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    3. Keeping Up With Your Customers No Matter How Often They Change»

    Keeping Up With Your Customers No Matter How Often They Change

    Lisa Haneberg
    FinanceLegacy

    Here is an interesting article from Adrian Slywotzky.

    Keeping Up With Your Customers No Matter How Often They Change: The Incredible Power of Knowledge Intensity

    By Adrian J. Slywotzky, author of The Upside

    Have you ever been blindsided by changes in your customers? Have

    you ever felt that half or more of your marketing dollars are wasted?

    Were the surprises and the waste really unavoidable?

    Perhaps the most insidious strategic risk companies today face is

    decimation of the customer base by shifts in behavior, preferences, and

    demographics. These shifts may happen gradually or literally overnight.

    Either way, they can destroy a business design.

    Customers are people—unpredictable, irrational, emotional, curious,

    and highly prone to change. Customers can’t keep still. They resegment

    themselves from "product buyers" to "value buyers" to "price buyers"

    and then back again. Their priorities change from "quality" to "price"

    to "solutions" to "style" to "brand." They get richer. They get poorer.

    They get excited by and attracted to different styles, different

    offerings, different ways to buy.

    They get better informed. They get more demanding. They decide to

    shop at different places; they start buying shirts through catalogs,

    jewelry from a TV network, vacations online. They want bigger cars.

    Then smaller. Then really bigger. Then really fuel-efficient. They

    pledge allegiance to product brands. Then store brands. Then no brands.

    They want carbohydrates, then they don’t. They want big cars; then

    small, thrifty ones; then humongous ones—then decide they value

    fuel-efficiency and ecological virtue after all.

    Every time customer priorities shift, our business design is at

    risk. Our value proposition gets a little fuzzier, a little out of

    focus. We lose a little business from a few customers; they decide to

    peel away once in a while and buy a couple of items from another

    supplier. Then we start losing customers altogether. (That’s a little

    more worrisome. But at least we’ve still got our old reliables.) Then

    we start losing our most profitable customers, the 20% that generate

    more than 80% of the income. A trickle of tiny changes turns into a

    torrent of departures. And a 1% loss of revenue turns into a 6% loss of

    profit.

    Customer risk is the most subtle and perhaps the most widespread

    strategic risk that any company faces. It’s also the most unnecessary.

    How can you take action to prevent customer risk? You can’t force

    people to buy from you. As Yogi Berra once said, "If the people don’t

    want to come to the ballpark, you can’t stop them."

    No, you can’t, but you can reduce the risk of losing customers by

    reducing the uncertainty that creates the risk in the first place.

    After all, that’s what risk is about—not knowing what’s going to

    happen, what your customers are thinking, what they want, what they

    will do, what will they respond to. If you could know those things, you

    could react appropriately with the kinds of pricing, marketing, and

    service offerings that would motivate them to stay.

    This is why the first countermeasure for defeating customer risk is

    creating and applying continuous proprietary information about your

    customers. It’s about answering the question: What do we know about

    customers that others don’t? And then using that knowledge to make and

    keep profitable customers for life.

    The first step is to develop a healthy fear of ignorance, followed

    by steps to move your organization from guessing to knowing—shifting

    the frontier that separates what you know from what you don’t know, and

    thereby reducing the area in which betting (and therefore risk) are

    unavoidable. Even a five percent shift in that frontier can translate

    into millions of dollars in revenues and profits. Risk, in the end, is

    just a very expensive substitute for information.

    Companies that have changed from being risk taker to risk shapers

    save money and improve their odds of success by creating and then using

    information others don’t have to build unbreakable bonds with their

    customers.

    For an example, consider Coach, the maker of handbags and other

    fashion accessories for women. Coach spends over $5 million per year on

    marketplace testing of new products. It uses many lenses to read the

    market, including more than 60,000 one-on-one customer interviews,

    telephone surveys that reach 500 customers at a clip, numerous market

    experiments, competitive analyses, prototype studies, and in-store

    product tests.

    Coach’s customer database has grown to include over 9.7 million

    households. CEO Lew Frankfort himself visits Coach stores and

    department stores a few times each week, eager to supplement the

    bird’s-eye view provided by survey data with ground-level impressions

    straight from the mouths of customers.

    Coach constantly looks at its customer base from many different

    angles, studying metrics such as customer satisfaction, competitive

    rating, positive buying intent (cross-checked against actual buying

    behavior), new customers, lapsed customers, price response, response to

    new varieties of product, and response to variations at the micro-level

    (demand for crimson versus vermilion or blue versus aquamarine). The

    combination of all these partial views helps Coach construct an

    incredibly precise moving picture of the customer.

    Based on advance reactions to proposed products, Coach frequently

    alters designs, drops products that test poorly, and expands plans for

    styles that prove surprisingly appealing. (Recently, a new product

    tested wildly popular relative to baseline numbers. Production plans

    were doubled.) Frankfort is especially fond of what he calls

    quick-and-dirty research—last-minute, small-scale surveys that provide

    on-the-spot confirmation of a strategy or highlight the need to make a

    change.

    The combination of all these windows into customer behavior,

    attitudes, and preferences gives Coach an unmatched wealth of

    proprietary information about the market—information that helps the

    company anticipate and respond to customer shifts before they happen.

    Proprietary information is a critical component of customer risk

    insurance, but not the whole story. For state-of-the-art players like

    Coach, proprietary information is the cornerstone of a system with

    several key components. These include:

    • Persistently asking the toughest and most probing questions about

    customers, their needs and interests, and the ways in which the

    company’s business processes can serve those customers better. Always

    asking: "What am I afraid to find out today? And how can I find it out?"

    • Having models or algorithms that convert the flow of proprietary

    information into "ahas!" that the company can act on, especially

    pricing systems that align customer preferences and the company’s

    economics so as to maximize the flow of value to customers along with

    profits to the company.

    • Having programs that organize the most important elements in the

    customer relationship (such as customized product offerings, reward

    programs, and service interventions) so that satisfactory transactions

    evolve, little by little, into strong, lasting, low-beta, and highly

    profitable relationships.

    • A customer-centered culture, inculcated and reinforced through

    training and incentives, that gives employees the skills and enthusiasm

    they need to keep doing the right things for the customer and the

    business.

    The ultimate outcome of building a business around proprietary

    customer information is the creation of knowledge intensity—a way of

    doing business by which the myriad unknowns that characterize every

    company have been systematically tracked, quantified, studied,

    analyzed, and codified so as to reduce uncertainty, enhance

    predictability, and enable managers to make more accurate decisions

    than ever before.

    How often? All of the time? Nowhere near that often. But increasing

    the frequency of right actions from, say, 40% to 50% makes an enormous

    difference in the success of any business. Even a one-percent increase

    can make a big difference. "Working the numbers" is hard, but those

    who’ve done it know it pays off.

    Is it genius? Not really. It’s simply about being obsessed with

    customers and unrelenting in the quest for information that will help

    you know them. Knowledge intensity companies like Coach apply ten to

    twenty times as much information as their rivals do. And they are

    always looking for more.

    As a result, they’ve moved from being passive victims of customer

    risk to active risk shapers, reading the changing patterns of customer

    choice and making informed decisions about how to respond.

    ADRIAN

    J. SLYWOTZKY — cited by Industry Week as promising “to be what Peter

    Drucker was to much of the 20th century, the management guru against

    whom all others are measured”—is a director of Oliver Wyman. He is the

    author of the bestselling The Profit Zone (selected by BusinessWeek as

    one of the ten best books of 1998), Value Migration, and How to Grow

    When Markets Don’t. He has also been published in the Harvard Business

    Review and the Wall Street Journal and has been a featured speaker at

    the Davos World Economic Forum, the Microsoft CEO Summit, the Forbes

    CEO Forum, and the Fortune CEO Conference.

     

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    Profile: Lisa Haneberg

    I am a professional management and leadership trainer, coach, and organization development consultant.

    BizBuySell
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