We all know that customer centricity is essential; even more so these days with the lockdown in most countries due to the pandemic.
Now more than ever, businesses need to put their customers clearly at the heart of their organisation. But I know that many struggle, even in more normal times, to be customer centric. They just don’t know where to start. Am I right? If you’re one of them, then this article is for you.
This week I give you ten simple actions to accelerate your organisation along its path to an improved customer-first strategy.
#1 Review & Revise the Description of your Target Audience
Do all your brands have a clear description of their target audience? These days we tend to speak about personas or avatars.
Is it as complete as it should be? If not, then regular readers will know about and probably use the C3Centricity 4W™ template for storing all this information. You can download it and get the accompanying workbook here.
Include not only your customers’ demographics and consumption / purchasing habits but also information about where they do these things, what values they have that you can tap into and what emotions motivate them to purchase and use your brand.
#2 Assess the Optimum Way of Connecting with Your Customers
Do you know the best way to contact your target customers, as well as their preferred place and time to connect?
Review how you communicate with your customer and what information exchange there is at that time. Is it one-way or two? Are you in a monologue or a dialogue?
Obviously the second is what it should be. You can learn far more about your customers when they are ready to share their information with you.
Do you know what needs your customer has and which of them you are tapping into?
They certainly have more than one need, but you must identify and address only one.
If you attempt to address more than one and especially if they are not sequential, your customer may be confused.
Mixed brand messages on what the brand can do for them will leave your customers perplexed. This will, in turn, reduce the likelihood that they will be convinced your offer can meet their needs and objectives.
Knowing where your brand sits on Maslow’s hierarchy of needs has one additional benefit. It can increase the success of regional and global launches by identifying cultures with similar levels of a specific need.
Is customer care only on the objectives of one or two departments in your organisation? Perhaps it’s only for the care centre employees or merchandisers to do.
It should, in fact, be on everyone’s annual objectives, to watch, listen and engage with your customers regularly. This will help them to understand how their work fits into the company’s objective to satisfy and delight them.
Every employee has a role to play in customer centricity and connecting with the customers on a frequent basis and sharing experiences with colleagues will ensure that everyone understands this.
Do you know where your business is going? Do you know what might happen in the future and what you would do in each situation? How would you react to new laws, new customer demands, and their new sensitivities such as ecology, sustainability, sourcing or ingredients?
It is better to plan for such events before they happen, so that you can quickly react to challenges as well as opportunities.
I am in favour of developing plausible future scenarios, rather than merely following trends. Why? Because everyone follows trends so they provide no competitive advantage. However, by developing scenarios, they will be unique to your organisation and provide a clear path to answer all possible future opportunities and threats.
#6 Review Your Business Plans for Customer Centricity
Are your customers clearly identified and described in your plans, as well as the customers of your major competitors?
Review your plans by considering how your customers will react to each of your scheduled actions. Not just the outcomes you are hoping for, but a true detailed analysis based upon your understanding of them and their desires.
Have you planned any actions to surprise and delight them, or are you only relying on the “same old” activities, repeated from year to year?
People get bored quickly and you can also “train” your customers to expect your promotions. They then wait for them before purchasing, often in quantity, and will also eventually become of less interest, and perceived value, to them. Plan at least one unexpected WOW action each year.
Are you blocked in an innovation box, relying on your internal technical and expert skills? If you know your customer well you can offer them more successful innovations, perhaps through additional sensorial experiences.
Consider adding sound to taste, colour to services, touch to packaging, aromas to retail displays. Give your customers more reasons to stay with you and they will become more loyal.
I can feel your shock as you read this, but why not review your process for developing your advertising?
If you spent more time and resources reviewing how to connect with your customer, and then reviewed early-stage work up-stream with them, you would be more likely to develop winners.
It would also reduce or totally replace your usual tests just before airing, when in most cases it is too late to change anything.
#9 Define Your Image
Your brand has an image but it might not be what you think it is. Make sure you are measuring it regularly and not only on the attributes that you ideally want to perform well on. You need to include attributes important to your competitors, as well as the category in general.
I so often see biassed attribute lists which, while providing exaggerated, over-positive images, lull companies into a false sense of security. When you are not measuring what is important for your competitors, you will always come out on top.
Another advantage is that the coverage of the total category will be more complete and you may even find a new or adapted positioning that no-one else is currently occupying.
You know that what gets measured gets managed, well are you measuring what needs managing or only the easy metrics to gather?
If you know your customers well, who they are, what they do, what they think of you and your competitors, and then compare these to where you want to take your brand, the metrics you need to be measuring become evident.
Too many organisations rely on financial KPIs alone. Make sure you are not one of them, by adding metrics to cover customer awareness, satisfaction and perception.
I hope this list has helped you to identify a few areas that need revision in your organisation. Actioning even just one of them will improve your customer centricity and your profitability too (according to research).
Of course completing them all will ensure that your customer is really at the center of your business, as well as in the hearts of your employees.
If you would like to know just how customer centric you are, complete the C3C Evaluator™ assessment. It’s free! The Evaluator™ will help you to identify where you are today as well as how to prioritise any needed changes in your organisation.
For further inspiration on making your organisation more customer centric, check out our other articles on C3Centricity, or contact us here:
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What habits have you become so comfortable with that you don’t even notice or question them? With today’s fast-paced world, businesses need to be constantly adapting and preparing for the future.
These thirteen marketing quotes (plus a bonus one!) are amongst my favourites of all time. They will hopefully excite and inspire you to consider what changes you need to make to become even more successful through a customer first strategy.
As is the tradition at C3Centricity, there is a recommended action for you to take for each quote. How many will you complete?
#1. “There may be Customers without Brands, but there are no Brands without Customers.” Anon
This has to be the most important marketing quote to remember for all of us wanting to be more customer centric. It’s also one of my favourites, as I’m sure you’ve realised!
Brands depend on customers and if companies remember this, then they can only succeed. If however they get so tied up in their products & services that they forget their customers, they may enjoy their work but their brands will always be vulnerable to competition.
RECOMMENDED ACTION: Watch the Customer First Strategy Webinar HERE
#2. “Nothing can add more power to your life than concentrating all your energies on a limited set of targets.” Nido Qubein
One of the biggest mistakes marketing can make is to not appropriately define its target audience. It is understandably hard for a brand manager to accept that he can’t please all category users and that his target sub-category is smaller than the total category he thinks he could attract.
By trying to please everyone, we end up pleasing no one! So bite the bullet and reduce your target category size by being more precise in selecting and describing your audience.
RECOMMENDED ACTION: Learn the essentials of targeting HERE.
#3. “The more you engage with customers the clearer things become and the easier it is to determine what you should be doing.” John Russell, President, Harley Davidson
If they aren’t already included, then every employee should have regular customer connections added to their annual objectives. Whether they are the CEO, an Executive Vice-President, a machine operator, sales clerk or brand manager, they all need to understand how their day job impacts the satisfaction of their customers.
Customer connections also inspire new thinking, can identify previously unknown issues and excite everyone to think customer first in everything they do.
RECOMMENDED ACTION: Sign up below for the FREE Customer First Strategy Webinar.
For more ideas about getting to know your customers, join the FREE Customer First Strategy Webinar. In it, I share many Tips,Tools and Templates to improve your Customer Targeting, Understanding & Engagement to Grow your Business Faster.
#4. “If you use standard research methods you will have the same insights as everyone else.” David Nichols
When was the last time you revised your market research toolbox or refined your insight development process? It’s a rapidly changing world both technologically and societally-speaking. The methods you use to observe, understand and eventually delight your customers should be moving as fast, if not even faster, to stay in touch with the market.
RECOMMENDED ACTION: Attend a 1-Day Catalyst session reviewing all your market research methodologies and metrics. Find out more HERE.
#5. “The structure will automatically provide the pattern for the action which follows.” Donald Curtis
There has been a lot of discussion about the new roles of the CMO, CIO and the creation of a new CCO (Chief Customer Officer) position. Perhaps it is time for your organisation to review its structure and see if it is still optimal for the business of today, as well as of tomorrow.
As mentioned above, the world is changing rapidly and you need to keep abreast of these changes to stay in the game. Who wants to find themselves the equivalent of the Kodak or Borders of 2017?
RECOMMENDED ACTION: Develop plausible future scenarios to prepare for possible opportunities and threats. Contact us HERE.
#6. “Customer Service shouldn’t be a department, it should be the entire company.” Tony Hsieh, CEO Zappos
This is one of my all-time favourite quotes from a man I truly admire, for truly “getting” customer centricity. Their slogan is even “Powered by Service”! As already mentioned above, every single person in a company has a role to play in satisfying the customer.
Zappos have an integration program for all new hires – including the EVPs – that incorporates time at their call centre answering customer queries. What a great way to show a new person what the company is really about.
RECOMMENDED ACTION: Why not start a similar introduction programme in your own company and organise regular customer connection sessions? We can show you HOW.
#7. “The real voyage of discovery consists not in seeking new lands but in seeing with new eyes.” Marcel Proust
Today’s customers are very demanding which has prompted many companies to increase their innovation and new product launches. However, it has been shown that renovation is as important as innovation in keeping customers satisfied (find links to relevant articles HERE).
Instead of forcing your marketing and R&D to meet certain percentage targets of new launches, most of which will be destined to failure according to latest statistics, why not review your current offers with new eyes?
If you truly understand your customers, you will quickly find small changes that can make a significant impact on customer satisfaction and loyalty, when you take their perspective. And as an added bonus, if it solves a frustration of theirs, it might even bring you increased profits, since the perceived value will be higher than the cost.
RECOMMENDED ACTION: Download the free “Secrets of Innovation” eBook by completing the form on the right-hand side of this page.
#8. “A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well.” Jeff Bezos
In the past, most companies were more concerned with the reputation of their brands than they were with that of their company, other than with investors. As consumers become interested in knowing and adhering to the policies of the companies behind the brands they buy, it is vital to manage your image from both perspectives.
In addition, if your company isthe brand as is the case of Coca-Cola or Red Bull, then this is vital to follow very closely. The same applies for any organisation that is considering adding their company name more prominently to their packaging.
RECOMMENDED ACTION: Review whether there are differences between your company and brand images and whether they are complementary. And book a 1-Day Catalyst Training Session to ensure you are measuring the right metrics to optimise your images.
#9. “The journey of a thousand miles must begin with a single step.” Chinese Proverb
Today’s customers often have more complex paths to purchase in many categories than they did in the past, so thinking of the simple awareness to loyalty funnel becomes less relevant.
In order to understand the purchasing of your brand, think information integration, as customers are becoming as savvy about products as they are about themselves. They seek out information based on the size of their budget and take the time needed to make what they consider to be an informed decision.
RECOMMENDED ACTION: Check whether you are in every relevant touchpoint with appropriate information for them. Learn more about optimising your communications HERE.
#10. “However beautiful the strategy, you should occasionally look at the results.” Winston Churchill
If your world has changed then so should the metrics you use to manage the business. Annual reviews of your KPIs should be made, if not even more frequently.
Also, review last year’s business results in comparison to the metrics you have been following. Were you correctly assessing the environment, the market and customer behaviour? If not, then it’s probably time to update your KPIs.
#11. “The fear of being wrong is the prime inhibitor of the creative process.” Jean Bryant
Do you embrace entrepreneurship in your organisation? What happens when someone fails whilst trying something new? The more accepting you are of relevant trial and error exercises, the more likely it will be that your employees will share their more creative ideas.
If failure is punished, then they will be reluctant to try or even propose new things and your business will stagnate. This is a great time to review your ways of compensating creativeness as well as how you share learnings from failures.
RECOMMENDED ACTION: Download the FREE “Secrets to Actionable Insights” below.
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#12. “Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information.” T S Eliot
Do you ever take decisions based on information or knowledge? If so then perhaps you should reconsider your insight development process.
While information and knowledge are essential to a deeper understanding of your customers, it is only when you have integrated everything you know and understand about them, that you can begin to develop insights that will positively impact your customers’ behaviour.
RECOMMENDED ACTION: Sign up for a 1-Day Catalyst Training Session on “Insights to Action” or “Insights to Impact.” More information HERE.
#13. “If you can’t sum up the story in a sentence, you don’t know what you’re talking about.” Garr Reynolds
Taking the decision to share information and understanding in a new way through storytelling, will have a profound impact on the way your employees think and remember the essential understandings of your customers.
Before every presentation ask yourself what is the one sentence that sums up everything you want to share.
If you can’t come up with one, then perhaps you don’t know what you’re talking about, or perhaps you just need more time to practice.
So there you have thirteen marketing quotes that will excite and inspire most people. And because I promised you a bonus if you read to the end, here is one more which aptly sums up all the others.
It is the one message out of all these marketing quotes from Charles Darwin which remains vital to remember in this awesomely changing world we live in.
“It is not the strongest of the species that survive, nor the most intelligent, it is those most responsive to change”
If you have your own favourite marketing quote that inspires you to change your business practices in 2017, then please share it below. We would love to hear from you and we promise we’ll add it to our growing library of quotes, with appropriate credit to you. (Fame at last!)
For even more inspiring marketing quotes, why not check out our website library? it’s regularly updated.
How do you develop your br and strategy and vision? Do you just take last year’s document and revise it? Do you build your plan based upon the sales and profit increases imposed by management? Or do you start from your target customers’ perspective?
You know me well enough to have guessed that as a customer centric champion, I am going to say that the third answer is the correct one. Now I’m not saying that you shouldn’t take neither last year’s plan nor management’s targets into account. Rather I’m suggesting that as you are selling to your customers, they should be top of mind.
If you believe that your own br and planning process could do with an update, then read on; I have gathered together some of the latest ideas and best practices to inspire you to make a few improvements.
One of my favourite quotes on planning comes from Alan Lakein, an American businessman and author:
“Failing to plan is planning to fail” (>>Tweet this<<)
Another from A. A. Milne the English author and playwright says:
“Planning is what you do before you do something, so that when you do it, it is not all mixed up” (>>Tweet this<<)
So let’s start planning so we don’t mess things up!
Where you are – the situation analysis
The first step of the process is to run a situation analysis. This phase can include, but not be limited to, a review of market shares and trends, your current customer persona, your br and’s current image and changes, as well as the full details about your offer – price, packaging etc. Here we’re not speaking about the industry definitions, but the consumers’ perspective, or course. You will also need to do the same for your major competitors, but more about that below.
Who are your customers?
anding” width=”349″ height=”197″ /> The 4 Ws of targetingThis should be a no-brainer and yet I am constantly surprised just how many clients are unable to answer this question in detail. They may succeed in being relatively specific on demographics, as the above example mentioned, but not much more.
Only be completing a detailed profile, or persona as many like to call it these days, will ensure you are starting from the best possible position.
What is your current image?
A br and image and equity review is essential for both new and existing br ands. What category are you in? Is that an industry definition or a customer one? I remember working with a client who thought they were competing in the carbonated soft drinks market. In discussing with consumers we found they were competing in a mush wider arena including carbonated soft drinks AND fruit juices, because their drink contained real fruit juice.
The segment in which you compete is vital to underst and, as you will then review how your image compares to those of your major competitors. If you don’t know in which segment(s) you are competing, the latter are going to be difficult to identify.(>>Tweet this<<) And you may miss a major one through your limited view, as did my client mentioned above.
Another client of mine wanted to sell a new service for young people but its corporate image was one associated with older businessmen. It would have been a huge struggle for them to change this image, so I suggested removing the company name from their packaging. Would you believe it? The br and took off immediately because it could then position itself as a product for their precise target group and adapt communications to them. It worked – big time!
Why you got here – your key issues & opportunities
Based upon your br and audit and situation analysis, you should be able to review your current positioning and see whether you are still aligned with the vision you set. You will also have a good underst anding of your major competitors as well as their strengths and weaknesses.
Knowing where you are and why, you can now start to identify what gaps exist and the reasons for them. The actions that you plan to take could be a change to your communications to emphasise a different strength of your br and; or maybe you decide to exp and distribution to better cover your weaker regions; or maybe it’s time to launch a line extension or even a completely new br and. See why the situation analysis is a vital step to conduct before getting into strategic action planning?
Where could you go – your vision
I mentioned earlier about management’s targets that may have been set for your br and. Often these have been developed with a view to the total business needs and then attributed to each br and or category in which the company is active. It is your job to review what is possible, not just what is dem anded.
Whether the targets are too high or too low, you need to review both the budget and actions needed to meet these targets and inform management early if they are not aligned.
I know that this won’t make you popular, but at least it gives management the chance to adjust their own plans based on such input and they may be able to adjust them across their full portfolio.
How can you get there – your strategies & tactics
Now your targets have been reviewed and agreed with management, they need to be translated into strategic initiatives you will plan for the year. At this stage keep them high level. Review how you are going to meet them, remembering that there are basically only three ways to grow a business:
get more people to buy
get people to buy more
get people to spend more
Decide on which one (or more) methods you will concentrate on and then you can identify the actions needed.
If you are working with a declining br and, then you can still review these three methods but you will use them to defend your share. For this you will need to underst and which of them is the major cause of the decline and then identify tactics to reduce these losses.
What you need to do – your actions & limitations
Planning your activities need to be done with careful thought and thoroughness. You need to take into account many internal as well as external factors. For instance:
How does your plan fit with those of the other company initiatives? The salesforce won’t be able to work on every br and at the same time.
Is your br and seasonal or impacted by outside conditions? Weather, local celebrations, holidays or cultural habits can all impact dem and for certain categories and br ands.
Do your competitors have an identifiable planning that you can either interrupt or avoid?
What personality does your br and have? Your activities need to fit with your br and’s personality, which you will have checked during the review of its image.
What budget do you have? Better to concentrate on a few touch-points than to cover all of them so thinly your efforts have almost zero impact.
How do your communication plans fit across all the media you will use. They don’t have to be identical but together they should build a complete story.
Those of you that are regulars here know my love of threes. Therefore another useful way to work in a simple but not simplistic way, is to plan three strategies and have three tactics for each. Nine actions are more than enough for any br and.
When presenting your plan, don’t get hung up on the numbers. Tell a story about your vision; where you are today and how you plan to get to where you are going. Use numbers to support your ideas not to blind or drown the audience.
The same goes for your wording. Be precise and succinct, not long-winded in order to just fill the plan template – I think every company has one, no? Organisations oblige managers to use st andard templates, but treat them as guides and not as a bible. I have never heard of a plan being criticised for being too short, although I have of course heard them being criticised for lack of relevant content, which has nothing to do with its length.
What are your best tips for a successful br and strategy? I’d love to hear your own recommendations, especially if you are using a different process.
If you would like our support in developing your br and strategy, vision and plans, then please contact us here; we are sure we can help.
C³Centricity used an image from Kozzi in this post.
I was recently on a trip to the US; a transatlantic flight on a Boeing 747, my favourite airplane – apart from the Seneca II that I used to own. Anyway, the reason I love long-distance flights is because they cut us off from everyday life, although unfortunately no longer the phone nor web these days.
They therefore provide us with a very rare commodity; some precious thinking time. How do we ever get that otherwise? Speaking personally, my brain seems to be constantly under pressure from the challenges of work, family, friends – in a word, living – so I love it when I need to get on a flight, the longer the better.
I watched Transcendence on this flight; it’s about the moment when the human brain and technology become one. I love science fiction (SciFi), because it frees the mind to dream and to be far more creative than the “normal” working environment ever allows.
After the film and lunch were over, my mind turned – of course – to business and how I could set my past, current and future clients free too; how to make them more creative as well as more customer centric. So this is what I came up with, far above the clouds and worries of my everyday world.
The future is in our h ands
We are all wise after the event, but how do we become wise before it? In my opinion, by setting free our thoughts about the future and our creativity. Many companies have an innovation group, but rarely do they set them free, to think big, to think out of the box.
In fact in many cases, they are literally put in their own boxes, separated from the business for which they are supposed to be innovating. Whilst the intention of this separation may be laudable – it is claimed that it provides increased freedom – it generally doesn’t work, because the group’s creativity is not grounded.
Despite their incredible creativity, even science fiction writers are grounded; their stories are based on facts, a progression from current actualities to future possibilities. I am not suggesting that innovation be limited to the mere renovation of today’s products and services,but rather that they be based upon a realistic progression of today’s realities, rather than pure hypothesis. In particular, they should be developed out of current sociatal trends, behaviors and needs.
Trend following isn’t creative
Are you following trends? Are you happy with the information you are getting from your supplier? We all love to look at new inventions and products from around the world, but just think about what useful and actionable information you are really getting.
I’m sorry to break the news to you, but you are almost certainly getting exactly the same suggestions as the tens, if not hundreds of other clients your supplier has. Reports aren’t generally personalized, or only minimally, so whatever ideas their reports might spark, are likely to be sparking in every one of your competitors minds too!
So if trend following won’t help your innovation, what will? My answer would be many things; isn’t that good to know?
Develop your trends into future scenarios
Trends do not provide you with a competitive advantage, especially for innovation, so you need to first turn them into future scenarios. There are (at least) two ways to do this.
Firstly you can combine the trends and form what are often referred to as axes of uncertainty. When crossed, these form four (or more) new worlds for you to then define, describe and develop. Your possible actions in each of these scenarios can then be identified, so your business is prepared for all major possible risks and opportunities.
“We must never be afraid to go too far, for truth lies beyond” Marcel Proust (>>Tweet this<<)
The second way is by identifying the major trends that may impact your business and then letting a Science Fiction writer describe the world that could develop. It is not so much a matter of being right as being provocative, the more the better. That’s why SciFi writers are amongst the best people to stretch our thinking. They have the creativity to go far beyond what most of us would think about, even when stretching our thinking. After all, the point of future scenarios is to prepare business for the future, not to predict it(>>Tweet this<<)
Visualise the future
Once you have developed your scenario – or two – you should visualise them to increases buy-in and sharing. This can be through a simple presentation, descriptive profiles or more exciting animations and videos.
Lowe’s has been one of the companies at the forefront of such visual development, using virtual reality to develop TheHoloroom to show what SciFutures‘ science-fiction writers had developed. The room puts consumers into a new world where they can see their own new world, at least of their home after their planned renovation.
Other industries that are quickly developing new virtual worlds for customers include car and plane manufacturers showing future travel options. Car purchasers can also experience their new cars before actually buying them and can help in the development of cars that more perfectly meet their desires and needs.
Innovating outside the box
In too many cases innovation is built upon reality and a company’s current offers, in other words are renovations not innovations, just a step change from what we have today. New products developed using scenario planning tend to be faster, clearer, more efficient, longer-lasting and overall more attractive.
Technology makes what was even unthinkable just a few months or years ago, a reality today or in the very near future. Everything is moving faster and faster, so businesses must do the same. As this is rarely possible, they must already think the unthinkable today, so that they are prepared when it actually happens tomorrow. (>>Tweet this<<)
Are you ready for the brave new world that is estimated to be just ten, twenty or at most just thirty years from now? That’s when the point of singularity is estimated to arrive.
If you would like help in improving your own innovation process, or in developing a future scenario for your organisation, please let us know; we would be excited to inspire you.
C3Centricity used an image from Dreamstime in this post.
A few weeks ago I spoke about failure and the differences between cultures in how people react to it. It was one of the most popular posts I have ever written, so to complete the perspective I thought I would share some equally inspiring quotes on success, with again some thoughts for actions that are suggested by each of them.
Many think that success is the end of their effort, when it should be the start of a journey towards even greater things. The start of something bigger, better and even more exciting. Success should motivate, stimulate a desire to try even harder, to go that much further and to succeed again and again. This first quote sums this up brilliantly:
1. “In order to succeed, your desire for success should be greater than your fear of failure” Bill Cosby, American Actor (>>Tweet quote<<)
THOUGHT: Those who succeed accept failure as one of the necessary steps to reach their goal. They know they are unlikely to succeed without first failing. What if your fear of failing was stopping you from your greatest success? Manage your fear and do it anyway.
2. “The successful man will profit from his mistakes and try again in a different way” Dale Carnegie (>>Tweet quote<<)
THOUGHT: As #1 above also mentioned, failure is a necessary step on the way to success. Learn from your mistakes and be thankful for them, as they are steering you away from the wrong direction.
3. “Eighty percent of success is showing up” Woody Allen, American actor, director & screenwriter (>>Tweet this<<)
THOUGHT: You can’t just wish for success, you have to earn it, to make it happen. You have to put the work in, risk making mistakes and then carry on trying. How often do you forget to “turn up” when the going gets tough?
4. “Coming together is a beginning; keeping together is progress; working together is success” Henry Ford, American Businessman (>>Tweet quote<<)
THOUGHT: Success rarely comes in isolation, whether we are speaking about people, thoughts or actions. We need others to provide different perspectives, skills and energies. We need different experiences to complement our own norms. If you are not succeeding, ask for help or advice; people generally love to give it.
5. “The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will” Vince Lombardi, American football player, coach and executive (>>Tweet quote<<)
THOUGHT: Success doesn’t come easy, even if as an observer we may think otherwise when seeing others succeed instead of us. Rather than feeling jealous, use others’ success as an indication that everyone can succeed if they put their minds to it. Put your energy into succeeding and not to putting down others’ successes. Are you trying hard enough to get your own success?
6. “Try not to be a success, but rather to be of of value” Albert Einstein (>>Tweet quote<<)
THOUGHT: I love this quote, because it is often said that trying to succeed for success alone is setting yourself up for disaster. Look at how you can help and be of value to others and success will follow. Which are you trying for?
7. “The secret of my success is a two word answer: Know people” Harvey S. Firestone, American businessman & founder of the Firestone Tire & Rubber Company (>>Tweet quote<<)
THOUGHT: This follows on nicely from the previous quote, in that it again puts people at the heart of success. Seek to be of help and value to others and success will follow. Be interested in others and their challenges, listen carefully, because your next success might just come from one of these.
8. “To be successful, you have to have your heart in your business and your business in your heart” Thomas J. Watson, Chairman & CEO of IBM (>>Tweet quote<<)
THOUGHT: One more quote on the importance of people, this time for businesses. A company doesn’t always succeed because it has the best products, but rather because its customers are treated better. Are you putting as much thought into satisfying and hopefully delighting your customers, as in developing the best product you can make technically speaking?
9. “Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful” Albert Schweitzer, German theologian, philosopher & physician (>>Tweet quote<<)
THOUGHT: Why make it hard on yourself by searching success in something you don’t love? Look for happiness first and success will follow. If you are successful, search within yourself if you are really doing what you love, or if you are doing it for other reasons – money, family or friends’ expectations, tradition etc.
10. “Success is achieved by developing our strengths, not by eliminating our weaknesses” Marilyn vos Savant, American magazine columnist, author, lecturer & playwright (>>Tweet quote<<)
THOUGHT: Whilst we all want to improve in areas of weakness, it is our strengths that will bring us success. As the quote above mentions, we succeed in what we love and we generally love what we’re good at. If you don’t know what your strengths are – many of us feel shy to state them – then find what you love doing instead. Be strong and love your strength. These are ten of my favourite quotes on success. To summarise all of them in just one sentence: Turn up, work hard, accept mistakes, be of value to others by using your strengths and above all Be Happy. Do you have another favourite quote on success? Please share it below. Have something to add to the topic or disagree with what I’ve written? Then please share your thoughts as I’m always ready to learn from others. C³Centricity used an image from Kozzi in this post.
The consumer products world closely watches whenever P&G announces changes, whether to their strategy, marketing or in this case their organisational structure. As this AdAge article (here) mentions “P&G seems well out in front of the rest of the marketing world — or what used to be known as the marketing world — on this”.
The fact that there have been so many different pieces on the topic over the last year or so, suggests to me that marketing is still vital for and extremely attractive to business, but that it is in desperate need of reinventing itself. I believe this is behind P&G’s move.
At the end of last year I wrote a post proposing what I thought would and wouldn’t change and what needs to. Six months on, in light of P&G’s announcement, I thought it useful to review my list:
What will change
Marketing can no longer work alone in a silo; it needs to become more collaborative and more commercial or business oriented. It can no longer remain fuzzy and hide behind claims that its ROI is difficult to measure.
Advertising and messaging TO the customer will be replaced by valuable information made available FOR the customer. In line with the longer sales journey and multiple online consultations, communication will become more informative, more useful, more timely.
Local will no longer be geographic but “Native”. Whether it’s language, habits or interests, customers will be targeted on their similarities that will rarely, if ever, include geographical proximity.
Mobile web consulting will become the norm, so br and sites need to become adaptive. Content will aim to inform, educate and entertain first and foremost, rather than sell, and websites will become flexible and adaptive to the differing screens and customer needs.
What won’t change
The customer is still the king, but content joins the ranks in almost equal position, needing more respect and value, and less commoditisation. For a great post on this read “5 Ways Content Marketing Must Change in 2014”.
Recommendations will remain a vital part of choice and decision-making, but they will no longer come from just friends and family. They will come from organised collection – think TripAdvisor or Angie’s List – or from (self) proclaimed experts through their Blog posts and faithful followers.
Customer (consumer) underst anding remains vital and in fact the need for underst anding will even increase as customers will be in constant evolution.
What must change
We are all swamped with messages and information and yet – perhaps because of this – our attention span is declining. Messaging must become shorter and simpler as people use headlines to decide whether or not to stick around.
In addition to the increased need for informative content, it will need to engage as well as (or is it more than?) inform. Storytelling will become an essential skill for marketers, both internally and externally.
Wearable technology will totally change our where and when decisions of messaging. The customer will not only be in charge of what messages are received but when to be “visible” to receive them.
Having changed the sales funnel to a path to purchase, the usual loyalty funnel no longer works. The simple path from awareness to loyalty will be replaced by a constant and consistent battle for trust. What’s more it will never be truly “won” as customers continue to be fascinated by novelty.
Marketing can no longer depend on creativity alone. It won’t be enough, as if it ever was, and marketers will need to get (even more?) comfortable with their BigData and its usage.
Customer underst anding will come from multiple sources and market researchers will become underst anding analysts responsible for turning the unstoppable flow of information into the organisation, into palatable morsels of digestible stories.
Although I didn’t predict P&G’s change, it does in fact address most of the above, by combining four functions under the new title of Br and Management: br and management (formerly known as marketing), consumer and marketing knowledge (their name for market research), communications and design. At least by combining these groups under a single leader they will be forced to work less in silos and there should be more and better collaboration. Only time will tell if this move will be successful.
Do you think P&G’s change is the right move? Will you consider doing something similar? I’d love to hear your thoughts, especially if you are, or aspire to the “old” CMO or marketing roles.
If you need help in adapting to the new world of marketing, why not work with one of the new breed of marketers? Someone who combines cultural sensitivity with creativity and technical know-how; a catalyst for the change your organisation needs. Contact us here and let’s discuss your needs.
C³Centricity used an image from Microsoft in this post.
These past few weeks, I have been speaking about very basic, rational and tangible subjects like brand planning, innovation and portfolio management. Therefore I’d like to take a step back and look at a more philosophical and emotional approach to marketing this week. After all, we’re all creatives, even if these days we must manage brand data almost as often as we create communications.
Life is a journey made up of highs and lows, wins and losses, and the same applies to business. This week I have been working on a new product idea based upon the most popular blog posts on my website. These are the ones that suggest actions coming from some of the most inspiring marketing quotes I’ve found over the years. In my search for new ones, I was reminded of one of my all-time favourites:
“A man’s life is interesting primarily when he has failed. I well know. For it’s a sign that he tried to surpass himself” Georges Clemenceau, French Statesman
I love this quote for two reasons. Firstly because it reminds us that we all – without exception – fail sometimes. And secondly, that it is these failures that are the signposts of our moving forward. If we never try anything new then we are unlikely to fail.
Why is it then, that at least in Western culture, we are taught to avoid failure and celebrate success? Shouldn’t it, in fact, be the other way around? A similar proverb shows how Eastern culture has, at least in my opinion, a better perception of failure:
“Fall seven times, stand up eight” Japanese proverb
In other words, it is not the failure that matters as much as what we do afterwards. If we learn from it and get back up, then success will follow. In fact, it was the prolific inventor Thomas Alva Edison who it is claimed “failed” thousands of times before he succeeded in inventing such things as the phonograph, the motion picture camera, and a long-lasting, practical electric light bulb. As far as he was concerned:
“I have not failed. I’ve just found 10,000 ways that won’t work”
We have all known and will continue to experience failure, but it is what we do after it that differentiates winners from losers, the successful from the less so. However, failure in itself doesn’t mean that you have failed, only that you haven’t as yet found the right way to succeed.
So with a few more inspiring quotes on failure, let’s all think about the future, stand back up and take action; success might just come from our very next idea.
1. “It’s fine to celebrate success but it is more important to heed the lessons of failure”Bill Gates, American Businessman (>>Tweet this<<)
THOUGHT: Do you only celebrate success? If so, your business is giving out the wrong message. In fact we learn much more from our failures than from our successes.
2. “Failure is not fatal, but failure to change might be” John Wooden, American Coach (>>Tweet this<<)
THOUGHT: Learn from every failure and celebrate those who share theirs with everyone, because it takes courage to do so, but also gives free learning.
3. “By failing to prepare, you are preparing to fail” Benjamin Franklin, American Politician (>>Tweet this<<)
THOUGHT: Lack of success can come from a lack of preparation, as much as from a lack of, or incorrect action. Thinking before acting increases the chance of success.
4. “Failure is simply the opportunity to begin again, this time more intelligently”Henry Ford, American Businessman (>>Tweet this<<)
THOUGHT: Every failure teaches us something new. Use that knowledge to change the future and get closer to success.
5. “The difference between average people and achieving people is their perception of and response to failure”John C. Maxwell, American Clergyman (>>Tweet this<<)
THOUGHT: As already mentioned everyone fails at times, but successful people don’t stop, they just try again, but differently.
6. “Failure doesn’t mean you are a failure it just means you haven’t succeeded yet”Robert H. Schuller, American Clergyman (>>Tweet this<<)
THOUGHT: I love this one, as it gives hope for the future. Never take failure – or success for that matter – personally. We are all just on a road of growing and learning.
7. “Enjoy failure and learn from it. You can never learn from success” Sir James Dyson, British Designer (>>Tweet this<<)
THOUGHT: This quote from James Dyson is particularly poignant. As Edison before him, Dyson made thousands of “tries” before getting his inventions right (5,127 and 14 years of “failures” to get his vacuum cleaner prototype to be precise). Success is never easy and it is never fast – except when viewed from the outside.
8. “Fear of failure must never be a reason not to try something”Frederick W. Smith, American Businessman (>>Tweet this<<)
THOUGHT: We should never fear failure when we can learn from it. Success should be feared, as we might then stop trying and learning.
9. “The greatest glory in living lies not in never falling, but in rising every time we fall” Nelson M Mandela, South African Statesman (>>Tweet this<<)
THOUGHT: This reflects the Japanese quote mentioned above. Appreciate failure as a chance to prove your strength to stand again.
10. “Failure seldom stops you. What stops you is the fear of failure”Jack Lemmon, American Actor (>>Tweet this<<)
THOUGHT: Never give in to fear. Prepare as best you can and then if you fail, learn from it and move quickly forward.
I hope you enjoyed reading these quotes and the thoughts they prompted in my head. They say that pride comes before a fall; I say success follows failure. I wish you much success in failing fast and often, so you can enjoy more successes!
If you have a favourite quote on failure, please share it below. I’d love to add it to the collection on our website, with attribution to you of course.
A couple of months ago I shared what I consider to be the Ten Mistakes even Great Companies Make when innovating. Whilst it is useful to have these “watch out” lists, I believe it is also beneficial to take a look at how other companies get it right.
This post was prompted by a new client who is one of those already doing innovation extremely well and yet is still looking to improve their thinking. That for me is the sign of a truly innovative company. So read on for some ideas on how you too can become great at innovating.
Set Stretch Launch Targets
Let me start by saying there is a huge difference between the quantity and qualityof innovations in almost all companies. In fact I believe there is an inverse relationship between the two. Those that innovate a lot rarely do it well. I think this is because they have the pressure of meeting objectives of numbers of new launches, rather than numbers of successful launches.
What is a successful launch? For me it is meeting or beating carefully thought through and calculated objectives. Not those wishfully high numbers used to get management buy-in for the launch, nor those ridiculously low targets that everyone knows will be met even before the new product is launched. No, I mean objectives that are stretch targets but achievable with the right plan, actions and effort. In other words SMART.
Be Inspired by your Customers
There are a lot of very clever organisations, especially in the technology area, which develop incredibly innovative products. Apple is (was?) obviously one of these and until recently, was admired for its innovations. Now it has been claimed that Steve Jobs didn’t believe in market research. This is untrue. He did believe in market research, but market research done right. He didn’t ask consumers what they wanted, because he said they didn’t know. Instead he asked them what their problems were, what they dreamt about. He then showed them his answers to these and got their reactions. Even when he got his answers, he didn’t immediately start adapting products to meet these stated needs, but rather worked to underst and what consumers meant by what they asked for. As the infamous Ford quote says
“If I’d asked customers what they wanted, they would have told me a faster horse!”
Jobs didn’t build a faster tape player, or a smaller one, or a lighter one. He made “music on the go” more convenient, more accessible and above all, more fun.
Use a Flexible Approach to Idea Generation
Many companies approach innovation as a strict process. They will use something similar to the below funnel, brainstorming for a multitude of ideas that eventually get whittled down to the one or two new launches that are finally chosen.
There are many companies today offering new processes and ways of innovating, but they all come down to a finite number of alternative levers:
Start from your strengths and / or weaknesses
Start from the strengths and / or weaknesses of your competitors
Extend into adjacent categories
Extend into new channels
Extend into new presentations (packs, prices, communications)
They also use one of three models to reduce their number of possible choices in their selection process:
Start large and reduce down (the st andard “funnel” approach shown above)
Start small and exp and before selecting (inverse funnel approach)
Repeated executions of the combination of the above expansion and contraction of ideas (sometimes referred to as the accordion approach)
Whichever you decide to use, you eventually get to a decision of the one, or few, launch choices, at least in most cases. Truly innovative companies are not limited to one process or tool, and are open to idea generation from however and wherever it might come.
Make Innovation Everyone’s Responsibility
Innovation is for the privileged few in (too) many organisations today. Teams are separated off to concentrate on being “more creative” or to “bond” with R&D. However truly innovative companies use open innovation where everyone can have and share ideas about the company’s process, products and customers. In a great article on this (“ Who blocks innovation?”) Jeffrey Phillips ends with a wonderful short story:
“There was an important job to be done and Everybody was sure Somebody would do it.
Anybody could have done it but Nobody did it.
Somebody got angry with that because it was Everybody’s job. Everybody thought Anybody could do it but Nobody realizes that Everybody wouldn’t do it.
It ended that Everybody blamed Somebody then Nobody did what Anybody could have done”
Great companies are often great because they are very innovative. And they are very good at innovating because of three highly effective habits:
They set appropriate stretch targets for every new launch; good is never good enough
They listen to their customers, but don’t do what they say, but rather what they mean
They open idea generation to be inspired by a multitude of different processes, tools and above all people
Would you add another habit? Have I forgotten an important trait? Please let me know what you would add or feel free to react with your comments below.
C³Centricity used images from Dreamstime in this post.
I got an email today that irritated me, I mean it really insulted me, and prompted this post on customer centricity. I am sure it would have annoyed you too; in fact you have probably already received it or at least something similar yourself in the past.
It announced a “massive 46-page eBook” that I had been chosen to receive for free. It sounded as if I should be happy and feel privileged to receive it. I wasn’t. I don’t know about you, but I don’t call 46 pages massive. A jumbo jet is massive; War and Peace by Leo Tolstoy is massive; not a measly 46 pages – even if it was for free.
Why do companies continue to think that they can treat people like idiots? In my opinion, it can only be a very short-lived business strategy. People will quickly learn the truth, especially in today’s connected world. Or should I blame the advertising agencies for coming up with these “lies”? However, it seems to me to be just a little too close for comfort to the “misleading claims” from which the Advertising St andards Authority in most countries should be protecting us.
If you are looking to be truly customer centric, here are some other examples that you are hopefully NOT doing.
The above illustration is just one example of many exaggerated claims which seem to have become prevalent these days. This is most probably because the internet makes it so easy to reach new, “naive” customers, who still trust organisations to do the right thing. Why do so many companies use overly attractive adjectives that their product or service can’t live up to? They are setting themselves up to disappoint their potential customers, especially if they don’t register what comes after that word before buying.
Massive, mouth-watering, heart-stopping, mind-blowing, huge discount, best price ever; most of the time the products are not, which is probably why they feel they have to use such words. Customer centric companies don’t use these claims unless they can substantiate them.
One area that often suffers from exaggeration is packaging. How many packs have you opened to find the product sitting miserably in the lower half of it? What a disappointment from the promise of the packaging. Or worse still in my opinion, are companies whose packs have been discretely reduced in contents over time. Companies may print the weight of the product that is inside the pack, but customers recognise and buy the pack without checking its weight each time they buy.
What is particularly offensive in this example is that it is the company’s most loyalcustomers who are being cheated. The company reduces the pack’s quantity but not its price; they are getting a price increase without informing their customers. That isn’t customer centric.
Another area that often suffers from exaggerated claims is price value. I was recently offered access online to a video “worth more than US$ 997” for just US$49.99. I don’t know any videos, even those of the classics or Oscar-winning films, that are worth that amount, and certainly no such offers proposed on the internet.
To paraphrase the infamous quote of Oliver Platt:
“Value is in the eye of the beholder, not the seller” (>>Tweet this<<)
How are you pricing your own product and service offerings? Do you base it on company cost or customer value? If not the latter, you may also be leaving a lot of money on the table, as your offer might actually be worth more than you are charging for it. The most important information you need to decide on your price is what your customer is prepared to pay for it; that is what value is all about. Customer centric companies know and apply this on a daily basis
Promising but not delivering
Airlines are renowned for this, especially the low-cost ones. They advertise flights at ridiculously low prices that few, if any, end up paying, since you need to add on the cost of paying by credit card, booking your seat, taking a bag on board etc. etc. Yes the advertised price attracts attention, but once you have made a few attempts at reserving these low prices, you underst and the “game” and compare before buying. And most of the time the “normal” airlines are cheaper. As I’m sure you’re heard many times and to quote Thomas (Tom) J. Peters:
“The formula for success is to under-promise and over-deliver” (>>Tweet this<<)
Amazon and Zappos are two companies who regularly do this; in fact it’s a part of their business model. They occasionally provide priority delivery at no extra cost, as a delightful surprise for their customers. Amazon also proposes useful suggestions of other books, music or other products to buy whilst you are surfing their website to purchase something. Yes, I know it is in their interest to get you to buy something else, but it is a service and highly valued by most people. Customer centric behaviour is always a win-win for both the customer and the company.
You subscribe to a service on a free trial basis, or a one-off monthly fee as many Telecom companies now offer. What you don’t notice or remember, is that it is automatically renewed at the end of the trial period unless cancelled. Yes I know it’s written in the terms and conditions or at the very bottom of the online page if you scroll down, but I don’t read font 8 very easily, even with my glasses! And be honest, none of us reads to the very end of the terms and conditions, and the companies that use this tactic are counting on it.
Of course, when you are informed that your subscription has been renewed, you realise what has happened and immediately cancel, with hopefully only a one month and not an annual unwanted payment. Yes the company has gotten a payment it probably wouldn’t have gotten otherwise, but they certainly didn’t make us a loyal and happy customer, did they?
If you are using this type of “hidden selling” to get customers, please stop. Customer centric companies invite people to continue their subscription, perhaps at a special price. In this way they will get almost as many customers, but they will most certainly be happier and more likely to continue to purchase from them.
These are just a few examples of how companies are intentionally aiming to get customers to buy something that is not worth the money being asked in many cases. If the product or service they propose did offer true value, then people would buy or repurchase without the need for such tricks. As Peter Drucker said:
“The aim of marketing is to know and underst and the customer so well the product or service fits him and sells itself” (<<Tweet this<<)
I would go one step further and say that it is the aim of customer centric businesses.
With today’s ease of sharing experiences on the web, why do companies continue to try to cheat unsuspecting customers? It is most definitely a short-term business strategy. Unhappy customers used to tell ten people, now they tell tens of millions, with a simple Tweet. And if there are several unhappy customers who Tweet about similar experiences, then others will start to see the trend and become wary. Whilst there will always be a few disgruntled customers who complain, more than that will highlight a real issue.
This reminds me; I hate doing it but I am one of the people who have tweeted about poor customerservice because I am not getting an answer when using the provided phone and email contacts. Customer service is all about taking the customers’ perspective (>>Tweet this<<) and offering multiple ways to be contacted and then responding quickly. Companies do respond to negative tweets, usually in record time and certainly faster than connections by other means. Why are companies forcing their customers to go public with their dissatisfaction to get heard? Most would be happy and would probably prefer to share their complaints with the company in private – IF they get a quick response.
So coming back to my question, the answer is a resounding yes. Most companies now speak about the importance of being customer centric, but so many of them are still doing many of the practices mentioned above, which are most definitely NOT customer centric behaviour. Are you one of them? Do you have other examples that you yourself have experienced? Why not share them here?
C³Centricity used images from the ASA in the UK, Dreamstime and Microsoft in this post.
Last week I presented at the first Swiss Business Intelligence Day. It was an inspiring conference to attend, with world-class keynote speakers opening the day. They included Professor Stephane Garelli from IMD, Philippe Nieuwbourg from Decideo and Hans Hultgren from Genesee Academy.
After such an illustrious start, you can imagine that I was more than a little nervous to present my very non-IT perspective of business intelligence. However, the presentation did seem to go down well, so I want to share with you some of the ideas I talked about. Not surprisingly, with my passion for customer centricity and always with the end-user in mind, I took quite a different perspective from that of the majority of IT experts who were present.
BI should Collaborate More
With the explosion of data sources and the continuous flow of information into a company, managing data will become a priority for everyone.
The Big Data market, which more than doubled last two years, is forecast to triple in the next four, according to Statista. BI will have to exp and its perspective, work with more varied sources of information and exp and its client base.
In the past BI was inward looking. It ran data-mining exercises, reviewed corporate performance, developed reports and occasionally dashboards. It was, and still is in many organisations, mostly concerned with operational efficiencies, cost-cutting and benchmarking.
The above plot is my own, simplified view of how BI fits into data management within most organisations today. The other three quadrants are:
Competitive intelligence (CI) uses external competitor knowledge to support internal decision-making. Although BI is sometimes considered to be synonymous with CI because they both support decision-making, there are differences. BI uses technologies, processes, and applications to analyze mostly internal, structured data. CI gathers, analyzes and disseminates information with a topical focus on company competitors.
Investor Relations (IR) uses internal data to get external people, such as shareholders, the media or the government, to support and protect the company and its views.
Market Research (MR) on the other h and is mostly outward looking. It studies customers’ behaviours & attitudes, measures images & satisfaction, and tries to underst and feelings & opinions. That information is then used, primarily by marketing, to develop actions and communications for these same customers.
The four quadrants, even today, usually work in isolation, but that will have to change with this new data-rich environment in which we are working.
BI is Ripe for Change
According to a recent (Jan 2014) Forbes article, BI is at a tipping point. It will need to work in new ways because:
it will be using both structured and unstructured data
there will be a consolidation of suppliers
the internet of things will send more and more information between both products and companies.
thanks to technology, data scientists will spend more time on information management & less time on data preparation. At present it is estimated that they spend 80% of their time on data cleaning, integration and transformation, and only 20% on its analysis!
In February GigaOM echoed these thoughts, claiming that we are not in BI 2.0 but rather 4.0. They said the volume of data and the number of people now exposed to it, makes data availability to everyone essential. No longer does BI involve only the CEO and IT specialists, it concerns everybody.
Google glass, as tested by Virgin, is a good example of this. It delivers real-time, on time and relevant information to Virgin’s hosts and hostesses, to meet, greet and advise its passengers. Their customer support team can accompany their VIP guests and warn them of delays and gate changes as they happen. Google Glass enables them to get out from behind their desks and interact more with the guests they are trying to please.
BI must Deliver More Synthesised Knowledge
According to a recent Business Intelligence reporton management’s opinion of their data, they are currently frustrated. They say that it comes from many disparate sources and is rarely if ever available in real-time. They can’t easily access it without the help of IT and it takes too long to customise it to what they need. What is particularly interesting in the findings, is that management were not saying that they don’t need information; in fact it actually looks as if they want to have access to more data. BUT more of it in a way that makes it easy to find what they want, when they want it.
Another finding from the survey shows executives’ thoughts about data delivery. Currently they are getting their information primarily through emails and spreadsheets. I find this shocking that today we still expect management to take the time to wade through all the data in order to draw their own conclusions. Less than one in eight of the C-suite is getting dashboards, which is their preferred medium (>>Tweet this<<). They also want mobile delivery so that they can access information on the go.
This study provides us with a simple plan to satisfy their needs and to help us meet our own challenges of data abundance. This is what we should prioritize, since we can no longer continue to do what we’ve always done in the same way we’ve always done it. The BI priorities are as simple as ABC; accessibility, business impact and consistency (>>Tweet this<<).
BI needs to Provide Simplified Access
Information should be provided where and when it is needed and in such a way as to have most impact on the business. This means making it easy to review, and quick and simple to draw conclusions. This is why the number one dem and from business is dashboards.
Dashboards have the advantage of imposing consistency (>>Tweet this<<) so no time is lost in underst anding what the information is showing. With the availability of more information, comes the challenge to make it available to more people. And more people will also mean more and different needs.
To underst and the accessibility challenge I find the tree is a great metaphor for what we struggle to achieve. The roots can be compared to all the different sources of information we have at our disposal. The trunk is like all the integrated information that is reported in dashboards and the branches, twigs and leaves are the different data warehouses we create.
Whilst a one-page overview is sufficient for management, others will need greater granularity. Therefore we need to make information available at different levels of detail. My experience suggests three types of information sharing.
The leaves are like data warehouses where the raw or nearly raw data sits
The twigs are the information repositories where analysed data and information resides
And the branches are the knowledge libraries where the integrated actionable insights sit
What I have learned from setting up numerous data warehouses, information repositories and knowledge libraries, is that it is not easy. Not because of any technical complexity, but because of winning the needed internal support for the project and getting the essential acceptance for global access to the information. It takes more than technology, it takes a culture change in many cases too, and this is the real challenge. Stopping the “information is power” mentality means finding ways to counter the opposition who claim confidentiality of their own data whilst also requesting access to everyone else’s. In addition, even if people need information, they will generally not make the effort to go looking for it, if there is an easier way, such as by asking someone else! All these issues need to be resolved for an integrated database project to succeed.
One way to encourage the culture change mentioned earlier, is to demonstrate the business impact of what you are providing. The desired impact won’t come by delivering spreadsheets, it will come from dashboards (>>Tweet this<<).
So how do you summarise a company in a one-page dashboard, especially those which are present in multiple categories, globally? Well, often the simplest way is not to try to cover the total business, but rather the top categories and markets that would cover 70% – 80% of total sales. In most cases this would be sufficient to underst and the main priorities for management.
Of course at category level each business unit should be able to get access to more detailed information, as should the regional presidents, if you are working in such a complex business environment.
The real power of dashboard information will come from data integration, where both internal and external information are synthesised, for a holistic view of the business. I have worked on several projects that combined internal information with consumer data for a complete business report. The consumer information came from promotions, call centres and CRM activities, and was combined with market research on product and communications performance, to provide a solid base of consumer underst anding. This can then be presented alongside the more usual financial information that executives are already receiving. Having a complete overview of the business has far more impact than individual, silo’d summaries and enables management to make decisions more quickly and easily.
Another challenge when setting up and integrating databases, is in the harmonisation of their master data. When you are working with consumer data, this challenge can be multiplied by ten if not one hundred. For example, consumers will talk about a pizza, without specifying the br and, sub-br and, variant, flavour, packaging and size that would be used by the business to define it. So you have to find a way to translate what the consumer is saying, into the products as recorded internally.
The consistency of the master data will even increase in importance and complexity, with the expansion in available data sources. In addition, the fact that more people will get involved, will confound things even more, since their needs will differ.
Asking Better Questions of the Data
Accessibility, business impact and consistency are vital to the success of the new BI’s data management and usage, but I feel the urge to add one more thing. That of asking the right questions of the data. Although BI is used to asking questions, I think Market Research (MR) are the real experts in questioning. Therefore they should be involved in ensuring integrated databases are combined in such a way as to permit easy extraction of whatever level of information is required, or whatever perspective might be taken.
For example, BI is used to running forecasts. Those usually start from a review of past data and current reality to develop forecasts based on complex algorithms. They will do this within their teams with perhaps input from finance. MR on the other h and, is more likely to work from societal trends and develop plausible future scenarios, brainstorming across the organisation to gather a wide array of perspectives. Both perspectives are complementary and combined, they make a powerfully readied organisation.
Making more data more accessible to more people will certainly help this question development, as I think getting the right answers depends upon asking the right question, don’t you?
These were just a few of the ideas I shared at the Swiss BI Dayin Geneva. How do you see business intelligence adapting and changing as a result of the increased information availability happening today?
C³Centricity used images and graphs from Statista, Microsoft and Virgin in this post.
This week I want to share some ideas with you that were prompted by a client’s question. I was recently asked about brand portfolio management and what to do to ensure that a company is correctly differentiating its offers. This question was in reference to the service industry, which is arguably more challenging since there are no physical products, but the basic requirements remain the same.
Brand portfolio strategies are an essential prerequisite for the long-term success of multi-brand companies. It is vital for these organisations to consider not only external but also internal competitors.
According to marketing theory, there are two types of brand portfolio models, the house of brands and branded property. The House of Brands model refers to a portfolio where brands have different names across categories. Most of the major consumer goods companies use this model. The advantage of this model is that since the brands are independent, the failure of any single one of them has little impact on the others.
The Branded Property model uses one brand across all categories. Virgin is a good example of this, with its airline, media and train companies all being similarly identified. The advantage of this model is that positive images of one benefit all categories; however a negative publicity or event will also have a direct impact on all brands within the family.
Interestingly, both Unilever and P&G have been placing more emphasis on the company brand associated with their brands in recent years. This move followed a ruthless culling of both their portfolios of brands, from thous ands down to mere hundreds. The addition of the corporate name has come at a time of decreasing consumer trust in brands, which is certainly not helped by the growing adoption of private label, including those from discounters such as Lidl and Aldi.
Even though these two portfolio models exist, in reality firms tend to use components of both models together in their brand portfolio strategy.
For any company which has more than one or two brands, it is important to regularly review their portfolio strategy; here are some thoughts to help:
Two rules of portfolio creation
There are two basic principles for the design of a successful brand portfolio. The first is to maximise market coverage, so that no potential customers are being ignored. And second, to minimise the overlap between the company’s brands, so they aren’t directly competing with each other and trying to attract the same customers. If you can achieve both of these then your brand portfolio will have a solid foundation.
Identify the category
Surprisingly many don’t do this first essential step and end up with a sub-optimal strategy; let me explain why. Suppose you sell a carbonated soft drink and think you are in competition with other carbonated soft drinks. Consumers on the other h and see your brand as being in a larger category of soft drinks which also includes fresh fruit juices, because your product contains juice as well as being carbonated.
If you didn’t know this, you would not only miss out on identifying your true market potential, but may even alienate current users through inappropriate communications. It is essential to ask consumers about the category in which you are competing; a simple brand or pack sort is a great exercise for this.
Identify the category “need states”
Need states are the intersection between what customers want and how they satisfy this need. Although many marketers think about need states from time to time, most define their brands by consumer demographics or product attributes. This can lead to brand overlap and cannibalization.
Although the exercise of identifying needs states can be a challenge, the results can often identify new ways for existing brands to compete. It can identify “white spots” in the market as well as significant overlaps, even between brands from the same company, which is clearly undesirable. Once found, both situations can be addressed, offering the potential for significant growth, often without the need for new brand launches.
Identify the brand roles
Not all brands in your portfolio will be of equal value to the organisation. The Boston Consulting Group’s growth /share matrix is still one of the best and simplest tools for identifying those worth investing in, despite having been introduced as long ago as 1968. Since it is well-known and hopefully understood I won’t go into more detail here, but those interested in knowing more can read about it in a recent article by its creator Bruce Hendersen here.
Differentiate your brands
Once the category and need states have been identified, and the current brand role is plotted, it is important to differentiate and communicate these differences to customers. Articulating each brand’s target market and value proposition will also support a review of future challenges and responses in advance of them happening.
Hopefully this short post has given you some food for thought on your own brand portfolio strategy. What you would add?
C3Centricity used images from Dreamstime and BCG in this post.
There have been many attempts to dethrone the blond supermodel doll Barbie over her fifty plus years of existence, mostly without much success. The latest endeavour (named Lammilly, after her creator) is different in that Nickolay Lamm is going after co-funding and has already achieved over $350,000 in just a few days according to the website.
This interesting addition to the “Anti-Barbies” story prompted a number of questions in my head:
Is it wise to go after a declining segment?
What was wrong with Barbie’s customer satisfaction?
Who is the target for this new doll? Child, adult, collector?
Why now, after so many previous unsuccessful attempts at dethroning Barbie?
Those questions and various discussions on FaceBook then got me thinking more generally about innovation and how companies have adapted their processes (or not) to today’s connected world. So here are my thoughts on how NOT to innovate:
1. Change the colour, perfume or taste of your current product and then charge more.
This is what Pepsi did when launching Pepsi Crystal: it lasted less than a year. Interestingly this is also what Apple just did with its iPhone 5C, except it charged less. Again it is already being discounted at Walmart because of disappointing sales, which might just be a good thing for Apple in the long run. Sales of the 5S remain buoyant and any damage to the corporate image caused by the cheaper 5C should hopefully be significantly reduced.
2. Organise an innovation team and provide them with a separate office, ideally far away from the current business.
If this is how you are set up internally, get the team back into talking distance with the rest of the business. Rather than stimulating creativity as it has been claimed to do, by being separated from everyday business concerns, it actually alienates everyone else to innovation and decreases overall creativity.
3. Make sure R&D heads up innovation so your new products can make use of your technical know-how and skills.
Whilst this may result in technically improved products, they are all too often not in line with consumer current needs or future desires. Your research people need to connect with your potential customers regularly so they can be tuned into customers’ wants and current frustrations. Wouldn’t you rather have your R&D developing new products that practically sold themselves? As Peter Drucker said “… know and underst and the customer so well the product or service fits him and sells itself” (>>Tweet this<<). If R&D are in constant contact with your customers, they will always have them in mind when planning their product development.
4. Don’t let people from outside the organisation work on innovation; prefer well-established thinkers from within the organisation, preferably with more than ten to twenty years in the company.
This often happens as the result of a naïve manager lacking the required confidence to accept criticism, to challenge the status quo and to get out of their comfort zone. No person, let alone an organisation, can be an expert in every area. Why not take full advantage of external expertise to catalyse innovation? It’s certainly faster than learning and training the required new skills internally. Just think about how many major Fortune 500 companies have joint ventures: they know something about reaping the benefits of collaboration for a win-win to grow their businesses.
5. Only move an innovation concept forward when it is finalised and everyone in the company agrees with its potential.
If you wait for complete agreement on a new concept, you will never launch any new product. Rather than looking for total buy-in from everyone, accept the proof of a well-documented justification; if it looks and feels right you can learn from in-market measurement once launched to make adjustments. This is the approach often used by many successful hi-tech companies including Apple. Become a beta tester but make sure you fail fast and learn fast (>>Tweet this<<).
6. Follow a well-tested established process for concept development. Take time to ensure everything is working perfectly before launching.
Rigid processes and creativity rarely go together (>>Tweet this<<). Rather than working step-by-step through a st andardised process every time, accept that your approach can and should be adapted to the concept as well as market needs.
Some argue that the more ideas you have the better the winning concept. I personally think that massive numbers of ideas merely dilute both thinking and action. I recommend working through a few potential “promising concepts” with some target customers, to refine and develop the winner. I have found this approach to lead more consistently to a winning concept that customers would buy, as well as far more quickly than any st andard funnel process of proliferation and elimination.
7. Never use social media or test amongst consumers who are outside the control of the organisation, so competition doesn’t learn about what you are developing.
As with no. 4 above, this situation often arises from less experienced managers afraid of being found lacking in creativity. In reality, competition often knows far more about an organisation’s innovations than the majority of its employees do. Therefore test and learn, then test and learn some more, whilst of course making reasonable efforts to reduce any confidentiality risks involved.
8. Never share ideas with anyone outside the innovation team to avoid leaks.
As mentioned in no. 2 above, everyone can be creative and have great, innovative ideas. It therefore makes no sense at all to limit accepted creativity to one team alone. Whilst it is important to have an innovation lead team, all employees should feel encouraged to bring their ideas to the attention of the business. After all, we are all consumers.
9. Only innovate products and services similar to those in which you are already an expert.
This is not innovation, this is renovation. As with no. 1 above, it is unlikely to provide significant growth for a business, but it can satisfy consumer dem ands for novelty until such time as your disruptive innovation is ready. Never accept renovations as a replacement for true innovation. (>>Tweet this<<)
10. Don’t think too far ahead; after all, the world is moving so fast that we don’t know what the future will look like.
Whilst it’s true that the world is moving forever faster, this actually makes forward thinking vital not impossible. My recommendation is to develop future scenarios to challenge the organisation to think through a number of “what if” scenarios so that the business is prepared for multiple opportunities and risks.
These are my ten mistakes that even the best companies make sometimes in innovation. Are you guilty of any of them? Hopefully these ideas will provide you with food for thought as well as possible solutions.
C³Centricity used images from Dreamstime, PepsiCo and Apple in this post.