Never stop Listening
As she’s scanning organic bananas or buckwheat kernels at the checkout the assistant at local health food store strikes up a conversation. She’s curious to know if the bananas are just for making smoothies and what the customer uses the buckwheat for. These seemingly insignificant interactions are hardly worth remembering and yet over time they spark ideas for new menu items to be introduced at the in-store cafe and give rise to opportunities to better serve her community of customers.
Good marketing starts with the customer’s needs and wants, not with the company’s emergency.
A great marketing strategy is geared towards creating lasting connections instead of simply being focused on reaching short term targets.
The gifted marketer doesn’t simply try to sell what’s in stock today. She strives to understand what her customer will want tomorrow and then creates the culture and momentum to deliver that.
If your success and profits are by-product of satisfied customers, it stands to reason that your priority is to matter, not simply to make and sell.
The challenge that many organisations have is understanding what matters to customers, and rapidly transferring that understanding into developing products and services that matter to customers. Don’t get me wrong, being on the shop floor and interacting with customers is a critical part of marketers and leaders’ role. Good retailers still spend a day or two a week out in shops, and Terry Leahey in Tesco formalized this with every leader spending a week in store: TWIST, Tesco Week In Store Together, starting with himself.
Using Data-driven technology can harness the power of your colleagues and customers to listen intensively to customers and anticipate their needs at even more scale.
At Coop we starting a Listen Act and Fix programme where we gathered ideas from colleagues and used these to understand and prioritise problems to fix.
At Sainsbury’s “Tell Justin” was a colleague crowdsourced ideas generation programme where 150,000 colleagues could write to Justin King the CEO with ideas. He saw every idea and they were passed to senior managers to review. Every Idea earned a certificate for the colleagues and a simple thank you from Justin. The best ideas when they were implemented were celebrated through the company.
At Starbucks in USA they have taken this idea further to crowdsource ideas from customers. My Starbucks Idea created a digital portal and crowdsources suggestions to improve service/experience and lets users vote for their favourite ideas. Every idea is responded to by management and customers are kept involved in development, through digital media or you-tube style updates. Ideas such as writing name on the cup, or even suggesting baristas taught the basics in sign language are being seriously reviewed.