ARTICLE TEXT:
IT'S
NOT ABOUT US.
IT'S
ABOUT THEM
First
things first.
Establishing,
refining and maintaining a marketing focus requires discipline.
It has as much to do with how we think, as what we think.
Therefore,
saving time, improving efficiency, lowering costs and enhancing
value must necessarily be viewed through the prism of life.
That is, from the consumers and customers perspectives.
Any
business initiative which negatively impacts on the perceptions,
expectations and experiences of existing, prospective and
past clients has questionable value to any public or private
sector entity, big or small.
Consumer
advocates by name, title or nature must necessarily be at
the table for major decisions. Ideally, they need to be
articulate, passionate and respected by their peers. Such
a position need not and, arguably, should not be found in
a formal organizational chart.
There
is little or no scope for leadership teams to second-guess
consumer attitudes and responses. Effective advocates complement
what is intended to be introduced, refined or withdrawn
with the “why” factor. It is relevant to business-to-business
situations as much as it is to business-to-consumer scenarios.
They provide better insights, understanding and mutual respect.
No,
the role is not one of being the Devil's advocate. Rather,
it is being a customer's angel, on whose wings are delivered
sales, profits, referrals, loyalty and development.
Hardened,
driven executives experience genuine transformation when
assigned to the role of consumer advocate.
Instances
of remedial and corrective actions, together with the withdrawal
of inappropriate products and services are minimised. Momentum
and critical mass are more readily achieved. Competitive
advantage is enjoyed.
Glib
phrases like “customer focussed”, and “customer first” assume
an air of authenticity when the true voice of the consumer
and client is heard, comprehended and responded to.
Consumer
advocates do not guarantee a risk-free, error-free future.
Mistakes will be made. After all, they are representing
consumers, who are not immune to risk and errors.
They
do however, provide balance to technical expertise. There
is considerable inherent value in the often emotional, subjective
input of nontechnical consumers and clients.
Many
information technology, accounting, financial, engineering,
logistics and administrative specialists are remote from
this, insensitive to the characteristics nature and drives
of end users. These realities alone can be the porous foundations
of the relationships with those whose needs, values and
drive determine the measure of success for an entity.
Neither
consumers nor their advocates have the right or the capacity
to make all the decisions. However, their expressions and
insights can and should contribute to better informed decisions
being made and implemented.
Understandably,
some business leaders will contend that consumers and their
advocates slow down the decision making process. That is
a true and fair call.
However,
they contribute to the lowering of wastage factors, product
recalls and withdrawals, as well as the need for product/service
refinements, remodelling and price discounting as a means
to make goods more marketable and acceptable.
In
periods of economic downturns, heightened competitiveness
and price sensitivity, the orientation of many leadership
teams becomes very myopic. The survival instinct tends to
be about “us”.
Consistent,
persistent and passionate adherence to the philosophy of
consumer/client advocacy enables retention of long term
perspectives and the internal attributes and advantages
of viable margins.... of profit, satisfaction, risk and
loyalty. Team cohesion is more evident, workplace stability
is palpable and a sense of high self-worth is promoted.
There
is much to commend the phrase:
“It's
not about us.
It's
about them”
We
can never know or understand customers and clients enough.
There is a lot to be said for the sentiment of business
leaders who repeatedly “walk a mile in the shoes of the
customer”. To do so can become very comfortable, because
there are few more reassuring words to customers than “I
understand”.
It
is those leaders who regularly telephone their businesses
and endure the processes of 1300 and 1800 answering systems,
stand in line to be served and pay accounts on-line who
understand the importance of putting the customer first.
Typically,
there are no short-cuts. And if any are discovered they
should be promptly shared with all customers and clients.
So,
before the next sets of strategically important decisions
are made and are about to be implemented, do ensure that
respect is given to the underlying philosophy of the phrase,
“First Things First” (read customers).
