Waarom “goed” vaak beter is dan “perfect”

Doordenderen blog“Een goed plan vandaag is beter dan een perfect plan morgen”                    

Veel ondernemers starten een bedrijf met het doel om een perfect product of service te leveren. Maar is dit wel zo’n goed idee?

Perfect kost veel moeite om te ontwikkelen. Klanten zijn gebaat met hun product wat goed(genoeg) werkt tegen redelijke kosten. Vaak is een “perfect” product/service gewoonweg te duur. Perfect is niet winstgevend voor de maker en is te duur voor de betalende klant.

Hier komt de welbekende “Pareto” regel naar boven…de 80%/20% verdeling betekend dat het 20% van de tijd kost om 80% van de taak/product af te ronden. En de laatste 20% van de taak/product kost 80% van de tijd.

Perfect leid dus vaak tot onnodig hoge kosten en zal (vaak) beide partijen teleurstellen. Gretchen Rubin beweert dat er 2 soorten beslissers zijn; “satisfiers” beslissers die actie ondernemen of beslissen zodra aan de eisen zijn voldaan. Dat betekend niet dat dit type beslissers voor middelmatigheid gaat- absoluut niet. Maar zijn de standaarden bereikt, maken zij de optimale beslissing. “maximizers” zijn de beslissers die zelfs als zij producten of services vinden die aan hun voorwaarden voldoen, nog steeds verder blijven zoeken naar een nog betere oplossing…tegen nog lagere kosten -:)

Uit het rapport van Gretchen Rubin blijkt dat de “satisfiers” veel gelukkiger en doeltreffender zijn dan de “maximizers” en ook meer gedaan krijgen in een kortere tijd. Je kan het ook wel zo verwoorden dat je de stelling in plaats van “goed is beter dan perfect” ook kan zeggen “iets gedaan krijgen op tijd tegen lage kosten is beter dan een te laat, duur perfect product”.

Nogmaals betekend het absoluut niet dat je een middelmatige prestatie moet leveren, maar een taak voltooien geeft iedereen een uitkomst en het resultaat van die uitkomst bepaald de waarde die je daar aan hangt..

Jeroen van denderen www.doordenderen.nu

Met dank aan: www.forbes.com en Gretchen Rubin

 

Zes gouden tips voor facilitair contract management

6 gouden tips voor faciltair contract management

1 Begin op tijd
De basis voor succesvol contractmanagement kan alleen heel vroeg in het inkoopproces worden gelegd. In deze fase dienen strategische keuzes gemaakt te worden die van invloed zijn op de inkoop en het contractmanagement.

2 Weet wat je gaat managen

Facilitaire diensten hebben een zeer diverse betekenis voor het primaire proces. Weet wat het contract of een deel van het contract betekent voor het primaire proces in termen van risico’s en stem het contractmanagement hierop af.

3 Realiseer de dynamiek van een dienst

Het inkopen van diensten en het managen van contracten is iets fundamenteel anders dan het inkopen van producten. De interactie tussen de opdrachtgever en de opdrachtnemer is wezenlijk voor het resultaat. Dit maakt een samenwerkingshouding, zeker voor complexe vormen van dienstverlening, onontbeerlijk.

4 Organiseer deskundigheid
Het effect van uitbesteding van geïntegreerde diensten is dat de afstand tot de uitvoer opnieuw bezien wordt. Om in de contractfase een goede gesprekspartner te zijn voor leveranciers is voldoende deskundigheid noodzakelijk. Zorg dat je deze in huis hebt of huur hem in.

5 Werk aan twee soorten kwaliteit
Naast de kwaliteit van het contract is een andere dimensie de kwaliteit van het contractmanagement. Evalueer samen met de leverancier periodiek of de manier van contractmanagement werkt en of er aanvullingen noodzakelijk zijn.

6 Denk vooraf na over scenario’s
Een deel van het contractmanagement wordt pas nodig als het ernstig fout gaat tussen partijen. Stel vooraf scenario’s op en analyseer hierbij of er vanuit contractmanagement voldoende drukmiddelen beschikbaar zijn.

Met dank aan Martijn Voorham via FMM

Wilt u meer weten bel of mail mij geheel vrijblijvend!

Jeroen van Denderen

Mob: 06 81434247

Mail: jeroen@doordenderen.nu

www.doordenderen.nu 

De nieuwe 4p’s van Marketing?

The New 4Ps of Marketing

The New 4Ps of Marketing

What’s Wrong with the 4Ps? (Product, Price, Promotion and Place)

According to research published in the Harvard Business Review, a five-year study involving more than 500 managers and customers (in multiple countries) found that the 4 Ps model undercuts entrepreneurs and marketers in three important ways.

  1. It leads marketing and sales teams to focus too much effort on product technology and quality. Even though these factors are important, researchers stressed that they are not significant differentiators; they are just the cost of entry.
  2. The four Ps underemphasizes the importance of building a convincing case to explain the superior value of the solution being sold (I.e., not enough time is spent educating customers on why the offering is needed).
  3. It distracts businesses from leveraging their advantage as a trusted source of problem solving (businesses today can use information outside of FAQs/tutorials to aid customers and increase customer retention).

If the four Ps is no longer agile enough to work for modern businesses, what framework should entrepreneurs and marketers look toward instead?

According to Eduaro Conrado, Chief Marketing Officer for Motorola and one of the authors of the HBR study, business owners should look to the S.A.V.E framework as they craft and define their unique offering.

The framework advises focusing on the SolutionAccessValue and Education of a product or service. Below we’ll discuss the important differences it emphasizes over the old four Ps marketing mix.

1. Focus on Solution instead of Product

Customers don’t care about product features or usability if a product fails to solve their problem. It’s not about the features youwant your product to have, it’s about the problems that customersneed to solve. Solve their problem better than anyone else and you’ll end up with a product your customers can’t live without.”Ruben Gamez

Too often, businesses get too caught up in the features, functions and technological superiority of their product over the competition.

The harsh reality is that none of that matters to customers because all they care about is solving their problems.

If your products’ features help a customer solve their problems then they will care, but if you’re building a product or service based on features and not based on customer needs, you’re working backwards.

Don’t let your product developers (or even yourself) get caught up with needless features, product additions and “improvements”—if the great new thing is not going to help your customers out in a serious way, it’s nothing more than bloat.

2. Focus on Access instead of Place

In an age where many businesses operate around always-on, high speed Internet access, “place” is irrelevant. When you can dip into almost the entirety of the world’s knowledge from the phone in your pocket, you’re always able to research, buy and advocate. It’s not about Place any longer. Now, it’s about Access. What can a brand give me at this precise moment that I want or need? That’s the bar companies now have to clear, and it’s not easy.”Jay Baer

The key here is not to disseminate your “home base” (your store or website), but rather to create a cross-channel presence that considers a customers’ entirepurchase journey, not just where they seal the deal.

This idea deals with product promotion, but also goes far beyond it; for example, Help Scout’s presence on Twitter has as much to do with providing great customer service through fast answers as is has to do with promoting our articles andresources.

Customers want your business to be accessible. They want to know that your support will have their backs. To achieve this, they need to see you engaging with other customers to get a sense that you’ll be there should something go wrong.

How available is your team to customers?How attentive are you to customer feedback?How good is your company’s support?

3. Focus on Value instead of Price

We occasionally have customers tell us that our product is too expensive, and they’re sure that they can find a similar service on the web for free… but to us, price isn’t just a number, it’s a strong connotation of brand and value. When we hear customers say that our product is too expensive, before wondering if we should lower the price we are more concerned with whether we should increase our product’s value. That orientation is vital in directing the drive toward improving a product without competing against others onbottom-dollar prices.”Walter Chen

Do customers care about your price in relation to your production costs, profit margins and competitor’s prices?

We can answer this for you—they don’t care.

Sure, customers have concerns about price, but that comes after their concerns about value. Are you clearly articulating the benefits of your offering relative to your prices?

If you’re not, you should be. Research from Stanford University shows that comparative pricing is often a horrible way to frame your prices, and numerous additional studies on “context pricing” reveal that perception of value is far more important to customers when accepting higher price tags.

The old four Ps model doesn’t fundamentally encourage this need to build a robust case for showing customers why your business is offering a superior value versus the competition, and it places too much emphasis on the literal price of the product (or service).

4. Focus on Education instead of Promotion

One of the old truths of marketing is the “law of 7″. Someone needs to see or interact with your brand for 7 times until they eventually sign up or buy what you have to offer. Over the past 2 years since we started to heavily focus on content marketing for Buffer, I genuinely believe that we have brought that number down. Simply because providing someone with free, and useful information, creates a much stronger bond and connection than any banner ad or press mention ever could.”Leo Widrich

The old methods of marketing were strictly limited to interruption marketing, but the entrepreneur of today has the opportunity to be involved with customers’ needs at each point in the evaluation and purchase cycle.

Businesses today can act as “entreproducers,” providing current and potential customers with information relevant to their interests to create a sense of familiarity and trust long before a purchase is even made.

For a relevant example, you need look no further than the article you’re readingright now; in fact, the entirety of our blog is focused on customers’ needs and not our own.

We write about relevant content that our customers want to read, such as building customer loyalty programs that actually stick, how to create “frugal WOWs” for small businesses on a budget, and the specific tactics we used to increase our email response times by 340 percent.

This attraction-based marketing is essential for any business with an online presence. A medium such as the Internet that provides an instant escape route (E.g., clicking the back button) does not kindly lend itself to the traditional interruption techniques.

The Final Case for S.A.V.E

Businesses that continue to embrace the outdated 4 Ps model are running a serious risk of involving themselves in a repetitive and increasingly unproductive technological arms race.

The customer of today has far more say in the business-customer relationship, and it’s high time for businesses to start embracing frameworks that care more about what the customer wants.

The S.A.V.E. framework allows businesses to keep this mindset at the forefront of their operations, acting as the centerpiece for this new solution-selling strategy.

The businesses who choose to ignore these warnings do so at their own peril!

Original post by:  Gregory Ciotti Greg ciotti   https://www.helpscout.net/blog/new-4ps-of-marketing/

5 Warning Signs That Your Customer Service sucks….

5 Warning Signs That Your Customer Service SUCKS
I don’t think there’s a small business out there (other than the scammy ones) who would want to admit that their customer service just plain sucks.In fact, most businesses are willing to pull the blinds over their eyes on many occassions simply to keep believing that their company is “WOWing” customers left and right when in reality, it just isn’t true.

(Statistically, it isn’t true either! More on that further down…)

Since this is the case, how can you objectively tell if your customer service is garbage or not?

It’s definitely something to be concerned about. Fortunately, I’ve got some interesting statistics and data that will help you sift through the silly “best practices” advice out there and really start to evaluate whether or not you’re truly providing outstanding customer service.

Onward!

1. You Don’t View Customer Service as a Marketing Channel

FACT9 out of 10 U.S. consumers say they would pay more to ensure a superior customer experience.

I’m not going to be one of those guys who hastily declares that “marketing is dead”, but I will be the first to say that customer care can easily be your #1 marketing channel.

Fact of the matter is, your customers can do quite a few things much better than you can, and if your business isn’t embracing this fact by viewing customer service as a branch of your marketing department with tremendous ROI, you’re doing yourself a disservice, as well as your customers.

Companies like Zappos were able to quadruple their sales by focusing on word of mouth exposure that was created by their reputation for having outstanding customer service.

This seems to be a universally positive metric for all companies, big and small: 81% of companies with strong capabilities and competencies for delivering an excellent customer experience are outperforming their competition.

Is your customer experience as enjoyable as your competitors?

If it isn’t, you’re definitely losing customers, even if you market extensively and offer a superior product.

2. You Think Few Complaints = Great Service

FACTThe average business hears from only 4% of its dissatisfied customers.

Very few people have time for your mistakes. Even fewer people are going to take the time to let you know about them, and why should they? You’re the one that messed up, they’ve got things to do.

That means you are only going to hear from a fraction of your dissatisfied customers.

Look, every business owner understands that they have a wide variety of customers, and you’re not going to be able to please all of them (some just aren’t right for your offer).

That shouldn’t stop you from constantly seeking ways to improve your service. This is something that is simply impossible to do without candid customer feedback, and if you’re relying on dissatisfied customers only to get your intel, you’re going to run into some serious problems.

Using generic surveys isn’t enough: be sure that you go out of your way to createincentive for customers to give their feedback, make your surveys interesting so that they don’t get immediately acquainted with the “Move to Trash” button, and always be sure to include open-ended questions so customers can give you their most genuine “off the cuff” feedback.

The avg. business hears from 4% of its dissatisfied customers. Are you doing what it takes to incentivize feedback? http://hlp.sc/PuPOXX
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3. You Think Customer Acquisition > Customer Retention

FACTIt is 6-7 times more expensive to acquire a new customer than it is to keep a current one.

No one would tell you that customer acquisition isn’t important. After all, it’s going to be a hard fought battle creating loyal customers if you don’t have any customers in the first place!

Despite this fact, you have to understand that bad customer service is more than just a potential liability, it’s a huge cost to your business.

Consumers are far more likely to share bad customer experiences due to their frustration.

If you also take into effect that 86% of consumers will immediately quit doing business with a company because of a bad customer experience, you’re left with a single, undeniable truth: customer acquisition isn’t going to work withoutcustomer retention.

It doesn’t matter how many buyers your small business acquires if you’re “leaking” loyal customers left and right due to your poor service.

4. You Think “Speed” is the Most Important Factor of Customer Service

FACT73% of dissatisfied customers cited incompetent, rude, and “rushed” service as the #1 reason why they abandoned a brand.

Get em’ in and out, right?

Turns out, no. As they say, “speed kills”, and when it comes to customer service, your customers care far more about competent and helpful service than they do about “quick” service.

Customers cited “slow” service nearly 20% less than incompetent service in their feedback of why they stopped doing business with a particular brand, and that was only when the service was truly slow.

A very relevant example of this fact in action is how Derek Sivers used to conduct customer service over at CDBaby (he’s since sold it for $22 million).

According to Derek:

 “I used to request all my employees to intentionally take a little longer on customers calls.

I would ask them to pull up customers albums and catalogues; have a look at their pictures and gears – to learn a bit about them.

Imagine how powerful it is for a customer to know that he is listening to somebody who is a musician that gets him, than something like, ‘Thank you customer 4325. How may I quickly handle your problem?'”

How @sivers went the extra mile to ensure all of his customers at CDBaby felt valued and appreciated. http://hlp.sc/PuPOXX
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Don’t rush customers out of your support line, many customers welcome some additional time spent if you ensure them that you value their time and their business with you.

5. You’re Reading This Right Now and Think You Don’t Have to Worry!

FACT80% of companies say they deliver superior customer service. 8% of people think these same companies deliver superior customer service.

Uh-oh, I might have hurt some feelings with this one!

Actually, my point is far less antagonistic than the headline, because the bottom line is that you shouldn’t be guessing when it comes to evaluating your customer service.

Decide what metrics are critical to measuring customer satisfaction. Don’t just go with your gut; prove that you provide great service with data.

Don’t hesitate to gather and analyze different metrics and feedback to measure your success and shortcomings.

Are you consistently trying to get candid feedback from your customers? Do you closely analyze your customer loyalty programs in hopes of improving them? Do you take advantage of proven research in social psychology when implementing your engagement strategies?

You should be.

This information is out there for you to gather and use (oh yeah, and implement!), and believe me, it’s much more consistent than what your “gut” tells you.

PS: If you want more data like this (trust the numbers, not your guesswork), be sure to download our free e-book on 75 Customer Service Facts, Quotes & Statistics.

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