So many businesses put a huge amount of effort into the development of their products and services. Yet, when the product is ready, it’s a quick hand-ball to the sales and marketing teams and “go sell it”. This worked just fine during the last century.
In the industrial age, the whole focus was on production at lowest cost, on mass, then distribute the product to eagerly awaiting consumers who would be converted by armies of salespeople. In this digital age many things have changed – predominately how customers buy. Today we are in an economy driven by their experiences.
Profit by Design takes an approach that recognises the changes in how customers buy. It looks at how we can build a profitable business in this age and economy. Profit by Design is founded on six key principles (described below) and then applies the Architecture for Customer Engagement to achieve higher levels of business profitability and resilience.
- Revenue and profitability for any business comes from customers. Products and services may be the thing that customers buy, but it is the total sum of customers who buy, how they buy and what they say about the products and services. Essentially, your customer portfolio is the key determinant of the profitability of your business. How these customers spend and how they advocate (or not).
- Most businesses have a customer portfolio configuration that has 80% of profit coming from 20% of their customers – and conversely 80% of their customers only contribute about 20% of profit back to the business (for some businesses it is pushing 90/10..!). I first discovered this in financial services and then as I consulted to a broad range of businesses, I found the pattern to be consistent across, industry and businesses.
- Organisations create these customer portfolios (that roughly follow Pareto’s 80/20 principle) through an obsessive focus on revenue or sales numbers. These businesses are mislead by the ‘eight-great traditions of sales’ that are a hang-over from the last century.
- Not all customers are equal. A business that recognises this will see the folly in selling to anyone who will buy – you will end up with a customer portfolio where 20percent of customers represent 80 percent of value. But it is not only about the dollar value of these customers. Different customer groups also represent different value to the business based on their will to be advocates. Word-of-mouth has always been important to businesses, but today customer word-of-mouth is on steroids, which leads on to the final two points.
- Engagement with customers should be about attracting and keeping your awesome customer – these customers are the ones where there is a mutual Two-Way Exchange of Value. Sometimes businesses take advantage of customers, sell them something at a healthy margin and see it as an opportunistic win for the business. Some customers ‘cherry-pick’ value from suppliers, they take the best deals for them from one supplier, but stay (somewhat) reliable to another. However, most customers are looking for value, which can be defined in several different ways, but the main thing is about how they perceive the value from the business. For businesses the challenge is to understand how the Two-Way Exchange of Value works for them and the customer, then attract those awesome customers.
- Customer engagement is not about closing sales but opening relationships with promoters of what you do. These are your awesome customers, the ones that get the Two-Way Exchange of Value – the point here is that it is an ongoing relationship, not a deal that is closed. Even if your customers only buy your product or service once, the power of their advocacy is enduring.
The role of the leader is to design the optimal activity to be delivered, implement, coach and finetune the design over time.
The Initial Inputs
- This is about identifying your awesome customer groups and then getting your value proposition right for those customers at two levels (why you and then about what you do).
- Adoption – knowing what customer-market you are in – early adopters, the majority ?- is a big factor in how you find your awesome customers. Then how you want your customers to adopt your products/services has to match how you initially engage your customers.
- Align your values across the your engagement approach with your customers – people buy emotionally, then seek rational information to support that decision.
Once the initial inputs are figured out, we then need to understand how your awesome customers make decisions. Then we align the optimal engagement activity to support the goal of creating profitable promoters. Congruence across the engagement activity is critical as customers buy emotionally, then seek rational information to justify the decision – if the customer get the feeling something isn’t right, they will opt out of the process .
And the Goal is: to open a relationship with your awesome customer where there is optimal Two-Way Value Exchange. The Result is: profitable customers who are promoters of what you do.
Once we have designed the Architecture for Customer Engagement, we need to implement – but this is not a once only, set and forget approach, it is ongoing.
- Act – execution/implementation. Stop designing and get it done. Once you have implemented you can start learning more about what is working.
- Measure / Monitor – Measures give us feedback on how we are achieving our goals and results. Design performance measures to give you meaningful feedback on how your implementation went, and how accurate the design of your engagement activity is. Learn, finetune, progressively improve.
Essentially the process is:
Engagement Design [Symbol]Act [Symbol]Measure/Monitor -Learn [Symbol]Finetune Design [Symbol] Act [Symbol]Measure/Monitor [Symbol]Learn. Repeat and repeat.