive these days. In other words, we assume that we will understand how to build / cook / use them without reading the manual / instructions.

We all expect most things that we use to be intuitive these days. We assume that we will understand how to build / cook / use them without reading the manual / instructions. How intuitive is your brand? Click To Tweet

If you are like most people – myself included – this has nothing to do with the complexity of the product concerned. I myself will only turn to the instructions when something doesn’t work: I end up with left-over screws when mounting a flat-pack piece of furniture, or I can’t achieve multi-recordings on my smart TV or cable box.

In the article How Likely Are You to Read the Instructions they link behaviour to personality types. It makes an interesting read and offers at least some explanations as to why many (most?) of us still don’t read instructions.

Since the internet arrived, we have access to more and more information, and yet we seem to be reading less and less. Therefore as marketers, we need to ensure that any vital information we want to share, is clearly highlighted on the pack.

 

People do look at packs

Whether it is the cream we put on our faces, the cereal we eat for breakfast, or the dip that we offer to friends on match night, there are moments when we are faced with packaging for more than a split second. It is at these times that we are likely to read at least some of what is written on the pack.

It therefore makes sense to provide more than just a list of ingredients. After all you have your customer’s attention, so make use of it to impress or educate.

Here are a few of the best examples I have come across:

Nestle compass on Packaging is Part of Product or PromotionNestlé does a great job of providing useful information on their pack,s with their “nutritional compass.” This includes four different pieces of information: good to know, good to remember, good question and the nutritional data.

What I particularly like about what Nestle has done, is to combine mandatory information on nutritional values, with useful information for the consumer. Although they may not be the most consumer centric company around, at least they did think consumer first in the development of their “compass.”

 


Our customers’ attention is constantly pulled in all directions today, with thousands of messages pushed at them, from so many channels. Capturing their attention is more likely to be successful when they are open to learning about your product, that is to say, when they are buying or actually using it. It therefore makes good business sense to use packaging more creatively; wouldn’t you agree?

I’d like to finish with a suggestion of a fun exercise you can do both alone or as a team. Have a look at your packs right now and assume the only things you know about the brand are from this. What conclusions would you draw from it?


For more information on the support we can provide in product innovation and branding, please check out our website here: https://bit.ly/3Q6OIYz

This post is regularly updated and expanded from the original published on C3Centricity.

 

 

The Risks of Not Knowing All 12 Essential Elements of Your Target Customer

I think it’s pretty clear to everyone in business that NOT knowing your target customers costs a lot – sometimes the business itself! (Think Kodak, Nokia, Borders)

 

So let me ask you this; how well do you really know your own target customers? Are they men, women, younger, older, Fortune 100 companies, local businesses? If you can at least answer that, then you have the basics, but how much more should you know about them?

Well I can help you there, with these 12 essential elements of a customer persona or avatar. 

 

 

Background

I was recently working with a local service provider that was looking to improve their online presence. They were keen to have more impact on social media and had asked for advice about the best platforms, optimal frequency of publishing and possible content ideas.

They are a new client for me, so I think they were a little surprised when I didn’t get straight into the “sexy” topic of social media. Instead, I started by taking them through the basics of target customer identification. Lucky for them that I did!

When we had finished the exercise, we had actually found five different targets for them to address, rather than just the two they had been addressing until now. This clearly would have an impact on both where, what and how they communicated online.

It is for this reason that I always recommend that every brand and business completes a target persona and regularly updates it every time they learn something new about their customers. I also encourage you to keep it handy, ideally always visible on or around your desk. That way you will always be thinking customer first whenever you are working on a new project.

So let’s imagine that we’re having our first meeting together and I’m asking a few (well 12 actually!) questions about your customers. How many can you immediately answer?

 

The 12 Essential Elements of a Customer Persona

C3Centricity has designed a simple template that helps clients have all the essential information about their customers in one place, summarised on one page. It’s called the 4W™ Persona Template and if you haven’t already done so, you can download for free, together with a detailed workbook explaining exactly how to complete it. Just click on the image below.

I would highly recommend you download it right now, before continuing to read, so that you can follow along with the one-pager in front of you.

Here are the 12 essential elements you need to have at hand in order to complete the template:

Customer persona template
Click the image to learn more about the 4W™ Persona Template & download the FREE workbook.

1. WHO – DEMOGRAPHICS: This is usually a “no-brainer” and is how most organisations describe their customers. However it’s not really original and definitely not competitive, although they are an essential foundation.

But there is so much more you should and absolutely must know about your customers, so read on.

2. WHAT THEY USE: Whether you are offering a product or providing a service, you need to know what your customers are currently using. And not only for your category, but in adjacent categories too.

In some categories, customers can replace a brand by another in a different category. Think about food or beverages. A customer could replace a cola by a still fruit drink, or a pasta dish by a pie. You therefore need to understand what your customers would use, if anything, when your product or category is unavailable.

Whether you offer a product or provide a service, you need to know what your customers are currently using. And not only for your category, but in adjacent categories too. #Brand #Marketing Click To Tweet

3. WHAT THEY CONSUME: Here we need to understand what types of information and media your customers are consuming. What do they read, watch, listen to, both in work and in their spare time?

Which social media platforms do they use, and what websites do they consult on a regular basis? Which are their favourite influencers, the companies, brands or people that they follow online?

4. WHAT THEY DO: How do your customers spend their time? What type of lifestyle do they have? What are their hobbies? What do they do all day, and in the evening, and at weekends?

It would be ideal if you can create a detailed timeline of their average day, so you have a feel for their moments of stress, boredom or relaxation. This makes it much easier to see how your brand might fit into their lives.

Create a detailed timeline of your customers' average day, so you have a feel for their moments of stress, boredom or relaxation. This makes it easier to see how your brand might fit into their lives. #Brand #Marketing Click To Tweet

5. WHAT THEY BUY: This is where you describe their current category purchasing habits. How frequently and what quantity do they buy? Are they loyal to your brand or do have a portfolio of brands from which they choose?

Do they have regular daily, weekly or monthly buying habits? Do they do research before buying or repurchasing? Do they compare and if so how, where, and why?

6. WHERE THEY CONSUME: Is the category consumed in home, in work, during leisure activities? Is it used locally, regionally or is it more used on vacation?

Are your customer with friends, with their partner, with colleagues when they consume the brand? Are there certain surroundings more conducive to consumption? If so, what makes it so?

7. WHERE THEY BUY: Do your target customers have certain places and times when they tend to buy? Is it an habitual or impulse purchase? Is it seasonal? Are they buying at a certain place at certain times of the day, as they go about their daily lives?

Are there only a certain number or style of outlets where your brand is available, or can your customers buy it wherever they are? Do you limit distribution to particular retail types, like supermarkets, specialty stores, or professional service stores? Are they the same ones your customers frequent? And what about the category in general? Do some brands limit distribution?

8. WHERE THEY READ/WATCH/HEAR: From where do your customers get information about the products and services they consumer? Is it from manufacturers, from friends, their family or their colleagues?

Do they access it online, in print, on radio or via TV? Are your customers at home, in work or on the road?

Remember that today “read” covers not just traditional media but new media as well. Which websites, social media channels and people do they follow, like, listen to and value the opinion of?

9. WHERE THEY SEE: One reason to target a specific group of customers is so that you can better and more effectively  communicate with them. Where are they most likely to be open to receiving your messages? What media, at what times, on which days?

Do they use different media for different purposes? For example, do they review websites in work for information, then look at other sites in the evenings and at weekends for entertainment? How does this difference impact your brand?

10. WHY VALUES: What values do your customers have that you are addressing with your product or service, and which explain why they are using your brand rather than another? Do they have other values that are not currently being addressed, either by you or your competitors?

If so, could they be highlighted in communications to attract more customers? In other words, do these values offer the possibility of a differentiated communications platform or even product / service concept? What resonates with them in particular about the category, your brand, your competitors’ brands?

11. WHY EMOTIONS: What is the emotional state of your customers when they are considering a purchase or use, both of the category and your brand?

Clearly identified emotional states enable you to more easily resonate with your customers through empathising with their current situation. You are also more likely to propose a solution that will satisfy their need or desire when their emotional state is precisely as you have identified.

12. WHY MOTIVATIONS: What motivates the customer to consider, buy and use the category and their brand choice? Emotions and motivations are closely linked, both to each other and to the customer’s need state.

By identifying the need-state you want to address, you will  be better able to understand your customers and increase the resonance of your communications with them.

What motivates your customers to consider, buy and use the category and their brand choice? Emotions and motivations are closely linked, both to each other and to the customer’s need state. #Brand #Marketing Click To Tweet

 

Final recommendations

If you can answer all twelve of these questions in detail, then you certainly know your customers intimately. But I have a word of warning before you sit back and relax on your laurels.

Remember that people are constantly changing and what satisfies them today, is unlikely to satisfy them tomorrow. Therefore you need to keep track on all four layers of your customer description, to stay ahead of the competition, as well as to satisfy and hopefully delight your customers just as much going forward.

People are constantly changing & what satisfies them today, is unlikely to satisfy them tomorrow. Track the changes to stay ahead of the competition, & satisfy, delight your customers. #Brand #Marketing Click To Tweet

As already mentioned at the start of this article, by completing a detailed description of their target audience for my client, we were able to identify a couple of new segments that their services could address. Although their demographics were similar, their emotional and need states were quite different. This gave us the opportunity to successfully respond with slightly different service offerings for each group. 

The 4W™ Persona Template is one of the best ways to develop an avatar or persona for your brand. Our clients love it, so I know you will too. It can be downloaded together with a detailed workbook explaining how to complete it, by clicking the button below.

Download 4W template

If you enjoyed this article, please consider sharing it with your peers and colleagues. They will thank you for it, especially since it includes a link to a free workbook on developing brand personas / avatars!

Five Brilliant Ideas to Boost your Insight Development

Insights are the pot of gold that many businesses dream of but rarely find. Why is that? Are you one of them? If so then I have some practical ideas on how you can get much, much better at insight development.

 

#1. Insights rarely come from a single market research study

Management often thinks that insight is “just another word for market research”. I remember one of my previous CEOs saying exactly that to me just before he addressed the whole market research and insight global team at our annual conference. I’m sure you can imagine what a panic I was in as he walked up to the mike!

Insights are demanding to develop and are rarely, if ever, developed from a single piece of market research. Each market research project is designed to gather information in order to answer one or more questions. Whilst it may enable a business to make a more informed decision based upon the objectives, insight development is quite a different process.

Insight development involves integrating, analysing and synthesising all the data and information you have about a category or segment user. Then summarising it into knowledge and turning that knowledge into understanding. Only then are you ready to develop an insight.

All brands should have (at least) one insight on which its image, personality and Big Idea (for communications) are built. What is yours? #Brand #Marketing #Communications #BrandBuilding Click To Tweet

All brands should have (at least) one insight on which its image, personality and Big Idea (for communications) are built. For example

  • AXE (Lynx in UK): (young) men want to attract as many beautiful and sexy women as possible. This is one of their newer ads, where the seduction is a little less in your face and more subtle – but still there.

 

  • Haribo Starmix: There’s a child inside every adult. This “Kid’s Voices” campaign has been running for years and manages to surprise and delight with each new episode. Which is your favourite? Please add a comment below.

 

  • Dulux sample paint pots: I love to decorate my home, but I don’t want to look stupid by choosing the wrong colour. Although these are now a standard offer for many paint brands, Dulux were the first to understand the problem facing potential home decorators.

 

Dulux sample pot example of insight development

 

Insight development will provide the basis on which you will define the actions that are needed to change the attitudes and / or behaviour of your target audience. It also provides a solid framework on which to build your Big Idea for your communications’ strategy.

 

#2. Insight development is based upon a desired attitude and/or behavioural change

When your sales, marketing or management look to improve their business results, their real objective is to change the attitude and/or behaviour of your current or potential customers. For example:

  • From buying a competitive brand to purchasing yours.
  • From using your services once a month, to once a week.
  • Moving customers’ beliefs about your brand from a traditional or classic brand, to a more modern image.
  • Changing customers’ perceptions about the price of your brand from expensive to good value for money.

Because insights are based on a desired change in your customers, they usually contain an emotional element that is communicated through advertising and promotions. The emotions that are shown in your communications are more likely to attract customers by resonating with their own emotions. This results in them feeling that the brand understands them, a powerful emotion in itself. They are then more likely to remember your brand and be more motivated to take the desired action you have identified.

If you are looking to increase sales or improve your brand’s image or equity, look to connect emotionally with your (potential) customers. Identifying the change you need your customers to make is a foundational step of insight development.

Identifying the change you need your customers to make is a foundational step of insight development. #Brand #Marketing #BrandBuilding #Insight Click To Tweet

So there you have them, the five ideas and numerous examples that will help you to develop better insights more easily.

Although you probably already have your own process for creating them, I know from experience how hard it can be to find insights from all the information you gather.

I hope this short article has assisted you in your search for those “golden nuggets”. Do share your own ideas for making insight development easier, I would love to hear from you.

 


Do you need to develop or update your own Insight Development process? Then I’ve got some great news for you! C3Centricity has just launched a two-hour course on “The New 7-Step Process for Developing Actionable Insights”. And to celebrate we are offering a 50% discount on the course during August 2021. Just follow this link.

C3Centricity also offers several 1-Day Catalyst training sessions on the topic. We will work with your team to review and revitalise your own insight process, or will define a proprietary one that integrates into your other internal processes. To find out more, just follow this link.

The Good, Bad and Downright Ugly Parts of a Head of Marketing Job

Listen on Apple Podcasts“Never miss an episode. Subscribe on Apple Podcasts to get new episodes as they become available.”

 

Did you know that the average tenure of a Head of Marketing position continues to fall, reaching just 41 months according to the latest Spencer Stuart research published by the WSJ?

It is still one of the shortest average terms of office of any chief in the C-suite, according to a recent report by Korn Ferry. But one piece of good news in the past year is that although conditions for CMOs have become more difficult since the coronavirus pandemic, “In many cases, CMOs are not being removed, but it’s been pretty dramatic layoffs beneath them” said Greg Welch, practice leader for marketing, sales and communication at Spencer Stuart.

So just how long have you been in your position?

The Bad News

A global survey by the Fournaise Marketing Group provides one possible explanation for the continued decline in tenure. It highlights the ongoing tensions between CEOs and CMOs. A huge 80% of CEOs don’t trust or are unimpressed with their CMOs, compared to just 10% for their CFOs and CIOs. Why is this?

Perhaps it’s because CEOs don’t understand the role of a CMO or is there still an issue with the ROI of the marketing budget? I’ll let you be the judge of this in your own situation.

Another piece of research by HubSpot reported that Marketing as a career suffers credibility issues as well. It ranked the most trustworthy jobs, with Doctor ranking number one and near the bottom, just above Car Salesman and well below Barista, was “Marketer”. Car salesmen? Really? That is scandalous!

The Opportunities

Let’s start at the beginning. What opportunities are there, that marketers can keep their jobs? Despite the short lifespan of a CMO, and while the position is plagued by high turnover, this could also be because CMOs are highly visible.

Therefore they can be targets for promotions or a steal by their industry competitors. Nice to feel wanted, isn’t it?

CMOs are highly visible, which is great for promotions or a steal by the competition. #CMO #Marketing Click To Tweet

It is understandably important that a new CMO quickly makes an impact. More so than any other c-suite function, bar the CEO of course, who sometimes faces almost immediate criticism by shareholders and the financial world, upon being named.

Another piece of good news for the head of the marketing function is that being on the executive board they have access to resources. The bad news is that as the CMO is a member of the EB, management expects them to make (profitable) changes fast.

And even more so if they have just been hired! The board trusts the new CMO to analyse the situation, identify what needs to be done, develop the plan to do it and then take actions. And all of this in their first 3 months or so!

Are you or have you yourself been in exactly this situation? Tough isn’t it?

That’s why many CMOs hire a supportive advisor or sounding board such as myself to accompany them on this stressful early part of their journey. (If you’d like to discuss opportunities of working with me, contact me here: https://c3centricity.com/contact)

In the meantime, here is what I would do if I were in the position of a new CMO, or one who is reaching their four-year breakpoint and is not ready to leave quite yet.

 

The Challenges

The latest Forbes research into the CMO function highlights three major areas where the head of marketing’s remit now goes far beyond the previous traditional, more creative areas.

In the report they mention three changes that CMOs are grappling with in an effort to impact both inside and outside their organisation:

  1. How the relationships between brands and customers have changed.  The most influential CMOs lead digital transformation with a customer-first mindset.
  2. How brands can offer the very best customer experience. Top CMOs are championing the voice of their customers and aligning their organizations around better customer experiences.
  3. How brands can become more human and approachable. CMOs are no longer afraid to raise their voice or take a stand on political and social issues – because that’s how they connect and build trust with their customers. Take a look at the Forbes list of The World’s Most Influential CMOs of 2019 to see inspiring examples of this.

The report concludes:

“The world’s most influential CMOs recognize that customer experience is the new brand, and inspire marketers everywhere to ask: How can we better know and serve our customers — not as a collection of data points, but as people?”

How can we better know and serve our customers — not as a collection of data points, but as people? @Forbes #CMO #Marketing Click To Tweet

So how should a Head of Marketing (CMO), whether a seasoned veteran or new to the job, tackle their business from a fresh perspective? I suggest looking at the following five areas. However, before delving into them, it is worth adding a comment. 

The most influential CMOs also recognize that their ultimate job is driving business growth. And to do that, effective CMOs play a larger role, taking on additional responsibilities in areas as diverse as internal culture, talent, IT purchasing, and customer engagement. Talk about broadening their skill-set!

So marketers, have I answered your question about how to keep your job? Are these five steps sufficient to make a difference? Personally, I think so – but only if they are followed with real actions and change.

After all, making an impact is the name of the game in any profession but especially for one that previously relied on creative juices alone. Do you agree? What changes are you making or would you like to see made in your own organisations?

 

Do you feel isolated and could do with an external perspective sometimes? Like some advice or new ideas to grow your business or team? Then we should talk. 

Three Clever Ways to Know the Competition Better

What is the secret to success in business? That’s easy! It’s how well you know the competition.

Alright, maybe this is a slightly over-simplified perspective, but it always surprises me how many companies work with a primarily internal focus.

I have written many posts about knowing your customers, such as “Why Customers Are The Answer To All Your Problems (If You Ask the Right Questions).” Watching and listening to them in order to fully understand their rational needs and emotional desires is a great – and free! – way to start.

But today I would like to speak about doing exactly the same thing for your competitors. If you are going to succeed in attracting their customers away from their products and services, then it would make sense to know them as well as you do your own.

Here’s a simple three-step process to do so. 

 

Encourage employees to use competitive products & services

Know the competition better by trying their products and services.In most organisations today, using competitive products is still frowned upon; after all, we make the best don’t we, so why use those of other companies?

However to challenge and beat the competition you have to intimately know what you are up against. Regular contact with competitive products will encourage your employees to evaluate your own offering. They will also be encouraged to suggest competitors’ strengths and weaknesses that were perhaps not evident before. It will also ensure that you are rapidly aware of any improvements made by the competition. You won’t get left behind and find yourself suffering from declining sales due to competitive improvements of which you are unaware.

To challenge & beat the competition you have to intimately know what you are up against through regularly experiencing their product and service offers. #marketing #competition #brand Click To Tweet

This intimacy with competitors’ products and customers should be requested of employees at all levels, by being one of their annual objectives. Of course, in some industries this might not be possible, due to the selective nature of the product or service, but certainly for most consumer products and service companies, this can easily be done on a regular basis.

Now encouraging people to use competitive products is easy to say, but you should also be prepared to invest in it, by paying for your employees to experience them. It would be unfair, and would certainly be resented, if your people had to spend their own money to make such experiences. This knowledge gathering should be seen as an investment by your organisation, of at least equal value to offering your employees discounts on your own products and services.

Why don’t you start a similar process and add these experiences to everyone’s annual objectives? It’s a great way, and a free one at that, to know the competition better than you do today.

 

Make a Library of Competitive Products and Material

KNow your competition better by sharing what you knowIn one of my previous positions, the company had an incredible competitive library. This included every single competitive product that was available from all around the world, classified by country and organised by segment.

Everyone found this library extremely useful, especially when discussing such topics as shelf impact, packaging or in trying to understand our competitor’s portfolio strategy.

However, it was managed by the marketing services team and was hidden away in the lower ground floor where people rarely passed by. Additionally, the packs were emptied of their contents, to avoid infestations of vermin and insects, so people never got to try the products.

It would have been even better had the products been displayed in a location that was easily accessible to everyone. In addition, the products should have ideally been sampled before the packages were emptied of their contents. That said, they still remain one of the few companies I know that have been observing and following their competitors in such a consistent way for decades. As you can imagine, they were always ahead of the market and up-to-date with their competitive intelligence!

Stay ahead of the market & up-to-date with what you competitors are doing with a competitive library of products and communications material. #brand #marketing #communications Click To Tweet

Another client of mine has made a library of communications material. Their advertising agency is of course the major source of the samples, but employees who travel are also encouraged to take photos of ads and promotional materials which are then added to the library. You would be amazed how inspiring it is to review this work whenever a group is discussing their own advertising and promotions. They avoid duplication, get great ideas from countries to which they don’t normally have access, and can again take their customers’ perspective when comparing the samples with their own work.

What could you do to make your competitors’ products and communications more easily accessible to your employees? If you’re serious about wanting to know the competition better than you do today, you have to stay on top of what they are doing at all times.

 

Understand your Competitors’ Customers too

Observe to know the competition betterThis same curiosity to know your competitors’ products can also be used to know and better understand your competition’s customers as well.

When your employees go out to observe your own customers, they should also pay attention to those people who are not using your products or services. In this way they can gather additional information that can then be compared with your knowledge of your own customers.

Whether it is getting a better understanding of your competitors’ products and services or the people that use them, the information accumulated must be stored and shared internally to be of any benefit. Some companies organise weekly or monthly sessions where people from different departments can share their latest knowledge and observations. For more ideas on how to share effectively read “Knowledge sharing and how to WOW!” 

Other companies organise customer connection sessions where teams of employees from different departments – with differing perspectives – go out together with a task to complete or a question to answer. These could be for example:

  • How, where and when do people use our product or service?
  • What is their biggest frustration in shopping for the category?
  • If they could make one change to our major competitor’s product, what would it be?
  • What differences are there in the way the category’s brands are displayed?
  • Which social media channels are most popular with category users?

Employees gather ideas and information by first observing and only afterwards asking questions for clarification purposes. Upon their return, the teams can meet up to share their ideas and learnings, as well as to discuss the impact of their findings and agree on what actions if any need to be taken. For more details on how to observe customers, whether your own or those of your major competitors, read “Five Rules of Customer Observation and Why it’s Hard to Do Effectively.”

I have witnessed these customer connection sessions being run in countless organisations. Every single time I see just how excited and energised employees get about improving the way the company makes, packs, sells or communicates its products and services.

Isn’t it time your organisation got closer to your customers and those of the competition? 

 

These are three ways you can easily and quickly know the competition better than you do today. Do you have other ideas that you’d like to share? I’d love to see your comments below. 

Have you run any such customer connection exercises, or built a competitive library of products in your own organisation? If so please share your experiences too.

For more ideas on how you can know the competition even better, why not organise one of our 1-Day Catalyst Training Sessions? We have them on many areas of brand building, so you are sure to find exactly what you need to inspire and energise your team. Check out and download our brochures here. If you would rather talk through your needs first, then feel free to book time in my calendar. 

This post is an update of one that was first published on C3Centricity in 2011. All images in this article are from the book “Winning Customer Centricity – Putting customers at the heart of your business – One day at a time.” 

How Well Do you Know Your Customers? 13 Questions your Boss Expects you to Answer

Be a true leader; share this post with the members of your team who need the inspiration and support.


Your boss expects you to be able to answer all his questions and especially to know your customers. Here are the 13 things your boss is likely to ask you and a handy Checklist to prove to him that you know your customers better than he realises.

Everyone speaks about customer centricity and the importance of the customer, but just how well do you know yours – really? The following is a checklist of 13 facts you need to be able to answer in order to know your customers as well as you should.

As you read the post, keep tabs on your answers and share your final score below. I’m offering a personal 50% discount code to spend in store for everyone who publishes their score here in July 2018. And if you’re the boss, I’d love to hear how well you think your team would do – 100% of course, no?!

 

 

#1. Who is your customer?

C3Centricity how well do you know your customerOK I’m starting off slowly, but do you know who your customers are? Not who uses your category, but who the people are that actually buy your product or service today? How much do you really know about them?

Their age, gender and location are the basics, but there’s a lot more you need to know about them. Check out12 things you need to know about your target customers for more on what you need to know to be able to describe them in the depth your boss expects.

The C3Centricity 4W™ Template is a great resource for storing all the information you have on your customer. Download a free copy and watch the related videos HERE.

 

 

#2. What business are you in?

Although this refers more to the category than the customer, it is important to ensure you are looking at it through the eyes of your customers. Many organisations are working with industry definitions rather than customer ones. What about you? If you want to know your customers, you need to understand what category they think they are buying.

This is one of the essential elements you need to understand in order to know your customers deeply. It is something that many organisations don’t take the time to clearly identify, which results in an incorrect appreciation of their market and competitors. By not correctly identifying the category you are in, or plan to enter, your innovations will also lack the success you are hoping for.

Many organisations are working with industry definitions for their category rather than customer ones. They are losing sales! And you? #CEX #Customer #Category Click To Tweet

For instance, are you in the food business or the pleasure business, beverages or relaxation? One of my clients wanted to launch a fruit flavoured soft drink and thought they were competing with other soft drinks. When we worked together we discovered that they were actually competing in the energy drink business!

How many of your brands are not competing where you thought they were? See How to Innovate better than Apple for more on this topic.

 

 

So there’s my 13-point “Know your Customer” checklist to enable you to know your customers well enough to answer any question your boss may ask of you.

I suggest you go back to the top and revisit each point and answer them truthfully. By reviewing all 13 I am sure that your thoughts will have changed or at least been modified as a result of this new perspective.

And if you yourself happen to be the boss, why not ask your team how many they can answer? Let my know your score below; be the first to confirm that you can answer all 13!

 

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If you or your team can’t answer all 13 questions, I have a solution. Book a 1-Day Catalyst training session and be amazed at the progress & changes!

Check out our Latest Training Courses.icon

 

 

This post is based upon an article first published on C3Centricity in 2013.

 

 

Does your Organisation Really Need a Market Research Department? And in the Future?

There’s been a lot of talk recently about New Marketing; how communication is now all about engagement, how the consumer is boss and such like.

But there has been very little said about a New Market Research Department! If you’re concerned by this situation, whether you work in marketing, market research or a completely different area, then read on for some thoughts on how this situation can and must change.

Earlier this year I wrote about the future of market research / insight departments and what researchers need to do within their organisation to improve their image and perceived value. This week I want to take a wider look at the profession in general. 

 

Current Perception of Market Research

According to  Wikipedia, Marketing is “The process of communicating the value of a product or service to customers, for the purpose of selling the product or service. It is a critical business function for attracting customers” The definition of  Market Research is “Any organized effort to gather information about markets or customers. It is a very important component of business strategy”.

What is interesting in comparing these two definitions is the difference in appreciation of the value to business of the two. Marketing is said to be a “critical function”, whereas Market Research is said to be “very important”. Perhaps this is why Market Research Departments continue to be hammered, their budgets are constantly under pressure and their value to the business is questioned.

Well, things are about to change, or at least there is an opportunity for this, if researchers take up the incredible chance offered to them in today’s world of information (over?) abundance. You can’t continue to do the same old same old when marketing, and more importantly the consumer, is clearly on the move.

 

What Business gets from Market Research

I think that one of the biggest problems that Market Research has (continues to have) is that Marketing and Management in general, find it too complex. What is often delivered from market research, BY researchers,  tends to be numbers and findings, not underst anding, insight and recommendations.

We no longer need market research to share the numbers and information today. More and more often, these are coming automatically into companies from an ever-growing number of sources, and a lot of it is even in real-time, something market research results never were! Think sensors on products, GPS on smart phones, retail purchases with debit / credit / loyalty cards, social media interactions …. DataShaka recently wrote in their The Lab an interesting perspective on data management and information sources which you might want to check out.

That’s a lot of data; indeed Aaron Zornes, chief research officer of The MDM Institute, was recently quoted in Information Management as saying that “a typical large company with (has) 14,000 or so databases on average”. And most of that data will be just sitting around in IT storage systems, rarely reviewed and even less likely to be integrated for meaningful knowledge development. It needs analysts and who better to interpret the meaning of all this data than market research?

 

What the Market Research Department could Offer


If you can’t answer YES to all eight of these important questions, then I believe you should consider changing jobs, before you find yourself redundant and replaced by the information analytic, machine-learning “robots” of the future.

What do you think? Is it already too late for market research? Can the profession reinvent itself? ESOMAR, which claims to be “The essential organisation for encouraging, advancing and elevating market research worldwide” has been asking a lot of the right questions about the future of the profession recently, but it is up to researchers everywhere to make the change happen. Are you going to join the lead now, or follow reluctantly when your own management questions whether they really need a department that clings to the old ways of collecting and analysing information?

Let me know how you feel about your own market research position, whether you are a member of a supplier or client-side organisation. Are there other challenges or opportunities I forgot to mention? What name would you give to your future profession?

Need help in updating and reinventing your own market research department and responsibilities? Let us help you catalyse your customer centricity; contact us here

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com 

 

 

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