Are you solving the customers real problem?

Are you solving the customers real problem?

Mar 10, 2017 | Change, Customers, Marketing

Marketers spend huge amounts of effort and money trying to define the problems they solve for their customers and potential customers. Often they fail simply because they do not understand their customers motivations sufficiently well, or they are overwhelmed by the great, world beating features the engineers have built in.

Customers do not care about your features, they only care about the outcomes for them that come with use.

There is a process that leads from the prospect being identified through to the initial transaction, then the development of a mutually beneficial relationship

At each point in that journey, in order to build the relationship, marketers have learnt that stories are by far the best way to go about it.

There appears to be three types of stories, and these are prevalent not just in marketing, but everywhere we look that stories are told. Books, movies, the theatre, and even advertisements.

External: These are the superficial obvious pieces of the narrative, but do not go to the heart of  the reasons why things are happening. The role the external story plays is that it provides the context for the real messages being delivered.

Internal: The internal parts of a story is usually all about how the protagonists feel about themselves, and those with whom they interact, how they behave under different circumstances.

Philosophical: This about the basic motivators of human behaviour, and the roles being played. Good vs Evil, Envy vs generosity,  Us vs Them, and Right Vs Wrong.

Consider the original Star Wars movie. The external story is about the development of Luke from a boy to a trainee Jedi, and the trials that are encountered as he and his acquired companions try to keep out of the clutches of the Empire.

The Internal story is about the angst and confusion felt by a boy suddenly thrust into a strange world that is trying to kill him and his companions.

The philosophical story is about the battle between good and evil, which comes to a head in the climatic fight scene.

When considering the elements that make up your brand story, remember that customers buy solutions to internal and philosophical problems, not the external ones, as they do not really matter beyond a question of price.

In other words, do not bother selling the features, sell the beneficial outcomes of use.

This works for simple products as well as it does for a complex one.

One of my clients provides a specialist engineering service to large scale manufacturing plants and infrastructure. The external story is that they do a really great job in a potentially dangerous and  highly regulated area. The internal story is about the absolute confidence that clients can have in the technical and project management skills they deliver. The philosophical story is about the need to retain some of these key skills in Australia, as once gone, like the Tassie tiger, will not come back, and the impact of that is long term and painful to us all.

 

Decision time for manufacturers of ‘disposable’ items.

Decision time for manufacturers of ‘disposable’ items.

Mar 8, 2017 | Branding, Change, Small business, Strategy

I have used the term ‘disposable’ to mean that the consumers investment is low, so purchase risk is limited. Buy one and find it does not deliver, and little is lost.

Over the weekend I had a casual conversation with an acquaintance who runs a small business selling such a line of disposable consumer products into a niche via specialist chain retailers, many branches being franchised, so are somewhat independent.

His problem is that he is being overrun by the scale of the retailers who take his ideas and have them fabricated in China under another brand at prices he is having increasing trouble matching.  In any event, they also control shelf space, so he is at their mercy.

Not an uncommon problem.

My rather glib response was that he was trying to sell to the wrong people. His current customers, the retailers, were not actually his customers, in fact they were more like adversaries. His real customers were the ones who had a need that his products fulfilled, and the retailers were just a logistical barrier to be managed and overcome.

The retailers see the only value in his products as a range they should carry as an occasional addition to the customer basket  at the cheapest price that meet their margin requirements. For them there is no investment in the success of the product, and little downside.

To the real consumers however,  the question of whether they outlay $8 or $11 for the items is largely irrelevant once the buying decision, often impulse, has been made. There is little brand awareness or preference involved, there has been only modest marketing investments made, the sales come from demonstrating the utility of  the product.

My advice: Set up an online shop, and actively market to the identifiable groups of customers who would benefit from using his products.

As he has a limited budget, and little brand recognition, this is potentially a make or break decision, not to be taken lightly.

Retailers will be even more disinclined to stock his products when they see him actively competing with them on line, but on the other hand, his sales volumes have been dropping steadily for some time, and the costs of doing business are increasing, so the end game is in sight.

The flip side is that the product is ideally suited to selling on line, the value is demonstrable, it is easily sent via the post, and the margin freed up by selling direct would be considerable.

A change of this nature would be uncomfortable, but I suggest the only way the business will continue to prosper, and have any value when the current owner decides it is time to retire.

Does yours fit the consumer definition of ‘Disposable?”

If so, what are you doing about it?

 

4 foundation ideas for business improvement.

4 foundation ideas for business improvement.

Mar 3, 2017 | Change, Small business

Having spent many years involved in one way or another in business improvement, as you may expect, I have some thoughts.

Primary amongst them is the dismay I feel when I meet another medium sized business owner  who has had a bunch of expensive Lean or Six Sigma consultants, or now coming to the fore, ‘Agile’ consultants in their business who have achieved little beyond mouthing clichés and scraping the coffers.

All these branded and marketed improvement processes are just toolboxes that contain a set of pretty common ideas that are dressed up to sound like the next coming.

There are no silver bullets, no easy solutions to difficult problems, no template that covers even a significant amount of ground. There are just tools that can work when used in the right context by people who know what they are doing, and/or are prepared to learn as they go.

However, in the fast moving world we live in there are a few foundation disciplines that go beyond the individual tools.

Identify the problem. Improvement comes from  identifying and solving problems. The identification and articulation of the problem to be solved should be the first, and continuing priority. No improvement project I have ever seen solves just one problem, there are always a series of smaller ones when you dig deep enough.

Collaboration.  Collaboration is the core of getting things  done that  ‘stick’. In other words, they change the status quo in some way that sustains itself, becoming the new status quo. Unless change is accepted by those affected, it will simply not last.

In parallel. Sequential change takes too long, and inevitably leads to unintended consequences that do not become evident until the damage has been done. Working in parallel offers the opportunity to improve and problem solve in real time as the project proceeds. The days of sequential improvement programs are gone.

Anticipate risk. Managing risks at the beginning of a project by anticipating, and allowing for them makes way more sense than just barging in. Once you get towards the end of a project, there are sunk costs, and often corporate momentum and egos involved, all of which are very hard, sometimes impossible, to shift.

Almost 20 years ago I worked with a group of fine wool growers frustrated by being price takers. They were on the end of a long sequential supply chain that delivered them no information at all on any topic beyond the price of their greasy wool on auction day. We gathered all the processing steps from sheep to the fancy suit around a table, and turned a 2 year opaque, price driven supply chain into a collaborative demand chain that took 15 weeks from the sheeps back to the suit on the rack, and delivered better margins to all players. That collaboration is still delivering returns to growers, by solving the industry structural problems in a way that remaiins almost unique. The inventory savings made through the chain were just the cream

Cartoon credit: Tom Fishburne

What does ‘Priority’ mean to you?

What does ‘Priority’ mean to you?

Feb 20, 2017 | Change, Leadership, Strategy

Most of us would say in answer to that question “the one most important thing”.

The thing that we just have to do first, in preference to all others.

Priority is singular.

However, in most cases I see the word used as a plural, ‘Priorities’. It seems this is a new word, spawned perhaps by our instinct to cover our bets and our management arses.

We all get what ‘Priority’ means, but how do we separate the ‘Priority’ from the ‘Priorities’.

In most management situations, we do not do that separation job adequately. We end up trying to do too much, compromising the outcomes of everything in front of us.

Pick one priority, and when done, move on.

In 1997 when Steve Jobs (don’t you get sick of examples from Apple and Jobs?) returned from involuntary exile back to Apple, the company he started was on the verge of insolvency, having just lost over a billion dollars. A year later, Apple turned a $309 million profit.

How did he do it?

He focused Apple on the priority: selling the core range of two products, the PowerMac 3 and PowerBook 3.

Most of the huge range of products were discontinued, revenue did drop, but overheads dropped even further, so they made money, and were able to reinvest in the follow up innovations that changed the world.

Italian mathematician Vilfredo Pareto coined what has become known as the 80:20 rule by observing a wide range of totally unrelated situations where 80% of something was generated by 20% of the generators. The truth of this principal was observed by pioneer management consultant Joseph Juran who popularised it as the Pareto Principal.

In 22 years of consulting and contracting, mainly to medium sized manufacturing businesses, I have only ever seen evidence that the Pareto principal holds. In some cases, it is more like 90:10, so the challenge is the same one faced by Steve Jobs.

Which 80% of what you are currently doing do you no longer do?

Never an easy question, there are always reasons for everything that is being done, but survival is often about establishing the priority, and doing just that one thing better than anyone else.

 

 

 

Will this change finally compel you to build your own digital assets?

Will this change finally compel you to build your own digital assets?

Jan 20, 2017 | Change, Marketing

Back in June 2016 when Microsoft paid $US26 Billion for LinkedIn, we all expected there to be changes. You do not spend that sort of dosh, even when it is just change as it is for Microsoft, without a plan.

The advice from many, including myself was that it had just become even more important than ever to own your own digital real estate, a functional and attractive website, delivering your value proposition,  rather than relying on rented real estate, someone else’s platform like Facebook or LinkedIn.

All the platforms monetise by being wholesalers of eyeballs, they sell advertising by many names to those who want to reach you, and do not care much about how you feel, only that you are reachable, and they have found remarkably innovative ways to do so, and I suspect the pace of innovation is just accelerating.

Early in January, all LinkedIn members received an email from our friendly hosts at LinkedIn saying they were ‘retiring the notes and tags features’ our connections page for those using the free version. This is simply code for if you want it, you can pay for it.

As the platform is theirs, as with a rented house we live in, we have no control over the terms and conditions, we accept them or leave. Not too surprising I thought, but nevertheless, annoying as the tags feature particularly is (was at the end of March) very useful.

Now I opened up LinkedIn this morning and there is a whole new look, no doubt aimed at making my experience better, code for we are going to charge you for something else you have had for free to date.

Again, not surprising, but annoying, not just because it will start  to cost me,  but because I will have to adjust to a whole new layout. I am 65, change does not come as easily as it once did.

Never has the importance of having your own digital real estate been more important, and never has it been harder to build. No longer can you stick up a dodgy website and have people find you, there are millions of sites, and billions of posts daily, being found by chance is harder than finding a particular grain of sand on Bondi beach.

The best time to start building a digital platform you own was 10 years ago, the second best time is now.  It is a bit like the telephone in 1915, everyone had survived to date without one, it seemed that you could continue to do so, but by 1920, no business could survive without a phone.

Do not stuff around, but it is not free, there is a substantial investment of time, skill, and money involved, but like the phone 100 years ago, you cannot survive without one for long.

 

What do employees really want?

What do employees really want?

Jan 9, 2017 | Change, Governance, Leadership

 

If I asked that question of 50 randomly selected medium sized business owners, the first answer would be something like ‘More pay’.

That would be the wrong answer.

‘More pay’ is the default when other things more important to them are missing, and there is no other reason to go to work each day. This is in Australia of course, a place where the necessities of life are covered, nobody is going to starve.

Employees want to work for a successful business, one that offers them security and a chance to learn and develop their talents and interests, as well as supplying the means to  buy the necessities of life. Nobody likes turning up not knowing if the business will be open that day, or if the receivers will be waiting for them.

When was it ever a better feeling to be on a losing team, than it was to be a part of a winning team?

Giving employees this reassurance is more than telling them that the business is profitable, although that helps. It is about taking them into your confidence as you would a trusted friend. Funny thing about trust, it needs to be earned by performance, and once earned, it is returned.

Trust given begets trust received.

Creating the environment where that trust becomes automatic and mutual takes time and effort, but success will put ‘better pay’ way down the list of employee concerns.

Following is the pathway I advise those I work with to follow:

Articulate where we are going. It is difficult to get people to buy into a journey  without telling them the destination. Try getting your young kids in the car just by ordering ‘get in the car,’ but tell them they should jump in the car, we are going to Luna Park, and you will be killed in the rush.

Paint a picture of the destination. Your kids have a mental picture of Luna park, fun by the harbour,  but your employees have no such picture of what success looks like, so paint it for  them, recognising that it is not just about the success of the business, it is about what success means for them, their colleagues, friends, customers and families.

Show them the journey. The kids know the way to Luna park, sort of depending on age, but your employees have no real idea of the journey you will share on the way, so lay it out. What sort of operating targets there will be, describe the workplace, the type of customer necessary for the success, what skills and knowledge will need to be deployed , and which ones will need to be developed, Who are your competitors, what are the expected challenges that need to be overcome, and so on.

Describe why it is important to get there. This is  not about profits and personal success, it is about what difference you are making to the community and people’s lives, a description of  the higher purpose, or the ‘Why’ of the business. It can sound a bit ‘mushy’ and new age, but when there is something that people can relate to at a gut level, the power of that is immense. Profit is an outcome of a job well done, one of the many measures of success, it should not be the primary measure of success.

WIFM. (What’s in it for me) while the objective is to engage with a higher purpose, there will always be a time where this question needs to be answered. When you have succeeded in doing the above, the answer will be  about the satisfaction of doing something useful, being valued, having control over your workplace, being a part of a community, learning and growing, and when those are satisfied, they may ask how much will be in the pay packet.

Personalised feedback. All of the above points are general, things that a leader  could and should do for the whole group of employees. However, employees are also individuals, and managing direct reports one on one is a core responsibility of leadership.  A one on one conversation can be many things, feedback on performance both positive and pointing out areas for improvement, assistance with a problem being faced, collaboratively addressing difficult problems,  advice of a personal as well as commercial nature, professional development,  and an opportunity to build a relationship of trust and respect. The meetings can take many forms, but they should be regular and formal, which means agendas and meeting notes, as well as diarised meeting times.  As a general rule, you would have these meeting with your direct reports, and encourage them to have similar meetings with their reports, indeed, coach them to do so.

When you do all that, you will build a motivated and engaged workforce, and that is a competitive advantage that is really hard to replicate. I can help with all that, having done it several times, and so know how to avoid the most of the traps.