Archive for Mirror Marketing
understanding your Customer’s problem
Posted by: | CommentsYour product or service solves a problem for the customer, right? Does your customer understand the problem you’re solving? Have you been able to put or involve numerical relationships in this problem-solving process?
Go back-to-school for a second, maybe even as far back as grade school and think about solving mathematical word problems. Remember word problems, each problem described a situation that involved numerical relationships. However, the situation and those relationships had to be first interpreted and understood. That was really just a matter of simple arithmetic computations needed to be performed to get the answer. But, how good were you at it?
Many of the computations were simple and even the use of algebra or other formulas were not required. The problem required that you understood and spelled out precisely the situation that was being described. Once a problem had been set up properly in arithmetic, it was typically very easy.
Here’s a take-off for solving math word problems that simply could be applied to solving your customers problems:
First things first, don’t try to do it alone. Do your analysis with a partner, the customer. This is a joint effort, so blasting your message in the hope someone will understand does not work.
Try to do all of your thinking as part of a conversation lot. Communicate all of your thoughts, decisions, analysis, and conclusions. Communicate how you’re starting the problem, questions you’re asking yourself, steps you’re taking a break in the problem in parts, conclusions you are drawing — everything. If you perform any mental operations even translating an unfamiliar word, or visualizing a picture of a relationship, communicate these operations. Letting each other know what you’re thinking is just imperative.
Use step-by-step analytical procedure. Use the techniques that good problem solvers use, break a problem into parts. Work one part accurately and then move on to the next part. Translate unfamiliar phases into your own words and/or visualize or make diagrams of the relationships presented verbally. Simplify problem by substituting easier numbers, making a table of successive computations, or referring to an earlier problem.
Be extremely accurate. Continually check your thinking. Your thoughts should drive questions like: Is that entirely correct? Is that completely accurate? Never work so quickly that leads to errors. Give efficient time to all parts of the problem. Never just give up on the problem and get some answer. Always try to reason the problem out.
While your customer is working through the problem, keep checking the accuracy so that you will learn to think with more precision and thoroughness. In addition, in your own mind contrast the methods with the way the problem was attacked. How might you break the problem down more completely into some problems? What other steps might you take? How might you visualize or diagrams or relationships making it more effective? Would you work more carefully? In other words, try to imagine ways in which you might attack the problem more effectively.
If your customer uses inaccurate information or computations that lead to wrong answers or maybe does not spell out situations with full understanding try showing them a table or diagram which illustrates, step-by-step, the relationships between the facts in the problem. Stopping your customer and requesting a full explanation of certain computations is your responsibility in helping both of you to fully understand the problem.
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Ok, how good are you? John can run 7 feet in the time that Fred runs 5 feet. How far will John run in the time that Fred runs 15 feet? Show your work?
Reference for this post and a great book for learning Problem Solving & Comprehension techniques.
The Seven Fascinating Triggers
Posted by: | CommentsTHE SEVEN FASCINATION TRIGGERS
MYSTIQUE – Why we’re intrigued by unanswered questions
LUST – Why we’re seduced by the anticipation of pleasure
ALARM – Why we take action at the threat of negative consequences
POWER – Why we focus on people and things that control us
VICE – Why we’re tempted by novelty and “forbidden fruit”
PRESTIGE – Why we fixate on rank and respect
TRUST – Why we’re loyal to reliable options
Each trigger adds a different type of attraction. Mystique, as we know, adds curiosity. Trust adds
stability and comfort. Lust adds warmth and humanity. Power adds respect, or fear. Alarm adds a
sense of adventure, or immediacy, or even danger. Vice adds irreverence.
Long been a fan of ChangeThis and I encourage you to subscribe. I have for over 5 years and maybe longer, can’t remember. And I still look forward to their issues. This book is available at Amazon: Fascinate: Your 7 Triggers to Persuasion and Captivation.
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Related Posts; Is your customer willing to pay for your marketing?
A Simple Exercise to Differentiate Yourself
Posted by: | CommentsEveryone tells you to differentiate but are you comfortable that you are different enough. A tool that I use to make a strong impact on a client is one that is from the book, The Chasm Companion: A Field Guide to Crossing the Chasm and Inside the Tornado (Revised). Here is how you complete it:
The benefit your service/product is to the user:
A. Provide Modest Enhancements
B. Add substantial value
C. Gives dramatic productivity gains.
D. Changes the competitive field
The pain of obtaining the benefit to the user:
4. Significant reengineering, new systems
3. Major changes to existing systems
2. Modest changes to existing systems
1. Integrates with existing systems
When completing this of course the more opinion and arguments the better. You will have to create a consensus, however and a decision reached. Sometimes positioning the competitor’s products/service around yours can assist. Are more changes required, do they add less or more value? If you end up at square A4, no Gain with a lot of pain, you can probably throw the product/service away. It simply will not work. In fact A2 and A3 should probably cause the same reaction. The truth to the matter is that unless you are doing a startup, you probably end up in the twilight zone. The problem being in the twilight zone, according to author Geoffrey Moore is that these offerings will cause little market movement. In other words, they are not COMPELLING. The other areas follow this pattern:
- D4, you are in an early market category.
- D2/D3 is about market segmentation and making the pain a favorable trade-off to that group.
- C1/D1 means that your product can move to widespread adoption and you are ready for that transition.
- A1, B1 is being accepted in your target market and an easy solution.
This description is a take-off from the book but to fully understand you have to read the Crossing the Chasm
. It is a must read and still today it is one of most cited books in the innovation area. I have bought the book around 5 times. I keep giving it away.
However, the point to this entire exercise for me is differentiation relative to the gain and pain of the customer. It is an exercise that enables you to look at your product/service more objectively from your customer’s eyes. Are you really that different if all you are doing is complicating their life without making a significant gain? Another item it addresses is your market segmentation. Are you targeting a customer that your product/service causes little pain? If you are in the twilight zone, where are you headed? What will it take to move you to the outer perimeter? It is a simple answer make yourself more valuable by making the gain greater or the pain less!
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