One of the most challenging things you may face with your customers or buyers, is when they push back and say they want to pay a different price, or have different delivery terms, or change what you were hoping to receive. In a business-to-business or account-based-selling environment, this can be a frequent occurrence, so it's useful to learn how to deal with it.
The difficulty, or risk, is that if you counter with another option, they may walk away. You might damage the relationship. So the first thing to consider, is the lifetime value of that customer. Are they likely to purchase again and again over time? If so, you need figure out how to be more accommodating, without "giving away the store". How can you do that?
If you're familiar with "how-might-we" thinking, you'll know that it is most often used in idea generation. But at its heart, the ideas you are trying to generate are solutions to problems. That means when you encounter other types of problems, you can use the same approach to excellent effect. Instead of thinking, "that customer is so demanding!", consider thinking, what can I offer them so they get some of what they want, and I get some of what I want?
Over time, if you exercise the how-might-we muscle to deal with challenging customer requests, you'll find it becomes easier, and you get better at preserving customer relationships while still feeling like there was plenty of pie for everyone (and there is). What can this help you tackle today?
I'm Megann Willson and I'm Partners with Steve Willson here at PANOPTIKA. We help our clients see everything they need to know (and realize what they don't need to know) to make #betterdecisions. You can find us here on our blog, and also on Twitter, Facebook, and LinkedIn. Or you can sign up for weekly updates delivered direct to your inbox, by clicking the orange button below.
Every day, we hear companies saying they love their customers. And how do they show it? They push them tons and tons of irrelevant content. They flood their inboxes. They try to sell them things they don't want or need. And here's what many of them don't do:
Try to find out what will really make them happy.
If you've been fortunate enough to be in a long-lasting relationship (like we have), you'll know that you're always looking for ways to delight the other person. To show them that you want to help them get what they want and need to feel like they are their best. Saying sorry when you're wrong. Asking their closest friends if there's something they've been dreaming of that they haven't told you. Not taking, taking, taking.
So today, on Valentine's Day, and every day, if you really love your customer:
To you: thanks for reading. We appreciate it. And thank you to all of you who refer others, endorse us on social media, and engage in conversations about how to find, understand, and engage customers.
I'm Megann Willson, and I'm one of the Partners here at PANOPTIKA. (The other is Steve Willson - Happy Valentine's Day!) You can find us on Twitter, Facebook, or LinkedIn, or through our weekly email news.
The frequency illusion. We've all experienced it. (It's also called the Baader-Meinhof Phenomenon). That's when you see something - a picture, a concept, a word, an idea - over and over again, all of a sudden. It seems like you're being sent some sort of message. The truth is, you may be. In our case, we've had an idea come up multiple times this week, almost like a theme. It has to do with honesty. Or more specifically, about being honest with ourselves.
Now the first time this came up, it was in Eleanor Beaton's community of practice group. Eleanor was discussing being radically honest with ourselves about our priorities. In other words, if we say something is important, but we keep pushing it aside, perhaps it isn't as important as we say it is. We need to unpack that and find out why we're dodging it. Is it really not so much of a priority? Or if it is, why are we putting our commitment to the end of the queue? We need to make a firm decision, then either drop it, or drop something else and focus on making it happen with the effort it (and we) deserve.
In the second instance, I was having a discussion with a new member of my network. We were talking about one of the reasons it can be better to hire a passionate but neutral third party researcher to have discussions with your customers about satisfaction with you and your performance as an organization. I call this the "do these pants make me look fat" rule. When I ask Steve that question, he is honest, but diplomatically so. In other words, he might be a bit too kind, even if that isn't giving me the kind of honesty I really need, to be sure I look my absolute best. (To be fair, I've trained him to know that I want the truth in this instance). In many cases, a best friend or a sister might be more willing to give the answer we need, instead of the one we want.
The third time it came up, we were working with one of our clients on a study to understand what customers and prospects want and need. They're considering a number of new offerings, and want to see how those things rate, and rank, in the customer's mind. Now we've done this sort of study hundreds of times, and nearly every time, there are features or offerings on the list that the customer has no intention (or no ability) to deliver. Then, in the worst cases, the customer says those are exactly what they want. So much that they will do anything (including switching suppliers) to get them.
Now you may think that asking a prospect or a customer or a user whether they want something, when you know you can't or won't give it to them, is letting you know where a competitor might have an edge. And you're right. But if you suspect it gives them an edge, it probably does. The other thing it's doing, is setting up an unrealistic expectation (and possibly setting the stage for dissatisfaction or disappointment). If the customer wasn't thinking of it after all, they will be, going forward. So Steve asked them, "Be honest with yourselves. Perhaps if there is anything here you have no intention of providing, whether you can't or you won't, you should take it off the list." This prompt will give them a chance to take a step back and engage their customers authentically and honestly.
What themes have been coming up for you again and again this week? What do they mean? If you need a hand getting your team to engage in some insightful truth-telling, we're here to help. Just let us know.
I'm Megann Willson, the CEO and a Partner here at PANOPTIKA, with COO Steve Willson. After more than 18 years helping our clients see everything they need to know to make better decisions and engage their customers, we've seen some interesting patterns and learned how to employ ideas that work, in multiple ways. You can also find us on LinkedIn , Twitter , or Facebook. And if you'd like to learn more about what we're learning by working with companies like yours, why not sign up to have insights delivered straight to your inbox? You can do that with the button below.
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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