Professional Documents
Culture Documents
developing a product to replace an existing product. This is the building-a-better-mousetrap mentality. Many companies also think that the best way to win customers is to develop a superior product and continually work to make it better. In other words, they start with the product & services first and consider customer relations as an afterthought. This is an error in thinking! A better approach is to understand the customer by mapping out experiences.
think that their experience with their vendors were superior, whereas 80% of vendors think that they delivered a superior one. This research points out an obvious disconnect. By focusing on core products instead of understanding the customers experience, many companies lose their customer and never know why. Also, by not understanding the customer, companies lose an opportunity to create value and cement relationships.
indirect contact with the customer about the product or service over time.
The map points out what is most important in the
seller/customers experience.
Once the map is developed, the next step is to meet with the customer and pare down the list to the most critical issues.
Problem resolution
Payment
Account maintenance
The customer gets initial price and leadtime quotes The customer puts out an RFP The customer evaluates providers and negotiates terms and pricing The customer selects the provider
The customer obtains materials for account setup The customer provides account profile information The company confirms setup and activation The company performs courtesy follow-up The customer requests product information
The customer selects the product The customer places the order (fills out the order form The customer prepares specialty documents when required (for example, for rush delivery) The company and the customer arrange initial delivery terms
The customer maintains profile information The customer maintains supplies The company provides general support (not related to problems) The customer obtains ongoing price quotes
understanding the customers problem and end with products and services that solve that problem.
The exchange should not be transaction-based but
rather be an interactive exchange with the objective of developing a relationship around co-creating value with the customer.
Designing Offerings
Start with the product or service, and then target customer segments
Transaction-based
Start with the customer problem, and then assemble required products and services to solve the problem
Interaction-based and centered on the co-creation of solutions Quality of customer-firm interactions
Define their own capabilities Figure out how to use them to help customers to: a. Reduce costs, Value Engineering b. Increase responsiveness c. Improve quality d. Maybe even contract to do some of the work
of services.
their existing product offerings to make 1. The firms value offering more unique 2. Duplication difficult for rivals 3. Products more valuable to customers
thereby enhancing profitability and firm value.
Does it pay off? 1. Confirmation comes when firms that add services see an increase in sales from 20 30%. 2. Adding services is more effective for firms that relate the service to their core products. 3. Adding services is effective in turbulent or slow growth industries, but counterproductive in stable or high growth industries.
Growth Opportunities
Services, by their very nature, offer far more than
What other services can we provide to our customers that could solve related problems?
steer their new combine or added biosensors to test the earths mineral content?
sustain differentiation because solutions offer a wider variety of services that can be customized to meet customers unique needs.
By co-creating solutions, business marketers