LindellAssociates, LLCConsultants to Management                                  8 Steps To Thinking Like a               ...
To focus well on your customers…Copyright ©2009 Lindell Associates, LLC All rights reserved.
…Start with YourselfCopyright ©2009 Lindell Associates, LLC All rights reserved.
Copyright ©2009 Lindell Associates, LLC All rights reserved.
The Process of developingCustomer-CENTERED Thinking1.   Begin with knowing what business     your are in.2.   Refined with...
The Process of developing     Customer-CENTERED Thinking5.    Clarified by metaphor6.    Honed by your Unique Selling     ...
1. What business are you really in? Copyright ©2009 Lindell Associates, LLC All rights reserved.
Purpose: Why did I start this                      business? What difference did I                              want to ma...
Copyright ©2009 Lindell Associates, LLC All rights reserved.
Copyright ©2009 Lindell Associates, LLC All rights reserved.
Copyright ©2009 Lindell Associates, LLC All rights reserved.
Mental Models What                                          models do I use to                                           t...
A Picture of Your Business                      Purpose                     Principles                    Positioning    C...
The Business I am in   Make a list of the kinds of products you    sell       What business does that seem to suggest   ...
The Flow of Thought                                             A Way to Think About Your Business                        ...
The Flow of Thought                                             A Way to Think About Your Business                        ...
The Flow of Thought                                             A Way to Think About Your Business                        ...
The Flow of Thought                                             A Way to Think About Your Business                        ...
Product                                        MarketDomain                                         Domain    Copyright ©2...
Product                                          Market      Domain                                           Domain   Fr...
Product                                          Market      Domain                                           Domain   Fr...
Understanding Your Domains   Product Domain                                Market DomainWhat business are your really in...
2. Overcoming barriers to successCopyright ©2009 Lindell Associates, LLC All rights reserved.
2. Refined with an                                               acknowledgement of the                                   ...
JERICHO PRINCIPLE     Overcoming Impediments to Success   Begin with a fundamental belief    in the vision   Build with ...
JERICHO PRINCIPLE    Overcoming Impediments to Success Make it simple. Be persistent. Maximize your resources.         ...
LindellAssociates, LLC                                                                              Remember...Consultants...
Strategic Considerations   What are the impediments to our    success that must be overcome?        Copyright ©2009 Linde...
Choose Your Top         5 Impediments to SuccessImpediments1. .2.   .3.   .4.   .5.   .            Copyright ©2009 Lindell...
Strategic ConsiderationsWhat strengths do you have?     Copyright ©2009 Lindell Associates, LLC All rights reserved.
Strategic Considerations   What are the impediments to your    success that must be overcome?   What strengths do you ha...
First, List Your Top 5Impediments to SuccessImpediments                                    _______________1. .           ...
3. Understand the CustomerCopyright ©2009 Lindell Associates, LLC All rights reserved.
3. Thinking About the                                                Who, What and Why ofLindellAssociates, LLC           ...
Define: What Customer Have in         Common    Retail Business                                          B to B   Age    ...
Customers Motivations   What do prospective customer have in    common?       Dilemmas “if only….”       Values       ...
Define: Understanding the                  CustomerTarget Markets                   1                   2                 ...
DEFINE: Product Scenario - 1   Personalize the typical user by: age,    education, gender, typical day   What is the dil...
PRODUCT SCENARIO - 2                                    Revise the dilemma                                     illustrati...
Meeting Customer Needs   What needs have been expressed for which you    have a solution?   What needs have been express...
Customer PerspectiveNeeds                            Met                                Un-MetRecognizedUn-recognized     ...
Customer PerspectiveNeeds                            Met                                Un-MetRecognized        I am searc...
Describe: Arsenal of Resources   Where can they go to get their needs    met?   What products/services can they buy?   ...
• Where can they go to get their needs met?• What products/services can they buy?           Copyright ©2009 Lindell Associ...
LindellAssociates, LLC                                        Develop Your Business…Consultants to Management             ...
Customer Needs                                            Strongly Felt                          Latent            Very Un...
Customer Needs                                            Strongly Felt                          Latent            Very Un...
UNDERSTANDING THE                                   CUSTOMER     The spoken and unspoken customer needs      and value sys...
Develop an Intimate                  Understanding the CustomerTarget Markets                     1                   2   ...
3. Understand Your ProductCopyright ©2009 Lindell Associates, LLC All rights reserved.
4. Take Another Look at YOURLindellAssociates, LLC                                            Product…Consultants to Manag...
Sprinkler                    Maintenance          Trimming Whole    TreesProduct                             Mow & blow   ...
Core/Whole   Which core product features are most    important to your customers?   Which whole product features are mos...
Core / Whole                                         Whole                                               Contains bait a...
Group Discussion of one of Your    Whole Product Attributes         Whole        Product   Which combination product feat...
5. The Magic of the MetaphorCopyright ©2009 Lindell Associates, LLC All rights reserved.
5. Dig Deeper into YOURLindellAssociates, LLC                                                        Product…Consultants t...
Product Description From a           Customer Perspective   Features =           Quality inherent in the product   Funct...
Self actualization Needs                          Esteem Needs                     Belonging Needs                   Safet...
Product Description From a           Customer Perspective   Features =           Quality inherent in the product   Funct...
Feature / Advantage / Benefit /Motive / Metaphor     Transparent Red cover         Advantage: you can see inside without...
Copyright ©2009 Lindell Associates, LLC All rights reserved.
Magic of the Metaphor   Feature:   Advantage:   Benefit:   Motive:   Metaphor:       Copyright ©2009 Lindell Associat...
6. Understand What is UNIQUECopyright ©2009 Lindell Associates, LLC All rights reserved.
6. Unique SellingLindellAssociates, LLC                                                                    Proposition…Con...
What is Unique About…… Your store?… Your location?… Your service?… Your website?… You customer interaction?… Your products...
Reason to Choose            Copyright ©2000 by Lindell Associates      Copyright ©2009 Lindell Associates, LLC All rights ...
USP - THE UNIQUE SELLING     PROPOSITION   USP communicated must be an    appropriate, compelling message to the    targe...
U S P REQUIREMENTS FROM    THE CUSTOMER’S PERSPECTIVE   ATTENTION GETTING   ACCEPTABLE   AROUSING   ACHIEVING A SOLUTI...
Unique Selling Proposition   USPThe Maxforce Bait permits roaches to killroaches because the bait has provenattractant qua...
Group Work   Pick a USP for your product   How can you make it attention-getting?   Acceptable?   Arousing?   Achievi...
7. The Customer’s ChoicesCopyright ©2009 Lindell Associates, LLC All rights reserved.
LindellAssociates, LLC                                                              Getting Into the …Consultants to Manag...
Understanding Positioning   PRICE   PERFORMANCE   PACKAGING   PERSONA              Copyright ©2000 by Lindell Associat...
Analyzing Your Offering from aCustomer’s PerspectivePriceout of my                               Easy toleague    x_____x_...
Analyzing Your Offering from a  Customer’s PerspectivePackaging -Whole Product                                  6 monthsMi...
4 Ps of Positioning   Mark where you are today   Then mark where you want to be in the future    with an arrow between t...
Price__________x_____x_____x_____x_____x_____x ________Performance__________ x_ ___x___ __x_____x_____x_____x________Packa...
War-wall In Your Customer’s Head by Examining    the MessagesCompeting with Yours  Copyright ©2009 Lindell Associates, LLC...
What To Look For   Battles chosen   Comparisons made   Claims made   Areas ignored         Copyright ©2009 Lindell Ass...
Real Customer IntimacyCopyright ©2009 Lindell Associates, LLC All rights reserved.
Basics   Customer service must be start of your    business strategy STEPS 1 - 7   Customer is co-creator of Company’s  ...
engage your customersembrace customers as co-creators         Copyright ©2009 Lindell Associates, LLC All rights reserved.
Calculating Thoughts   Calculate cost of losing a customer. Loss of    new, incremental revenue/opportunity       Referr...
LindellAssociates, LLCConsultants to Management                                      To Better Customer Intamacy          ...
Improve Customer Service   Test your own first impact       How is the phone answered?            Machine?            ...
Improving Customer Intimacy   Utilizing customer    reviews to sell for    you       If Used, what        changes?      ...
Improving Customer Intimacy   Don’t make    promises you can’t    keep.       What promise is the        hardest to keep...
Improving Customer Intimacy   Be helpful even if    no profit in it.       Examples?            Copyright ©2009 Lindell ...
Improving Customer Intimacy   Throw in something    extra       Part of the Business        Plan       Investment      ...
#6 Staff   with   Individual Power                  Copyright ©2009 Lindell Associates, LLC All rights reserved.
Improving Customer Intimacy   Train everyone to    be customer-centric       Empower       Encourage       Enthuse    ...
Welcome to NordstromWere glad to have you with our Company. Our number one goal is to provideoutstanding customer service....
Improving Customer Intimacy   Understand that it’s    always about    VALUE, not price.          Copyright ©2009 Lindell ...
LindellAssociates, LLC                                                        Handling ObjectionsConsultants to Management...
Pricing…Is always about        Copyright ©2009 Lindell Associates, LLC All rights reserved.
Sales Objection: “You’re TooMuch Money”   “Oh, why is that?”   “What do you base that on?”   “What, in my presentation,...
Sales Objection: “You’re Too     Much Money”   “Your competitor is cheaper…”       Retrace steps – understand the Total ...
Customers Do Not Want to BeSold…they Do Want to Buy…   Know your customer - intimately   Understand your competitors –  ...
Copyright ©2009 Lindell Associates, LLC All rights reserved.
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Customer Centri Cthinking

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Learning to THINK like your customer! This process has proven successful

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Customer Centri Cthinking

  1. 1. LindellAssociates, LLCConsultants to Management 8 Steps To Thinking Like a Customer P. Griffith “Griff” Lindell Copyright ©2009 Lindell Associates, LLC All rights reserved.
  2. 2. To focus well on your customers…Copyright ©2009 Lindell Associates, LLC All rights reserved.
  3. 3. …Start with YourselfCopyright ©2009 Lindell Associates, LLC All rights reserved.
  4. 4. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  5. 5. The Process of developingCustomer-CENTERED Thinking1. Begin with knowing what business your are in.2. Refined with an acknowledgement of the impediments to success.3. Driven by thinking about the Who, What and Why of a Customer4. Developed by understanding your core/whole product Copyright ©2009 Lindell Associates, LLC All rights reserved.
  6. 6. The Process of developing Customer-CENTERED Thinking5. Clarified by metaphor6. Honed by your Unique Selling Proposition7. Visualized by Positioning8. Made real by your Customer Intimacy Copyright ©2009 Lindell Associates, LLC All rights reserved.
  7. 7. 1. What business are you really in? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  8. 8. Purpose: Why did I start this business? What difference did I want to make?Copyright ©2009 Lindell Associates, LLC All rights reserved.
  9. 9. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  10. 10. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  11. 11. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  12. 12. Mental Models What models do I use to think about this business? Transactional Model? Customer Intimacy Model? Best Price Model? Value Model?Copyright ©2009 Lindell Associates, LLC All rights reserved.
  13. 13. A Picture of Your Business Purpose Principles Positioning Copyright ©2009 Lindell Associates, LLC All rights reserved.
  14. 14. The Business I am in Make a list of the kinds of products you sell  What business does that seem to suggest that you are in?  Discuss with your group Copyright ©2009 Lindell Associates, LLC All rights reserved.
  15. 15. The Flow of Thought A Way to Think About Your Business Offering My Product Tanigble Property Service Offering Physical Product Conceptual Core Product The "stuff" that supports it Core service The "stuff" that supports itFeatures Value Unique Stuff Value Features Value Unique Stuff Value Copyright ©2009 Lindell Associates, LLC All rights reserved.
  16. 16. The Flow of Thought A Way to Think About Your Business Offering My Product Tanigble Property Service Offering Physical Product Conceptual Core Product The "stuff" that supports it Core service The "stuff" that supports itFeatures Value Unique Stuff Value Features Value Unique Stuff Value Copyright ©2009 Lindell Associates, LLC All rights reserved.
  17. 17. The Flow of Thought A Way to Think About Your Business Offering My Product Tanigble Property Service Offering Physical Product Conceptual Core Product The "stuff" that supports it Core service The "stuff" that supports itFeatures Value Unique Stuff Value Features Value Unique Stuff Value Copyright ©2009 Lindell Associates, LLC All rights reserved.
  18. 18. The Flow of Thought A Way to Think About Your Business Offering My Product Tanigble Property Service Offering Physical Product Conceptual Core Product The "stuff" that supports it Core service The "stuff" that supports itFeatures Value Unique Stuff Value Features Value Unique Stuff Value Copyright ©2009 Lindell Associates, LLC All rights reserved.
  19. 19. Product MarketDomain Domain Copyright ©2009 Lindell Associates, LLC All rights reserved.
  20. 20. Product Market Domain Domain Freight Trains  Transportation Passenger Trains RR Rights-of-Way Copyright ©2009 Lindell Associates, LLC All rights reserved.
  21. 21. Product Market Domain Domain Freight Trains  Transportation Co. Passenger Trains RR Rights-of-Way• Airline Freight• Passengers• Airports• Trucking• Shipping Copyright ©2009 Lindell Associates, LLC All rights reserved.
  22. 22. Understanding Your Domains Product Domain  Market DomainWhat business are your really in?What will this mean to your marketing? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  23. 23. 2. Overcoming barriers to successCopyright ©2009 Lindell Associates, LLC All rights reserved.
  24. 24. 2. Refined with an acknowledgement of the impediments to success.LindellAssociates, LLCConsultants to Management Overcoming them and making Them Work FOR YOU Copyright ©2009 Lindell Associates, LLC All rights reserved.
  25. 25. JERICHO PRINCIPLE Overcoming Impediments to Success Begin with a fundamental belief in the vision Build with the outcome in mind. Involve all the people. Be radical. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  26. 26. JERICHO PRINCIPLE Overcoming Impediments to Success Make it simple. Be persistent. Maximize your resources. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  27. 27. LindellAssociates, LLC Remember...Consultants to Management ...It’s not the seemingly insurmountable height of the wall that matters, it’s where you want to be positioned when the wall comes tumbling down. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  28. 28. Strategic Considerations What are the impediments to our success that must be overcome? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  29. 29. Choose Your Top 5 Impediments to SuccessImpediments1. .2. .3. .4. .5. . Copyright ©2009 Lindell Associates, LLC All rights reserved.
  30. 30. Strategic ConsiderationsWhat strengths do you have? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  31. 31. Strategic Considerations What are the impediments to your success that must be overcome? What strengths do you have? How can they be applied to overcome the impediments to our growth? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  32. 32. First, List Your Top 5Impediments to SuccessImpediments  _______________1. .  _______________2. .  _______________  _______________3. .  _______________4. .  _______________5. .  _______________  _______________ Copyright ©2009 Lindell Associates, LLC All rights reserved.
  33. 33. 3. Understand the CustomerCopyright ©2009 Lindell Associates, LLC All rights reserved.
  34. 34. 3. Thinking About the Who, What and Why ofLindellAssociates, LLC a CustomerConsultants to Management Define Describe Develop Copyright ©2009 Lindell Associates, LLC All rights reserved.
  35. 35. Define: What Customer Have in Common Retail Business B to B Age  Determine the “target”  Management Gender  User Neighborhood  Other “buying  Walking center” members  Driving  purchasing Affinity  financial  operations Copyright ©2009 Lindell Associates, LLC All rights reserved.
  36. 36. Customers Motivations What do prospective customer have in common?  Dilemmas “if only….”  Values  Experiences (floods, wars, recession, etc.)  Education  Expertise  Geography Copyright ©2009 Lindell Associates, LLC All rights reserved.
  37. 37. Define: Understanding the CustomerTarget Markets 1 2 3 4CharacteristicsNeedsValue Copyright ©2009 Lindell Associates, LLC All rights reserved.
  38. 38. DEFINE: Product Scenario - 1 Personalize the typical user by: age, education, gender, typical day What is the dilemma that faces this person that your product/service will solve? Describe the arsenal of resources available to that person (other businesses, Web, DIY ???) Copyright ©2009 Lindell Associates, LLC All rights reserved.
  39. 39. PRODUCT SCENARIO - 2  Revise the dilemma illustrating how your product/service solves the prospect’s problem and compels (drives) him/her to value your solution Copyright ©2009 Lindell Associates, LLC All rights reserved.
  40. 40. Meeting Customer Needs What needs have been expressed for which you have a solution? What needs have been expressed for which no one has yet developed a solution? What needs have been basically unrecognized by the customer for which you have provided a solution? What unrecognized needs still exist that are without solutions? Copyright ©2000 by Lindell Associates Copyright ©2009 Lindell Associates, LLC All rights reserved.
  41. 41. Customer PerspectiveNeeds Met Un-MetRecognizedUn-recognized Copyright ©2009 Lindell Associates, LLC All rights reserved.
  42. 42. Customer PerspectiveNeeds Met Un-MetRecognized I am searching for a Dilemma – if not better way – is yours you, then who? better?Un- Why am I paying What’s yourrecognized for this? roadmap? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  43. 43. Describe: Arsenal of Resources Where can they go to get their needs met? What products/services can they buy? What processes (DIY) can they employ? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  44. 44. • Where can they go to get their needs met?• What products/services can they buy? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  45. 45. LindellAssociates, LLC Develop Your Business…Consultants to Management …Using the Following Chart Copyright ©2009 Lindell Associates, LLC All rights reserved.
  46. 46. Customer Needs Strongly Felt Latent Very Unique Readily AvailableSolutions Copyright ©2009 ©2000 Associates,Associates Copyright Lindell by Lindell LLC All rights reserved.
  47. 47. Customer Needs Strongly Felt Latent Very Unique Readily Available “Overkill…I’m Price of Entry paying for more - Ante to game than I need--Solutions don’t need all these features!” Potential as future market drivers. Benefits Depends on how real needs are. become your differentiator Too early is as dangerous as too late Copyright ©2009 Lindell Associates, LLC All rights reserved.
  48. 48. UNDERSTANDING THE CUSTOMER The spoken and unspoken customer needs and value system are understood in part by the answers to these questions: Who is our TARGET audience-by segment? What are their characteristics? What do they value? What do these CUSTOMERS need? Do they even know their needs? What does the Competition offer them? What can YOU offer them? What do our customers THINK YOU offer them? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  49. 49. Develop an Intimate Understanding the CustomerTarget Markets 1 2 3 4CharacteristicsNeedsValue Copyright ©2009 Lindell Associates, LLC All rights reserved.
  50. 50. 3. Understand Your ProductCopyright ©2009 Lindell Associates, LLC All rights reserved.
  51. 51. 4. Take Another Look at YOURLindellAssociates, LLC Product…Consultants to Management ….Understanding what the customer values about the whole product experience. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  52. 52. Sprinkler Maintenance Trimming Whole TreesProduct Mow & blow Post- emergent Weeding Copyright ©2009 Lindell Associates, LLC All rights reserved.
  53. 53. Core/Whole Which core product features are most important to your customers? Which whole product features are most important to your customers? What combined set gives the most compelling customer experience? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  54. 54. Core / Whole  Whole  Contains bait already  Comes large bags or six- packs  Safety guarantees  Free training• Core  Free placement guide – See-through top  Free homeowners guides – Fits into corners  Comes with Technician – Plastic Pouch with quantity purchase Copyright ©2009 Lindell Associates, LLC All rights reserved.
  55. 55. Group Discussion of one of Your Whole Product Attributes Whole Product Which combination product features are most important to your customers? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  56. 56. 5. The Magic of the MetaphorCopyright ©2009 Lindell Associates, LLC All rights reserved.
  57. 57. 5. Dig Deeper into YOURLindellAssociates, LLC Product…Consultants to Management …for a “picture” that makes the difference Copyright ©2009 Lindell Associates, LLC All rights reserved.
  58. 58. Product Description From a Customer Perspective Features = Quality inherent in the product Function = Explains what the feature does Benefit = The value or worth derived from Financial the feature Productivity/Process Motive = The underlying need met by the benefit (safety, economy, relieving fear etc..) Copyright ©2009 Lindell Associates, LLC All rights reserved.
  59. 59. Self actualization Needs Esteem Needs Belonging Needs Safety Needs Physiological Needs Copyright ©2009 Lindell Associates, LLC All rights reserved.
  60. 60. Product Description From a Customer Perspective Features = Quality inherent in the product Function = Explains what the feature does Benefit = The value or worth derived from Financial the feature Productivity/Process Motive = The underlying need met by the benefit (safety, economy, relieving fear etc..)• Metaphor = Use of aids (or metaphors) to strikingly bring home the VALUE Copyright ©2009 Lindell Associates, LLC All rights reserved.
  61. 61. Feature / Advantage / Benefit /Motive / Metaphor  Transparent Red cover  Advantage: you can see inside without illuminating in the eyes of the roach  Benefit: you know how much bait is left and/or has been used  Motive: Saves time, increases effectiveness and makes user look good  Metaphor: Superman with X-ray vision Copyright ©2009 Lindell Associates, LLC All rights reserved.
  62. 62. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  63. 63. Magic of the Metaphor Feature: Advantage: Benefit: Motive: Metaphor: Copyright ©2009 Lindell Associates, LLC All rights reserved.
  64. 64. 6. Understand What is UNIQUECopyright ©2009 Lindell Associates, LLC All rights reserved.
  65. 65. 6. Unique SellingLindellAssociates, LLC Proposition…Consultants to Management …for the Customer’s Perspective Copyright ©2009 Lindell Associates, LLC All rights reserved.
  66. 66. What is Unique About…… Your store?… Your location?… Your service?… Your website?… You customer interaction?… Your products? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  67. 67. Reason to Choose Copyright ©2000 by Lindell Associates Copyright ©2009 Lindell Associates, LLC All rights reserved.
  68. 68. USP - THE UNIQUE SELLING PROPOSITION USP communicated must be an appropriate, compelling message to the target prospect POSITIONING identifies you in the marketplace USP sells to the individual user Copyright ©2009 Lindell Associates, LLC All rights reserved.
  69. 69. U S P REQUIREMENTS FROM THE CUSTOMER’S PERSPECTIVE ATTENTION GETTING ACCEPTABLE AROUSING ACHIEVING A SOLUTION Copyright ©2009 Lindell Associates, LLC All rights reserved.
  70. 70. Unique Selling Proposition USPThe Maxforce Bait permits roaches to killroaches because the bait has provenattractant qualities and a slow speed of killpermitting the foraging roach to return tothe harborage and “infect” other roaches. Message Roaches Killing Roaches. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  71. 71. Group Work Pick a USP for your product How can you make it attention-getting? Acceptable? Arousing? Achieving solution? Write the message Copyright ©2009 Lindell Associates, LLC All rights reserved.
  72. 72. 7. The Customer’s ChoicesCopyright ©2009 Lindell Associates, LLC All rights reserved.
  73. 73. LindellAssociates, LLC Getting Into the …Consultants to Management …Customer’s Head Copyright ©2009 Lindell Associates, LLC All rights reserved.
  74. 74. Understanding Positioning PRICE PERFORMANCE PACKAGING PERSONA Copyright ©2000 by Lindell Associates Copyright ©2009 Lindell Associates, LLC All rights reserved.
  75. 75. Analyzing Your Offering from aCustomer’s PerspectivePriceout of my Easy toleague x_____x_____x_____x_____x_____x justifyPerformanceAdequate x_____x_____x_____x_____x_____x Exceptional Copyright ©2009 Lindell Associates, LLC All rights reserved.
  76. 76. Analyzing Your Offering from a Customer’s PerspectivePackaging -Whole Product 6 monthsMinimal x_____x_____x_____x_____x_____x MaximizePersonaStable x_____x_____x_____x_____x_____x Cutting Edge Copyright ©2009 Lindell Associates, LLC All rights reserved.
  77. 77. 4 Ps of Positioning Mark where you are today Then mark where you want to be in the future with an arrow between the two (if there is movement) and put in the time frame. Where do customers want people in this business? How does that change your plan? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  78. 78. Price__________x_____x_____x_____x_____x_____x ________Performance__________ x_ ___x___ __x_____x_____x_____x________Packaging__________ x_ ___x___ __x_____x_____x_____x________Persona__________ x_ ___x___Lindell Associates, LLC All rights reserved. Copyright ©2009 __x_____x_____x_____x________
  79. 79. War-wall In Your Customer’s Head by Examining the MessagesCompeting with Yours Copyright ©2009 Lindell Associates, LLC All rights reserved.
  80. 80. What To Look For Battles chosen Comparisons made Claims made Areas ignored Copyright ©2009 Lindell Associates, LLC All rights reserved.
  81. 81. Real Customer IntimacyCopyright ©2009 Lindell Associates, LLC All rights reserved.
  82. 82. Basics Customer service must be start of your business strategy STEPS 1 - 7 Customer is co-creator of Company’s Culture STEP 8 Copyright ©2009 Lindell Associates, LLC All rights reserved.
  83. 83. engage your customersembrace customers as co-creators Copyright ©2009 Lindell Associates, LLC All rights reserved.
  84. 84. Calculating Thoughts Calculate cost of losing a customer. Loss of new, incremental revenue/opportunity  Referral - a “lifetime customer”  Recurring revenue  Replacing - a customer – Know the marketing cost per lead that turns into a closed deal  Reactive - Cost of viral effect, how many other customers will you lose based on bad referrals? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  85. 85. LindellAssociates, LLCConsultants to Management To Better Customer Intamacy Copyright ©2009 Lindell Associates, LLC All rights reserved.
  86. 86. Improve Customer Service Test your own first impact  How is the phone answered?  Machine?  Live person?  How does caller feel ?  Options?  Call Forwarding  Other? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  87. 87. Improving Customer Intimacy Utilizing customer reviews to sell for you  If Used, what changes? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  88. 88. Improving Customer Intimacy Don’t make promises you can’t keep.  What promise is the hardest to keep?  What can you do to change that result? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  89. 89. Improving Customer Intimacy Be helpful even if no profit in it.  Examples? Copyright ©2009 Lindell Associates, LLC All rights reserved.
  90. 90. Improving Customer Intimacy Throw in something extra  Part of the Business Plan  Investment Copyright ©2009 Lindell Associates, LLC All rights reserved.
  91. 91. #6 Staff with Individual Power Copyright ©2009 Lindell Associates, LLC All rights reserved.
  92. 92. Improving Customer Intimacy Train everyone to be customer-centric  Empower  Encourage  Enthuse Copyright ©2009 Lindell Associates, LLC All rights reserved.
  93. 93. Welcome to NordstromWere glad to have you with our Company. Our number one goal is to provideoutstanding customer service. Set both your personal and professional goalshigh. We have great confidence in your ability to achieve them. Nordstrom Rules: Rule #1: Use good judgment in all situations. There will be no additional rules.Please feel free to ask your department manager, store manager, or divisiongeneral manager any question at any time. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  94. 94. Improving Customer Intimacy Understand that it’s always about VALUE, not price. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  95. 95. LindellAssociates, LLC Handling ObjectionsConsultants to Management The Art of Keeping the Conversation Going Copyright ©2009 Lindell Associates, LLC All rights reserved.
  96. 96. Pricing…Is always about Copyright ©2009 Lindell Associates, LLC All rights reserved.
  97. 97. Sales Objection: “You’re TooMuch Money” “Oh, why is that?” “What do you base that on?” “What, in my presentation, drove you to believe/think/feel/know that our solution costs too much?” Copyright ©2009 Lindell Associates, LLC All rights reserved.
  98. 98. Sales Objection: “You’re Too Much Money” “Your competitor is cheaper…”  Retrace steps – understand the Total Cost of Project – to ?Remember, if the prospect thinks your price is too high, you have not laid a solid foundation of benefit and value. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  99. 99. Customers Do Not Want to BeSold…they Do Want to Buy… Know your customer - intimately Understand your competitors – thoroughly Know yourself – brutally Produce messages that are captivating, creative and compelling to the customer. Copyright ©2009 Lindell Associates, LLC All rights reserved.
  100. 100. Copyright ©2009 Lindell Associates, LLC All rights reserved.

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