Choices - The Awakening

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Choices - The Awakening

  1. 1. CHOICE
  2. 2. Why customers quit 1% die 3% move away 5% develop other friendships 9% for competitive reasons 14 % because of service dissatisfaction 68% ATTITUDE OF INDIFFERENCE TO CUSTOMER FROM SUPPLIER.
  3. 3. Summary Protect existing business Focus on niches Double edge sword of technology Environmental issues Differentiate.
  4. 4. Different & Better January 2010
  5. 5. Where does differentiation occur?
  6. 6. Differentiation Product & Delivery Value to Price Ratio Field Interaction with sales Company & Brand Impact
  7. 7. Differentiation Field interactions with sales Product & Delivery Company & Brand Impact Value to Price Ratio
  8. 8. OTAKU
  9. 9. Different & Better January 2010
  10. 10. Who should we be talking to?
  11. 11. Company & Brand Impact
  12. 12. Change the message to suit the buyer Executive Conversation MEANS DOES IS Technical Conversation
  13. 13. Differentiating the Message
  14. 14. Customer thinks.... “It doesn’t matter what product you buy. Most products are now good enough to serve the majority of users most of the time.” Source: Simon Hayward VP & Gartner Fellow
  15. 15. Differentiating your message is hard More confusion less clarity Customers are overloaded with messaging & promotions Shorter window of opportunity Difficult to capitalise on even subtle product / service difference More credible competition Proliferation or consolidation creates markets filled with similar products.
  16. 16. Clues!
  17. 17. Marketing and Sales
  18. 18. How Will You Promote Your Business?
  19. 19. Scary Numbers 33% Information increase per year 53% Customers decision based on interaction in the field. 90% Marketing tools unused x No. of sales people / channels = No of different messages ______ Source - Booz Allen Hamilton and Corporate Visions inc
  20. 20. What’s broken? 1. Brand messages do not Customer relevant messages reflect desired customer conversations 2. Communication tools do Messages for and at key not match the consultative moments buying cycle 3. Brand content is not presented to sales people in JIT access. the way they want to learn.
  21. 21. Placing your customer at the centre 1. Brand messages do not Customer relevant messages reflect desired customer conversations 2. Communication tools do Messages for and at key not match the consultative moments buying cycle 3. Brand content is not presented to sales people in JIT access. the way they want to learn.
  22. 22. # 1 writers tool
  23. 23. Brand Message Outline GOALS Provide a repeatable messaging process Produce high-quality, consistent, distinctive customer messages Drive your brand message down to a street level conversation.
  24. 24. Company Relevant v Customer Relevant Company - Relevant Customer - Relevant Talk about who we are What do our customers want to accomplish? Label our core competencies What’s keeping them from optimally achieving this? Showcase our leadership in these areas What relevant point of view or insight can we share? Highlight the capabilities that make this How do our capabilities deliver a possible solution? Describe some generic customer What distinctive value can that bring to benefits our customers? Here are some examples of our latest Here are some examples of where breakthroughs we’ve done this before Attempt to sell by: Empower buyers to: Promoting core competencies - Achieve goals Making capabilities presentations - Solve problems Convincing and persuading. - Satisfy needs.
  25. 25. Company – Relevant Positioning I’m with Coverall Cleaning Services we’ve been in business 25 years and have over 1,500 franchise locations. We are the leader in healthcare cleaning, providing services to cover 8,000 medical facilities We’ve led the way in adopting the latest cleaning technologies such as micro-fibre, multi-coloured cleaning tools, flat mops and back-pack vacuums, as well as P&G hospital-grade chemicals that help us provide a healthcare quality clean. How satisfied are you with your cleaning service? Are you getting the value you want for the price? Can we get 10 minutes of your time to measure your facility and give you a quote and see if we can do better? There is no obligation. Based on our measurements, we’ll be able to give you an immediate quote to see if we’d be a good fit. If you sign up that day, we can even offer a special first-month FREE offer. I’ll be in your area next week when would be a convenient time to meet?
  26. 26. Customer - Relevant Example: Would you delegate the I’m with Coverall Cleaning Services and we are calling Medical Facilities Managers to find out whether you feel your after hours cleaning services are contributing positively to your patient and staff safety objectives. conversation? conversation A recent CDC study indicated that of the infections caught inside healthcare facilities by patients and staff, 1/3 were due to improper disinfecting and cross-contamination due to poor cleaning techniques. Were you aware of that? What if you could leave work each night with complete confidence that your after-hours cleaning service personnel are trained, certified and following proper disinfecting process as well as using the latest tools and techniques proven to reduce cross-contamination How might this help you with your goal of ensuring your facility is doing all it can to ensure patient and staff are safe? What impact could it have if you weren’t sure of these things? We use micro-fibre technologies in our cloths and mops instead of cotton and wet mopping. Studies show we can reduce bacteria by 99% compared to 30% with traditional techniques. In addition, our multi-colour cloth and mop system has been proven to help avoid cross-contamination. Basically it means that no longer will your cleaners mistakenly wipe off your phones with the same rag they use to wipe off the toilets. Can we get together for 30 minutes to assess your after hours cleaning approach and then provide you with a recommendation for ensuring you are maximizing the positive impact on patient and staff safety goals?
  27. 27. De-Commoditise your messages
  28. 28. De-Commoditise your messages
  29. 29. Placing your customer at the centre 1. Brand messages do not Customer relevant messages reflect desired customer conversations 2. Communication tools do Messages for and at key not match the consultative moments buying cycle 3. Brand content is not presented to sales people in JIT access. the way they want to learn.
  30. 30. Buying cycle relevant conversations
  31. 31. Placing your customer at the centre 1. Brand messages do not Customer relevant messages reflect desired customer conversations 2. Communication tools do Messages for and at key not match the consultative moments buying cycle 3. Brand content is not presented to sales people in JIT access. the way they want to learn.
  32. 32. Situation Relevant Access 1. What Market 2. Select a Decision Maker Administrative Chief Financial Officers Engineering Business Line Supervisors Manufacturing Directors of Human Resources Financial Services Education Healthcare 3. Identify the key Objective Retail Improve the quality of candidates for temporary Call Centre positions Accounting Provide quicker placement (‘Fill rate’) Reduce turnover of temporary staff Speed ramp-up and productivity Improve temporary staffing process management Manage cost of temporary staffing support Enable staffing vendor consolidation to save money.
  33. 33. We need to “reduce turnover of temporary staff” We need to reduce turnover of temporary Proof: Related challenges staff ABC Global – Glos. Getting temporaries that are not a good fit with the assignment or Reduced staff turnover culture from 75% to 5% in their Temporary staff doesn’t have a broad enough skill set to flex with the call centre job requirements Temporaries are too easily lured away before finishing the job. Our Insights: In fact: • Pre-Screening & It costs up to 30% of a positions first year salary to replace and retain Assessment after turnover – not including the time, frustration, and potential de- •Realistic job previews motivation •Free skills training of other employees who are affected by turnover. •Stay put bonuses Probing questions Are you struggling with temporary administrative staff who are unreliable, unhappy with their assignments, a poor cultural fit, or who leave too quickly for better job offers? How does frequent turnover of temporary staff impact your company in terms of training and re- training time? Customer continuity? Morale of other employees? What is your best method for recruiting temp employees? Are you usually hiring to fill a temporary position, or hoping to find someone who will fit the job and culture as a long term employee?
  34. 34. We need to “reduce turnover of temporary staff” We need to reduce turnover of temporary staffto do? Diagnostic Questions What do you want Conversation starter How often do you find that administrative or temporary employees do not have the proper skills for the position? Appt setting script What do you do if a temporary person is not a good cultural fit for Solution brief your work environment? What impact does that have on supervisors who struggle with temps who are unhappy or unreliable?. Our Insights: • Pre-Screening & Solution Scenario: Assessment What if you only received candidates that had passed a rigorous pre- •Realistic job previews screening process matching their skills and personality to the position? •Free skills training •Stay put bonuses Value Creation Statement: Our Pre-screening and Testing process thoroughly assess and qualify the candidate that’s the best fit for the job. Proper screening and testing has been shown to lower turnover by 4x in the first 90 days.
  35. 35. The Message Process 1. Brand messages do not Customer relevant messages reflect desired customer conversations 2. Communication tools do Messages for and at key not match the moments consultative buying cycle 3. Brand content is not JIT access. presented to sales people in the way they want to learn.
  36. 36. Niche Markets & Segments
  37. 37. Mass Advertising Theory Buy ads get increased More choice awareness / distribution Less time Buy more Sell more Ignore. ads products Make more profit The model no longer works
  38. 38. Viral Marketing Theory Make something WORTH Remarkable TALKING ABOUT Hard to ignore Get Tell someone PERMISSIO who Not N to tell them about your next fashion WANTS TO HEAR from you spamming. They do your MARKETING for you Start small and watch it grow
  39. 39. The Message Process
  40. 40. Th Message Process
  41. 41. The Message Process
  42. 42. The Message Process
  43. 43. The Message Process
  44. 44. Trends Extremely wealthy people have moved up a gear More old people Mismatch between housing stock and household Greater diversity of origins Marginalisation of rural Britain. Source: Experian - Mosaic 2009
  45. 45. Effect of the Recession Alpha Territory Some affected but by no means all Active Retirement Lower interest rates + loss of capital value = Savage reductions in disposable income. Professional Reward Having to support their children for longer Diversion of investment into property. Source: Experian - Mosaic 2009
  46. 46. “Marketing is about ...conducting a dialogue over time with a specific group of customers ...whose needs you get to understand in depth and for whom you develop a specific offer ...with a (sustainable) differential advantage over the offers of your competitors.” “When you have something to shout about, then shout! If not; then shut up until you do.” Prof. Malcolm MacDonald Cranfield University.
  47. 47. Mineral Water!

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