"...as many times as we talked about great customer service and how important the customer was--we were measured on monthly and quarterly performance of "sales amounts"--and it was easy to forget the customer in the midst of administrative reports and appointments".
Gut instinct or big marketing data? Which does your business focus on? As we shift to a more online, digital world--the "metrics" that online capabilities can now provide to business owners is expanding. From page views, to click throughs, to types of products we all buy--the numbers can become hard to analyze and implement.
What does the focus group tell us vs what our customers are telling us? This past weekend, Jeff Bezos announced that Amazon was going to be utilizing drone delivery Prime Air systems to provide urban areas thirty minute delivery of product.
He also indicated that Amazon was now producing their own original content movies based on their "customer feedback" as to what was popular and which shows people liked.
The 60 Minutes interview caused me to compare the styles/attributes of Steve Jobs to Jeff Bezos business strategies and outcomes.
I then began to think how other businesses can learn from what they've discovered. I have bought several Apple products (macbook air, iPad and iPhone 5s) and shop regularly on Amazon as a Prime member.
In gleaning the business decisions both men have made that have made their companies successful--here's my take away that you can take to the boardroom or sales area:
- Both companies have redefined the "retail" experience. Apple via their Apple stores (uncluttered, minimalistic, plenty of glass/light/transparency) and Amazon via instant online ordering, two-day delivery and huge inventory of products/partners.
- Both companies utilize visionary thinking. In the case of Steve Jobs--he didn't just respond to what customers say they wanted--he told us what we would want before we even knew it. Computer with no dvd drive? No problem, iCloud storage and delivery of software/video's/music via iTunes and App store. Case in point--when Henry Ford was asked about what his customers wanted--he said "a faster horse". He offered them something they didn't know they wanted or needed. Bezos changed the way Walmart and other brick and mortars do business--and continues to evolve with this latest "drone delivery" system.
- Both companies focus on quarterly profits--NOT! As Jeff Bezos responded to this concern on 60 Minutes--he said that he was concerned about short-term profits but was willing to wait five to seven years for results. Both Amazon and Apple focus primarily on one thing--the end-user experience. It's so easy to worry about short-term results and move on to filling the pipeline with more prospects--thereby forgetting current customers that typically make up 80% of our business.
These are take aways I believe all managers need to apply to their current business practices. Many middle managers are paid or bonused on meeting short term goals--thus their focus on short term results and quicker, faster prospects.
These key points need to be presented to upper management for the simple reason that we know they work. Jobs and Bezos have shown us this.
What does your company focus on?
In my radio selling days--as many times as we talked about great customer service and how important the customer was--we were measured on monthly and quarterly performance of "sales amounts"--and it was easy to forget the customer in the midst of administrative reports and appointments.
If your company is using these similar dynamics--maybe the time has arrived to re-think your procedures.
As Steve Jobs demonstrated--he was meticulous on how the customer experienced his products. From easy of use, to quality of materials, how they looked and functioned, even how they were packaged and unwrapped.
Even the EarPods and battery chargers were elegantly packaged and offered unique benefits (like form fitting earbuds and lighting fast charging).
What can your business do to enhance your customer or clients end-user experience? What could you offer your current customers now that would insure loyalty to your brand?
When asked why Amazon kept prices low and didn't raise them--Jeff Bezos had a great answer, "because that would erode loyalty of our brand". Bezos focus on customer experience is taken very seriously.
How is your business compensating your workers--from sales to customer service? How can you redesign their compensation to insure the customer experience becomes the focus?
Not easy questions to answer--but I would say worth a brainstorm session with management. I mean--how bad is it to figure out ways to keep your current customers happy?
If 80% of our revenues are created by current customers--why haven't we been putting them front and center?
This, in my mind is a big part of new business generation problems--and it starts with top management understanding and buying into this concept.
What would happen if your sales force were compensated on or in part to how many current customers responded to a quality survey, attended an appreciation party, etc?
How could you change product design or service so it's more customer centered to delivery a better experience?
I believe a good brainstorm session could help our businesses rethink our models, compensation and direction that in the long run will produce higher profits and very happy customers.
And we have Steve Jobs and Jeff Bezos to thank for that!
I'd be interested to hear your thoughts on this--as my purpose is to get us thinking outside the box.
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Written by John D. Verlin
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