Want to grow your business? Build a Roadmap to Revenue – sell the way that customers buy!

Why are you focussing on the Customer Experience?

Isn’t the answer something like:

  • turn more of the people who have a need for and/or an interest in buying the ‘products’ you are selling into customers of yours;
  • increase the happiness of the people who have bought from you (customers) because you have made it easy for them to buy what they are looking to buy.  And because what you sold them does the job they expect it to do for them / enables them to arrive at their desired outcome.  And because the experience of using your ‘product’ matches and/or exceeds their expectation; and
  • helps you to get more interested buyers to turn up at your store and/or website (without heavy marketing spend) because they have heard good, even great, things about you from the people who have already bought from you?

How exactly are you going to find out what matters to your customers and convert that into a roadmap?

The question is how exactly are you going to find out what really matters to your customers and then convert that into roadmap that helps the people who are in the market to buy (buyers) to buy from you rather than your competitors?  That is the answer that Kristin Zhivago has answered comprehensively in her book Roadmap to Revenue.   Roadmap to Revenue is a book that speaks to me, it occurs to me as being grounded in experience (not theory), speaks/points at the ‘truth’ as shown by experience and is useful/actionable.  What makes that good?

The tag line for the book says it best “How to sell the way your customers want to buy”.  In this book Kristin lives up to what she preaches in the book – she delivers on the promise set out in the tagline.  Roadmap to Revenue provides a actionable, pragmatic and robust method (and tools and tips) for generating insight into customer needs (as buyers) and converting this into an actionable roadmap for giving giving customers (buyers) what they are looking for and thus growing you revenues.

The skeleton upon which the book hangs, the heart of the book, is the Roadmap to Revenue method that consists of three steps:

DISCOVER is concerned with figuring out how to make buying easier for the people (buyers/customers) who would benefit from the ‘products’ you are selling.  Kristin gets that there are various ways of getting at this insight including interviewing employees, conducting focus groups and using social media.   She also gets their limitations.  Based on that understanding and the kind of actionable insight customer interviews provide, Kristin strongly advocate interviewing existing customers to get at buyers needs and experience.  Furthermore, Kristin is clear that these interviews should be carried out over the phone, not face to face.  Why?  Because, our customers are that much more open, more honest, more disclosing when this interviewing happens over the phone.  If you have questions/doubts then think back to the faux pass Barclays made in asking me for my feedback face to face.

DEBATE involves the key players in your organisation to take part in conversations where they discuss, analyse and prioritise the feedback provided by your customers in the earlier Discover step.  The objective is to come to an agreement on the “essence of your promise to your customers” (in my framework I refer to this as the value proposition) and to determine which buying category your ‘product’ falls into so that later you can determine/get to grips with the customers buying process.  Kristin recommends a 2 day offsite “Brainstorming and Planning Meeting”  to do the work that is necessary in this step.

DEPLOY involves taking all that you have learned and turning that into a “Buying Process Roadmap” for each of the distinct ‘products’ that you are selling.  This map will show: the different stages of the customers buying process; they concerns that show up at each stage; the actions they take; the questions that customers are asking/grappling with,;the answers that satisfy them; and the best tools for providing those answers.  Once the Buying Process Roadmaps have been constructed it is time to put together the “Revenue Growth Action Plan”.  This is the implementation plan which sets out what you are going to do to improve what needs to be improved, to fix whats broken, to create what is needed and is not there……

Highlights from Roadmap to Revenue

Here’s a truncated list of the stuff that jumped out at me, resonated with me, created value for me:

1. “In order for you to sell, someone needs to buy.  If you make it easy they will buy from you.”  This is the essential concept out of / from / on which the entire book is constructed.

2. “The fundamental problem: When you thinking like a seller, you’re not thinking like a buyer.”  I absolutely love this oneWhy?  It is the ‘disease’ that infects just about every Customer initiative and the people who are infected cannot see that they are infected!  So any ‘customer-centricity’ is always driven by the needs and vantage point of the seller and selling. 

3. “Nothing gets the attention of a customer or prospect more than giving them what they want”  Why?  Because most sellers don’t give buyers what buyers are looking for and want in order to buy.

4. “There are dozens – even hundreds – of ways to market your product or service.  Only your customers can tell you how they want to buy what you sell.” People inside your company are so disconnected from buyers that they fall for whatever is the latest fad (think social media) or the most convincing salesperson.  They forget that the right person to ask is the buyer – only she can give you access to her world.  Only she can help you to find the right ways to market your ‘product’.

5. “If the CEO isn’t speaking up for your customers, there’s nothing that anyone else can do – regardless of their position – that will turn the company into a customer-centric organisation.”  I absolutely love this as it speaks to my experience of what is so within organisations and why most customer-centric efforts wither.

6. “Branding is the promise that you make.  Your “brand” is the promise that you keep.”  How many brand marketers really get that?  How many CMO’s get that?  How many Tops get that difference?  That small difference is the difference that makes a difference – the difference between the sellers perspective and the buyers perspective.

7.  “If the product or service is substandard, the word will get around.  Marketing won’t be able to save it.  The Roadmap to Revenue system is designed to get people together with good products and services, not to trick people into buying bad products and services.”  How much of current business practice is the latter – focussed on tricking people into buying ‘bad’ products and services?

8.  “The critical characteristic is the function that is so important to the customer that it compels the customer to buy the product.”  This reminds me of the needed to focus, to keep present to the 20:80 rule – to concentrate on that which really matters and do that excellently.

9.  “Perception is reality.  More specifically, your customers’ perception is your reality.” That is the way that organisations should work.  And almost every single one that I have interacted with, worked for/with, consulted with does not practice this.  The default condition in organisations is the opposite – it is the reality of the people (with power) in the organisation whose reality counts everyone else is mistaken including customers!

10.  “Desire is what starts the person on his buying process.  However, as soon as he begins the buying process, his skepticism kicks in.  The more expensive and complex the purchase, the greater the scrutiny that the customer will apply to the purchase.”  Why?  This is clearly spelt out in this aptly titled post by Kristin: Why Do Buyers Agonize?  Because Sellers Lie and Minimize.

Final words and disclosure

Kristin has written a gem of a book and I wholeheartedly recommend that you put this on your reading list.  I’d go further and say don’t do what I did: buy it from Amazon and have it sit on my Kindle for a month or so.  I am grateful for Kristin for sending me a physical copy (free) and inviting me to review it on this blog.  It is only when the physical copy turned up that it got my attention and I started reading it.  Once I got started I had to read it all as I found it that insightful, that useful.  If you do read it and don’t get value out of it then I’d love to hear from you!

How to engage the female customer and deliver the right experience

This post follows on from the last post: If 80% of spend is driven by women then is it not time we had a better understanding of women?

Why should you read this post?  Society is incorporating more of the female values.  If that is not enough then it is worth remembering that women account for / drive 80% of purchases.  And you want to design marketing strategies and customer experiences that work.

What’s The Issue?

Marketing, customer service and customer experience are oriented towards the male ‘achievement impulse’ and male behaviours.  Which means that the female ‘utopian impulse’ and associated behaviours are simply not being addressed.  Let’s take a look at the following diagram:

To engage and build mutually beneficial relationships with female customers requires a different tack as shown in the following table:

Let’s take a look at each of these four codes in a little more detail to see if they suggest courses of action that you can take to better connect with your female customers.

The Altruism Code

The female speciality act is the ability and tendency to put oneself in another’s shoes effortlessly: women empathise on autopilot.  This means that women are motivated to act on another’s pain as they feel it.  It also means that women are open to doing what it takes to cultivate pleasure in others because they feel and can share in that pleasure.  Honesty and transparency matter because they allow women to relax; women pick up inconsistencies due to their ‘whole brain’ radar being to pick up all kinds of detail and nuances.

How can you work with this altruistic code and thus connect with women?  The simple answer is to stand for a purpose/cause beyond selling your product and making money.  Go beyond the functional benefits and stand for something that contributes to a better world for us all: lessen the pain, increase the pleasure.  The authors of Inside Her Pretty Little Head have identified seven ways that you can do this:

  • Position your brand as an ethical brand (my view is that you should just be ethical!)
  • Champion the consumer through your brand positioning
  • Win-win strategies – promotional activity that feeds back to the community
  • Invest in corporate social responsibility
  • Strong communication of altruistic values in your brand
  • Play against the category weaknesses

Lets just look at some examples:

The Body Shop is a memorable ethical brand – it was the first main brand that made a big thing of doing the right (ethical) things including the ‘no animal testing’ claim.

Apple is a great example of a brand that championed the consumer.  As the authors say “From the moment that the woman threw the hammer through the screen in the 1984 commercial, Apple hit it’s target and has stayed on the female radar……. Apple turned the status quo on its head, and offered people a break out of that gloomy vision and into a world of creativity, fun and freedom…”  That is still the case today.

Waitrose has a deeply held and practiced commitment to all stakeholders in the business.  That includes employees (generous benefits, profit sharing, having a say/being heard); suppliers (fair trade agreements); communities (giving back to the communities at store level) etc….

Persil’s ‘Dirt is good’ campaign / positioning is a great example of communicating altruistic values.  Through that positioning the brand is celebrating life and reassuring women rather than making them fearful and perhaps ashamed of themselves.

Orange used to be an example of a brand that did a great job of differentiating itself in a dull category.  It did so with choosing the Orange colour and the ‘future is bright’ positioning.  In recent years, Orange has lost its way – my personal perspective.

The Aesthetic Code

Women want to / are driven to make that world a more beautiful place: the way something looks matters – it makes a big difference to women.

The details matter.  Women can tell if something is not as it should be.  “Women’s minds are trained to notice the things that are out of place – the dirty mug left in reception, the months-old magazine in the waiting room, the speck of dust on the lapel…. they will read this to mean that something’s not right…….Conversely, women also appreciate that detail can make all the difference: it can indicate care taken, thought expended and trouble gone to..”

Women are judged by their appearance and so they have a much stronger incentive to notice the appearance of things.  As a result how things look (aesthetics) matter as much as what they do.

What is the implication for brands?  Ordinary products can be lifted out of the commodity heap of sameness and functionality and put into the limelight simply through great design – a focus on the aesthetics.  Here are two ways of doing this:

  • Selling an integrated aesthetic vision of life
  • Making the functional beautiful / pleasurable.

Gap has managed, at times, to pull off the trick of selling that integrated aesthetic vision of a colourful life through color.  “It was about buying into a world where everything was cheerful and everything was colourful.”

Apple and particularly the iMac is great example of making the functional beautiful and pleasurable.  PC’s used to be the example of a functional product totally oblivious to aesthetics.  Apple came along and totally changed that.  The success of Apple is the proof that functionality and utility is not enough.   It demonstrates the importance of form as well as function: beauty matters – it brings something into life.

Packaging matters to women and is an easy way to speak to the aesthetic code.

Aesthetics is not simply beauty, it is more.  “…everything needs to be in its rightful place, well ordered, consistent… and neat and tidy.”

The Ordering Code

I suppose you can call this the highly practical bit of the female orientation.  It is about the details of life that need to taken care of if life is to work.  Workability allows space for the altruistic and aesthetic codes to come to the foreground: it creates the space for generosity, for flair and fun. “It is not only about practicalities, it is also about helping women to navigate the ‘nice’ bits of organising and planning…”

Women have to grapple with two key issues here. First, they simply have a much broader range of responsibilities – they take responsibility for more and then have to juggle these responsibilities.  Second, women see the details and more more concerned with getting things right for all parties.  For example, when my wife is planning the holiday she takes a lot of time to make sure that it is well planned so that we will all enjoy it.  All the stuff that can get in the way is addressed so that there is nothing to worry about.  Women simply know that attention to detail is a necessity to arrive at Utopia; men cannot be bothered beyond the headline.

How can you, the brand, help women?  How can you deliver a better customer experience?  The first thing is simply to remove the obstacles that slow women down and make their lives harder.  Second, make sure that your internet presence is a strong one – that it speaks to women, helps them to easily do what they need to do.  “The internet is genuinely empowering for women.  It offers women access to lots of information hitherto denied to them…..”.  Think about women, like my sister, who are ‘burdened with young children’: the internet allows her to shop, talk with, get help on a broad range of tasks.  It takes some of the pressure of and it allows her to get more done – including in the half an hour here and there.  The internet allows women to only go offline (into the real world) when they really want to.

Women want great service.  They hold you, the brand, to the same standard they hold themselves to: be thoughtful and efficient.  “Women do not understand why or how you can deliver poor service and still feel good about yourself.  Putting good service at the epicentre of your operation will get you noticed and… talked about..”  The flipside is “…nothing will make a women madder…. in her disdain for your brand than poor service.

Being thoughtful and efficient is not enough.  Women find it frustrating to ask for help and be met with indifference or incompetence.  In Utopia everyone helps everyone else out proactively.  Women want/expect you, your people, to go the extra mile.   They look for and expect genuine communication – the human touch.  Yes, they do want you to save them time.  No, that does not mean that you should cut out the relating stuff: the human stuff.

The Connecting Code

This code is all about the female need to cultivate a strong network of mutually beneficial relationships; “women have a deep and profound survival instinct that requires them to make friends.”  Women strive to draw people together and find common ground.

What this means is that if you, the brand, want to cultivate relationships with women then you are pushing at an open door.  Your female customers are much more inclined to enter into a ‘learning relationship’ with you to use a Peppers & Rogers term. And they are ideal candidates for entering into / participating in communities of shared interest.  This means that you have opportunities in three areas:

  • Create and provide a network through which your female customers can get together;
  • Act as catalyst for generating community of shared interest; and
  • Provide fuel to feed a community or relationship.

Weight Watchers is a great example of a brand as a network.  “The weekly meetings deliver what all good female networks are there to do: they provide support, morale, fortitude, share experience, encouragement, information and strength that comes from knowing that you are not struggling alone.”  Apparently the same applies to the website.

Charities and book clubs (Richard and Judy, Oprah) are great example of acting as catalysts for generating a community of shared interest.

The point to note is that women enjoy and get a lot out of participating in communities of shared interest.  “Any brand responsible for generating that esprit de corps, and building that sense of common ground and shared objectives between women, will be amply rewarded with their participation, involvement and support.”

Conversation (talking, dialogue) is the core ingredient that binds successful female communities.  Women use conversation to build closeness.  Conversation is the fuel that gives life to relationships and the glue that holds them together.  “It is the primary means by which they get to the bottom of what someone is feeling, and the primary means by which they befriend others.”  Put bluntly women love to talk – it is natural for them.  And they love to share what they have learnt with their wide social circle and communities of interest.  They are the ideal brand ambassadors: sources of advocacy and word of mouth marketing. Yet they are not walking advertisements for any old brand.

Women can be exceptional customers – brand advocates and loyal.  The price?  Women are likely only to stand up for brands that have treated them well and/or done something thoughtful.  The opposite is also true: women can be the most vocal opponents of brands that fall foul of their four codes and standards.

Final Words

First, if you do not have a deep interest and affinity for people as human beings (rather than as objects) then you really should not be in marketing, sales, customer service or customer experience in the 21st century.

Second, it is much easier to ride the horse in the direction in which the horse is heading.

Third, I recommend that you read ‘Inside Her Pretty Little Head’ by Jane Cunningham and Philippa Roberts.