суббота, 31 декабря 2022 г.

Business Model Canvas For Beginners. 4. Customer Relationships – Unpacking How To Fuel Long-Term GRowth

 All communications should strengthen customer relationships not only during the first stages of the marketing funnel but also post-purchase. Ask how each communication tool enables you to improve customer retention is as important as customer acquisition.

Building relationships and increasing loyalty are required to increase profitability.

Business Model Customer Relationships


Customer Relationships section of the Business Model canvas.

This Customer Relationships Building Block represents the fourth building block in the Business Model Canvas.

Why Customer Relationships Are Important

Customer relations are important because:

  • you want to be trusted by your customers and potential customers.
  • your brand reputation impacts how you are trusted in a market and therefore the willingness of new customers to buy from you.
  • it costs 5X more to get a new customer than it does to keep a customer.
  • growth comes from reducing churn as well as acquiring new customers.

Customer Relationships and why they are important.

Customer Relationship Management (CRM) is a business strategy that is designed to improve how you manage to focus on the right customers to generate profits:

  • GET CUSTOMERS
  • KEEP CUSTOMERS
  • GROW CUSTOMERS

Customers Change

Customers change a lot and often very quickly. Sometimes that can be down to new competitors in the market, a change in economic conditions, new technologies… Assuming your customers are the same year after year can be disastrous.

Developing ongoing relationships with customers not only helps you understand them but also how they change. Great businesses know this and use this to innovate.

Keeping track of your customer’s allows you to:

  • identify new opportunities to innovate and generate new revenue streams.
  • measure your performance vs goals.
  • understand changes in the market and make necessary changes.
  • understand how and what you need to improve to add value to your customers.
  • deliver a better experience.

What Is Customer Relations?

Customer relationship management concerns the way you engage with customers to deliver the customer experience. This involves creating long-term solutions that are geared toward customer success. Customer relations aims to create a mutually beneficial relationship with the customer that extends beyond the initial purchase.

Your vision, strategies and approach impact every part of your business. Customer relationships are not just about the customer service department. Sales teams, marketing teams, customer service teams, customer support, customer success, and product development all play important roles in building successful customer relationships.

Customer relations also extend to marketing and sales teams as well since these departments have a significant influence over the company’s interactions with the customer.

Customer Relationships are the type of relationship that you want to provide to a customer segment. It also represents the section where you consider the strategies for customer acquisition and retention.

The size of a brand’s customer base is closely linked to market share1.

Not surprising really, however, it shows the importance of growing a database of customers and lowering churn within your business.

What Are The Benefits Of Customer Relationships?

If you don’t have a good value proposition then you won’t get email sign-ups or conversions on landing pages. For more information on how to develop a powerful marketing process download the free Growth Marketing Blueprint. The Canvas is designed to help you map your customer acquisition strategy and test it.

Customer Relationship Management is at the cornerstone of marketing and for good reason. The research shows that customer relationships are fragile and impact the bottom line either positively or negatively depending on how well they are managed.

Companies that do a better job of managing customer relationships see higher customer retention rates.

  • Studies show that 61% of customers stop buying from a company if they have a poor customer experience.
  • 60% of customers who said they would likely do business with an organization again if the company handles a customer service issue fairly, even if the outcome isn’t in their favour.
  • Studies show increasing customer retention rates by just 5% can increase your profits by 25% to 95%.
  • Customers loyalty is highly valuable for businesses as repeat customers are nine times more likely to buy from you than leads that have not yet converted. 
  • ThinkJar Research shows that 55% of consumers will pay more money for a product or service if it’s a guaranteed good experience. 
  • 91% of unhappy customers who don’t complain simply don’t return to a company for another purchase. 
  • Studies have even found that 65% of consumers believe that a good experience with a company has more influence over their purchase decision than advertising does.

 Despite the importance of customer relationships, many companies still struggle to get it right. A Microsoft survey discovered that the biggest complaint with a company is not being able to get help from an agent when needed to.

The Stages Of Customer Relationships

You need to test your business model in the market and understand if customers will buy, for how much and if they will also remain loyal.

Companies like Spotify, Uber, Amazon and many others, focus on ‘usage’ measures, not just customer acquisition measures. If you win customers but they don’t stick around to use your service then you know you have a problem. In effect, you have a big hole in the bucket that needs fixing.

Customer Acquisition

The definition of customer acquisition varies. As an example, some definitions consider it to be the absolute moment when a person buys your product. However, others consider this part of a larger process, and in this case, customer acquisition is acquiring customers email. The subsequent stages being validating the customer.

1. Content Marketing

One of the best tactics for acquiring new customers is utilizing the power of content marketing. Matching content to the different stages of your marketing is a proven method for winning customers.

Example Content Marketing Funnel

Content Marketing Resources

2. Search Engine Optimization (SEO)

Creating practical and useful content generates shares and links that help you start to naturally rank in search engines.

Social, Content and SEO

3. SEO Resources

4. Email Marketing

Email conversion rates

Smart businesses and entrepreneurs harness the traffic they receive from inbound marketing to build an email list. An email list is your customer database and forms the backbone of your CRM system.

Email Marketing Resources

5. Social Media

Social media gets hyped a lot but when it is combined with a broader strategy, brand narrative and marketing campaign it can be an extremely powerful way to generate leads.

Social Media Resources

5. Analytics

Building an online business without utilizing analytics is like driving with your eyes closed.

Analytics Resources

Analytics Tools

Customer Retention

Customer Retention refers to the long-term relationship a company establishes with its customers. The more repeat customers, a company has, the more it is assured of champions who will market its products and help it acquire additional customers.

Customer loyalty is a behaviour while customer satisfaction is an attitude.

Customer Retention Strategies

1. Stand For Something

Customers are more likely to ignore you if your company doesn’t stand for anything. Research from the Corporate Executive Board that included 7,000 consumers from across the U.S. found that of those consumers who said they had a strong relationship with a brand, 64 per cent cited shared values as the primary reason. 

2. Use Positive Social Proof

While negative social proof (“Nearly 90 percent of websites don’t use heat mapping software!”) has been proven to dissuade customers rather than encourage them, numerous studies on customer acquisition have shown that positive social proof (like testimonials) are commonly the most effective strategy for getting people to listen and trust your brand.

3. Reduce Pain Points And Friction

All businesses, no matter the industry, are going to have to sell to the three types of buyers that are out there. According to research from Wharton Business School, nearly a quarter of these buyers will be conservative spenders or “tightwad” customers.

4. Don’t Just Sell — Educate

According to serial entrepreneur David Skok, sales are often more effective when you have an existing relationship with a customer, and when you’ve already provided value. This matches up with research from TARP Worldwide, which shows customers do enjoy receiving helpful recommendations on new information and products that will help them achieve better results.

5. Delivering Surprise Reciprocity And Delight

The #1 thing that creates loyalty in anybody (that includes your customers) is the social construct of Reciprocity. Reciprocity is the social construct that makes the world go ’round and keeps customers coming back. The premise is simple: when “delighting” customers makes sense, it’s best served up as a surprise. 

6. Don’t Overspend To Delight

Handing out discounts and freebies can be costly. Instead, you should embrace the art of the frugal wow — creating reciprocity through small, thoughtful gestures. In fact, psychologist Norbert Schwarz found that as little as 10 cents can create reciprocity between two individuals (it really is the thought that counts).

Types Of Customer Relationships

Personal Assistance

This type of customer relationship is characterized by human interaction and is typically used by industries such as hospitality and events. Customers have the opportunity to interact with sales representatives, customer services representatives, concierges and VIP assistants.

Dedicated Personal Assistance

This type of relationship takes personal assistance to the next level by assigning dedicated customer representatives to the customer. This kind of relationship is often used within B2B environment that involve complex services and products as well as high-value contracts. The representative develops a long-term relationship with a customer to help tailor services to a customers need and secure the business over the long-term.

Self-Service

Self-service has become more popular as new digital technologies are enabling a greater degree of personalization. Methods used include forums, AI Chatbots, knowledge bases and FAQ’s.

Automated Services

Automated services help customers to perform services themselves. These kinds of services usually offer more customized experiences. As an example, Amazon uses a customer’s online and buying behaviour to provide suggestions to the customer to enhance his/ her shopping experience.

Communities

In today’s social media-driven environment, communities are a wonderful way for companies to understand their consumers, get insights into their habits, perspectives and create a platform in which customers can get together and share knowledge and experiences.

Co-Creation

Companies are increasingly changing the nature of the customer relationship by involving them in the design and even the creation of the end product. Proctor and Gamble and many other companies have used customers to help them innovate and produce new product and services. Open innovation, which relates to concepts of co-creation and crowdsourcing, makes use of a technology-enabled platform to innovate with consumers, universities, startups and important network partners. 

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Generating New Product Ideas

 



New products breathe life into a product portfolio. “New” is one of the most powerful words in the marketing vocabulary and every company needs to see a significant proportion of its product lineup graced with this adjective. This is something we all know. What is more difficult to determine is where ideas for new products come from.

New ideas can arise randomly or they can be forced in a more systematic way.

Random ideas may appear as such, but it is more likely that they are drawn magnetically to the crucible of design. A company’s existing products will inevitably draw comments and conceptions from within the company and from customers. The skill is being able to harness these seemingly random suggestions and vet them to see if they can be turned into a viable opportunity.

However, we haven’t time to hang around waiting for random ideas which may not arise when we need them. It is worthwhile therefore understanding how to force the generation of new product ideas. Here are 8 possibilities:

  1. Look to the competition. Visit exhibitions, look on the Internet, walk around distributors premises. Despite what people say, there can be money to be made out of being second into the market. Think BookStacks which was founded in 1992 and paved the way for Amazon who didn’t start in business until a couple of years later and made a better fist of it.

  2. Look at market sectors. Look at the indirect competition – companies making products that perform a similar function to yours but which are made in a different way. A manufacturer of cardboard boxes wanted to extend its range and looked at companies using plastics in packaging where it found targets which were interested in a more sustainable packaging product.

  3. Look at patent applications. Where patents are registered and what they are for can be highly illuminating. In addition, there could be mileage in looking at patent applications which have remained dormant but which could present good licensing opportunities today.

  4. Look inside your own company. Ask the sales teams, look back through old reports, check the archives. There could be something that was not appropriate for launch a few years ago which could make it to the market today.

  5. Look to customers. Customers use your products and sometimes they modify them to make them more user-friendly without mentioning what they have done to you. Walk round your customers’ factories and offices and see how your products (and your competitors’ products) are being used. Ask your customers what they would wish for if they had a magic wand.

  6. Look at the pressures influencing a market. The traditional forces that shape a market are political, economic, social and technological. Which of these are having most effect on your market? A company selling mail-order products could see that its customer base was ageing rapidly. Instead of trying to diversify and find younger customers, it extended its products for older people and tapped into a very wealthy and profitable seam.

  7. Look to the academics. Universities and academics have time on their hands to think about new products. Sometimes their lack of commercialization means that they ignore opportunities which are sat on their benches.

  8. Look to foreign sources. It used to be said that products launched in America would find their way into other countries five years later. America isn’t the only cradle of new product development today. Asia could be a fertile source of new ideas.

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Price Sensitivity Meter

 The Price Sensitivity Meter (PSM) is a method for determining the price of a product or service. This approach allows you to understand the desired price range for the consumer based on the perceived value of the product. 

The Price Sensitivity Meter was developed by the Dutch economist Peter van Westendorp in 1976.

To conduct this study, participants must be identified. As a rule, this is the target audience that has experience in purchasing the product or service category under study, and therefore is aware of the prices in this segment and has time to participate in the survey. 

Participants are asked four basic questions

  1. At what price would you consider the product to be so expensive that you would not consider buying it? (Too expensive)
  2. At what price would you consider the product to be priced so low that you would feel the quality couldn’t be very good? (Too cheap)
  3. At what price would you consider the product starting to get expensive, so that it is not out of the question, but you would have to give some thought to buying it? (Expensive/High Side)
  4. At what price would you consider the product to be a bargain—a great buy for the money? (Cheap/Good Value)

Within this methodology, the price can be divided into four categories:

A – too expensive

B – too cheap 

C – not expensive 

D – not cheap 

Based on the questions and answers received from respondents, you can create a graph with 4 curves that correspond to price categories. The horizontal axis is the price, and the vertical axis is the share of answers (usually expressed as a percentage).

Conditionally this graph will look like this:


The intersection points on the chart have the following characteristics

  1. IPP – indifference price point – the intersection point of the “not expensive” and “not cheap” curves. This is the average price that buyers consider acceptable for a given product or service.
  2. PME – point of marginal expensiveness – the intersection point of the “not expensive” and “too expensive” curves. Buyers consider this price high, which often leads to rejection of the purchase. 
  3. PMC – point of marginal cheapness – the intersection point of the “too cheap” and “not cheap” curves. A low price may cause the buyer to doubt the quality of the product and this will lead to an increase in rejections from purchases.
  4. OPP – optimum price point – the intersection point of the “too cheap” and “too expensive” curves. The author of the method considers this price to be optimal since the number of potential buyers is extremely large.

PME and PMC are points that indicate the range of possible price changes for a product beyond which demand for the product will fall. 

Price Sensitivity Meter tool is suitable for determining the price both when developing a new product and when studying the perception of the price of an existing product.

Find more analytical and strategic marketing information and tools in the corresponding sections of the website.

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Value Hub Theory

 Prior to constructing the ROUNDMAP™, we created the Value Hub™ theory which in retrospect correlates to Michael Porter’s Value Chains and (later) Value Streams.

11.1 - VALUE HUB THEORY

In 2012, Edwin Korver was invited to sit at a roundtable to help a local radio station to adapt to and benefit from the digital age. During this meeting, he described how they should perceive the role of a (modern) radio station. Which implied ‘the curation of relevant content, collected from multiple sources and then published via multiple channels, to please an audience. All they needed to do was to describe and organize their internal processes to be able to collect, curate, and package content in such a way that it pleased their digital media users.

Edwin soon realized that the same process could also be applied to regular business. All he had to do was replace ‘content’ with ‘product’. In fact, what he described was the Value Hub™ theory, which we’ve described in more detail here (part 1) and here (part 2).

In short: every entity, whether a corporation, hospital, government, church, or an individual has some (hopefully relevant) value to offer, while to create that value it needs to obtain knowledge, know-how, machines, materials, parts, and so, allowing the entity to satisfy a specific need of a customer, client, fan, or patient. This entity is what we refer to as a valued hub.

Communication between Value Hubs occurs using signaling, while, and this is key to understanding the rationale behind the circular shape of ROUNDMAP, customer feedback is used to enhance the process of value creation. After drawing the feedback lines, from the value surplus back to the value deficit, he realized that similar to Earth’s magnetic field, the hub was in fact a three-dimensional sphere. 






As such, another way of explaining why we divided Porter’s Value Chain ─ consisting of primary and secondary (supporting) activities ─ into separate dynamics is by perceiving the entire value orchestration process (see figures below) as a value hub:





11.2 - NOTES

In general, the creation of tangible value comes at a cost (credit) which is driven by the business dynamics. Value delivery, on the other hand, creates revenue (debit) which is driven by Customer Dynamics. The result (margin) ─ what can be captured as value to offset the costs of the value orchestration process ─ is determined by the market dynamics.

As we have seen with the rise of digital platforms, markets can be restructured to allow value to be created and captured in innovative ways. In process improvement, the Value Hub Orchestration Model relates to the SIPOC/COPIS model, originated in the late 1980s and continues to be used in Six Sigma and business process management.

"You've got to start with the customer experience and work backward to the technology."

~ Steven "Steve" Jobs, founder of Apple (1995-2011)


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«Когнитивный диссонанс» Л. Фестинджер. Инструмент #13

 


Одно из исследований показало, что если человек совершает ошибки в простых когнитивных задачах (ошибается при складывании цифр, делает опечатки и т. д.), то оказывается, что он имеет тенденцию повторять собственные ошибки, даже если сам их не замечает. Эффект повторения ошибок явно напоминает сглаживание когнитивного диссонанса. Сделав ошибку, человек принимает решение: раз под воздействием определенных условий он сделал ошибку, то это вовсе и не ошибка. Его поведение оправданно, а потому он вправе ее повторить. Даже не осознавая этого

Для защиты психики часто происходит перенос ответственности на другой объект («рационализация» или «само-индульгирование»). Например, лиса из басни Крылова «Лиса и виноград» отказалась от неудачных попыток достать виноград под предлогом «он зелен». Хотя до этого признавала, что виноград весьма привлекателен. Не знал, что лисы любят виноград. Но речь не об этом.

Главный практический вывод теории «Когнитивного диссонанса», состоит в том, что психологическая установка человека может быть изменена. Подвергая сомнению то, что человек думает о себе, можно вызвать изменить его поведение. Т.е. на человека можно влиять.

Когнитивный диссонанс хорошо дополняет и иллюстрирует проявления цикла адаптации Кюблер-Росс. Особенно стадию «Отрицание».

Даже простое знание наличия этого феномена позволяет менеджеру управлять эмоциями при сопротивлении персонала. Просто представьте, что вы говорите сотруднику, что он не соответствует должности или просто некачественно выполняет работу. Тут же получите агрессию, связанную с когнитивным диссонансом. Ну а дальше  по циклу адаптации Кюблер-Росс.

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The Power of Integrated Experiences in B2B Marketing

 


The more you meet customer expectations, the higher they become.

That’s a good thing!

Great B2B marketers don’t simply convert leads to sales. They delight buyers on every step of their customer journey.

There’s a name for this kind of service:

Integrated experiences.

In order to be truly outstanding, B2B marketers must personalize the customer journey from beginning to end.

This means understanding the customer’s pain points, providing them relevant information throughout their journey, and crafting the perfect solution when they’re finally ready to buy.

Informed by data, enabled by technology and powered by creativity you can deliver integrated experiences: frictionless engagement between your brand and your customers.

September was an exciting month for us as we launched Merkle B2B. 5 industry leaders partnered up to serve customers at scale. Why?

Integrated experiences matter.

I believe the best B2B marketers take every touchpoint seriously, and tailor them to their customer’s unique needs.

That’s what keeps them coming back for more.

by Nick Hague