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What Customers Need

What Customers Need. Bruce Kasanoff Author Making it Personal. How I spent the last three months:. Arthur Blank (Home Depot) Vaughan Beals (Harley Davidson) Jim Cantelupo (McDonald’s) Jay Fishman (St. Paul Travelers) Robert Johnson (Black Entertainment Television)

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What Customers Need

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  1. What Customers Need Bruce Kasanoff Author Making it Personal

  2. How I spent the last three months: Arthur Blank (Home Depot) Vaughan Beals (Harley Davidson) Jim Cantelupo (McDonald’s) Jay Fishman (St. Paul Travelers) Robert Johnson (Black Entertainment Television) Shelly Lazarus (Ogilvy & Mather) Lord Peter Levene (Lloyd’s of London) Rick Menell (Anglovaal Mining) Nandan Nilekani (Infosys) John Pepper (P&G) David Pottruck (Charles Schwab Co.) John Rogers (Ariel Capital Management) Paul Tagliabue (NFL Commissioner) William Wrigley, Jr. (The Wrigley Company)

  3. Not another customer…

  4. Company benefits Customer benefits Unsustainable

  5. Customer benefits Company benefits Sustainable

  6. Across the country, over the past five years, has customer service: • Improved significantly • Improved modestly • Remained the same • Declined modestly • Declined significantly Cross-Tab Label 0 / 500

  7. Your customers sent me.

  8. CEO • Sr mgmt • Managers • Staff • Front lines Today, pick one action… and do it How great firms profit by making life less difficult for customers

  9. Listen Examine Stop Solve

  10. Listen Remember information for me, not just about me. Know more about me than your competitors do. Show me why I can trust you. Communicate in a sincere and understandable way. Take personal accountability for my needs. No secrets, please. Listen actively to what I tell you. Respond quickly and meaningfully to my feedback. Tell your colleagues what they need to know about me. Remember what makes me different than others.

  11. Does your business have a formal and accurate method for measuring the consistency with which you meet customer requirements? • Yes • We’re close • We’re just starting • No N = 20 Cross-Tab Label 0 / 500

  12. Examine Do you look at things through my eyes? Do you anticipate my needs? Can you make it easier for employees to help me? Are you giving me negative “clues?” Why should I want you to be successful? Do you use too much jargon? How consistently do you meet my requirements? Are you flexible enough to win more of my business? Do you measure success in a way that also benefits me? How effective are you at inventing solutions for me?

  13. What are the odds that a “satisfied customer” will remain loyal? • 10 to 1 • 5 to 1 • Even odds • We really don’t know N = 35 Cross-Tab Label 0 / 500

  14. Stop Stop measuring “satisfaction.” Stop forgetting what I tell you. Stop making problems for me. Stop any initiative that has no direct benefits for customers. Stop wasting resources on the wrong customers. Stop defending inaction and inattention. Stop allowing your interests to clash with mine. Stop holding employees back; let them solve my problems. Stop relying on overly complicated approaches. Stop avoiding me.

  15. Are the people in your division more likely to say your firm solves problems for customers or sells products/services to them? Solves problems Sells products/services Neither Both N = 31 Cross-Tab Label 0 / 500

  16. Solve Recognize patterns that can save me time, money or effort. Eliminate from my experience everything irrelevant to me. Don’t ask the same question twice. Give me more expert and relevant advice. Design service into the products themselves. Error-proof your services so I can’t make mistakes. Reduce the steps I must take. Minimize repetition for me. Assume functions I used to perform. Trigger actions automatically according to my conditions.

  17. Do you want a one-page summary of what I learned from top CEOs? • Please give me your business card or email bruce@nowpossible.com • You can also call me at (203) 341-9448

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