Today's post is a short one, and not even on our usual day. Why? Because on this day, the Eve of Resolution, we're asking for nothing. We just want to thank you for reading our posts. Thanks for your business. Thanks for all the work we've done together thus far.
No offers, no special promotions, no directives. Just a heartfelt thank you and our best wishes for the fresh start we're all hoping for in 2020. On Thursday we'll be back at our desks. If you need help then, to make some sort of fresh start with your customers, we'll be ready. For now, a safe, happy, and healthy New Year to you all.
I'm Megann Willson, and I'm one of the Partners here at PANOPTIKA. My Partner in Everything is Steve Willson. You can find us on Twitter, Facebook, or LinkedIn, or by signing up for our newsletter using the button below this post.
When we think about marketing strategy, or even market research, we always think about one of the Four (or Five) P's, Place. Place is about distribution. How does the thing get into the hands of your customer?
Our advice is always to make it as easy for the customer as possible. The omnichannel movement has preached the gospel of having your product or service be accessible everywhere and anywhere the customer is. It sounds very caring and good, in this season of giving. But recently, we've had an experience or two that has made us pause to reflect on that.
I ordered a few items online from a large department store. I can get to said store in 15 minutes, honestly, but I was super busy, knew exactly what I wanted, and loved the convenience of having it delivered to my door, while I worked on something else. There was an online sale, and free shipping, making it even simpler. Fantastic, right? Here's the thing...
The first thing that happened was a notification that the first item had shipped, but that the second was on backorder. These were very small items, size-wise. So the first arrived within a day or two, in a box more than ten times its size. Such waste! Oh, the poor planet. The other item said it was shipping a day or two later, but took nearly two weeks to get here. Tracking showed that it went from a warehouse in the west end, to a sorting station, to another station in the east end, and eventually, after sitting who-knows-where for the rest of the time, to my door, downtown.
Now I, as a customer, was pretty patient. I didn't need these things urgently, I just wanted to save myself the time and trouble of a trip to the store. But it did annoy me that the second item travelled all around the city. How many GHGs were pumped out while that occurred? And then when it arrived, again, a box many times its size. Neither of the items were breakable. They didn't need special cushioning. The store just used the boxes they had, I guess. Either item could have easily fit in a padded envelope.
My reflection was this: I did like the convenience. What I hated, I mean, really hated, the fact that these items travelled all over the city, and used so much packaging, by the time they arrived. And I think, if I had been given a reminder or even an incentive to come to the store, I might have done it. Heck, I know I would have, since I have been to the store at least once in the ensuing two weeks. And I might not have felt so guilty at the impact my perceived savings and convenience have had on the planet.
So by all means, make it easy and convenient for your customer. But when making it easy and convenient for your customers comes at another cost, perhaps a higher-order cost that may matter to them, it's worth reminding them of that. In the long run, we'll all be better off.
I'm Megann Willson, and I'm one of the partners here at PANOPTIKA, along with Steve Willson. For nearly two decades, we've been helping our clients see everything they need to know to make better business decisions, using strategic research and expert facilitation. And today we've been married for 39 years. Happy anniversary! You can find more content from us on LinkedIn, Twitter, or Facebook. We also share business news you can use, offers, and recommended links and reading every week. You can subscribe using the orange button, and if we're not adding value, subscribe anytime.
I'm all for taking stock - especially this time of year, it's important to see how you've measured up against your goals. Once that's done, though, it doesn't do any good to keep rehashing your old mistakes. Figure out how to go forward, and understand your course corrections, then set your eyes on the future.
This afternoon I had an opportunity to catch up with a board member I used to serve with. He was lamenting that there are always a couple of people in the organization who are stuck on "replay", always bringing up some past transgression that's long done. They're the same people who are unwilling to try anything new, or examine their own part in any so-called failures.
Does this sound familiar? Do you have team members who would rather grouse about what didn't work in the past, than to try and discover a better way forward? Ultimately, these individuals aren't helping the team. It's worth having a quiet conversation offline, to remind them in advance of the next meeting, that you're focused on the future. Here are some other ways to prime them for the right kind of action:
If you've given your best effort to be sure their voice is heard, you've done your work. Keep repeating your mission and make sure the meeting ground rules are clear. And if necessary, find a project that will consume their time elsewhere. Then, eyes forward. Face the future, and plot your course.
I'm Megann Willson, and I'm one of the Partners and Founders here at PANOPTIKA. We help our clients see everything they need to know to make better decisions for their organizations. Looking for a facilitator who can help you have richer, more robust conversations? Let's talk. In the meantime, you can also find us on Twitter, Facebook, or LinkedIn - or you can sign up to get useful business ideas sent right to your inbox, using the handy button below.
Sometimes a phone call with a new market research client begins like this:
Client: "Do you do focus groups?"
Us: "It depends. What do you need to understand?"
It might also include some of this:
Client: "I've got a deadline to meet. How fast can you get this project finished?"
Us: "How fast can you do your part in framing your needs and doing your prep work?"
When we're asking these questions, we're doing two things. The first is to narrow down as precisely as possible, what the client really needs to see in order to take an action or make a decision. (That's why we say we help you see everything you need to know to make better decisions. You don't need to know everything. Just all of the relevant things. Secondly, we need to do the most important thing, and it's this: we need to make your customer's experience with market research as comfortable, even delightful, as possible. That means not pushing them so hard that the process is frustrating or annoying for them. It means working to timelines that work for them, not only for you. It means having them say (to us, if they're a live interview or group, or in comments, if it's a survey), "Wow, that was really interesting!", or "The time went by way faster than I thought, that was fun!"
Why does that matter? It matters because your reputation depends on it. Even in double-blinded research (much of what we do keeps the client anonymous to the respondent, as well as the other way around), the person doing the answering will speculate about who's doing the asking. And they'll make assumptions about the organization they believe is doing the asking. So if we have them take time in the middle of their workday, or in their busiest week, or we nag them incessantly to participate, it reflects badly on us, and very possibly, on you. If, at the end, they feel like they're being treated like some sort of lab rat, it's not happiness-making. Reputation management and customer relationships are as important in research as in everything else you do.
So the next time you're planning to do customer research, we're happy to use a variety of methods to get the answers you need. (Often we will recommend that you combine one or two, for precision and richness in what you learn). And we hope you'll take our advice when we also recommend ways to make it as pleasant as possible for the most important customer of all - yours.
I'm Megann Willson, and along with my partner, Steve Willson, we're PANOPTIKA. We've spent decades getting to know our customers, and yours, and we're always happy to help you find more ways to excite them, delight them, and keep them coming back for more. You can find more content from us on Twitter, LinkedIn, or even Facebook. And if you'd like ideas, offers, and opportunities delivered straight to your inbox, the button below is where you can sign up.
Megann and Steve, Partners in PANOPTIKA, are working for our clients every day to help them see everything they need to know to make better decisions in their complex business environment.
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