Be Different or be dead

August 17, 2015

Why retaining existing customers is better than getting new ones

Source: Pexels

Why retaining existing customers is better than getting new ones.

Coming in

Most marketing organizations spend too much time on figuring out how to acquire new customers, but devoting a disproportionate amount of resource to this task is short sighted.

New customer acquisition tactics are pretty basic and don’t require a great deal of marketing acumen. Prices are reduced to try and hook ‘newbies’ or give-aways like free iPads it TV’s are used as carrots in the enticement process.

I’m amused over these approaches because they assume that if you capture a new customer this way, they won’t leave you for the same reason. The reality is, that if you acquire a new customer by offering them 3 months of free service, they will be with you for a short period of time until they can get a better offer elsewhere.

Wake up marketers. If you enticed them to come, they will leave you in a heartbeat for the same. People that shop around and move for a better offer show no loyalty to any organization.

Coming back

Rather than trying to get newbies to ‘come in’, organizations should be dedicating most of their resources to get their existing loyal customers to ‘come back’.

The tactic should be to do anything to keep them coming back. The mindset that works is the unwavering belief that you have to earn today’s customer’s business everyday.

It’s easier to launch a new customer acquisition program than invest the time and energy of every moment of everyday to continue to earn the business of those who trusted you to and made the leap to you in the past.

But keeping the coming back is far more productive in the long term than trying to get new ones to come in.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.17.15 at 05:41 am by Roy Osing
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August 10, 2015

Why a divergent stands out from the crowd and is awesome

Source: Unsplash

Why a divergent stands out from the crowd and is great.

What are you: a faction member or a divergent?

Factions are groups of sameness.

Crowds controlled by a set of rules; expected to think and behave in a calculated way.

A member of a faction is commanded to conform to a predetermined set of societal rules.

They are crafted from a common blueprint; stamped with the same tattoo.

A Divergent, on the other hand, is an independent thinker that can’t be controlled.

They create their own box to play in.

They are feared by faction leaders because their actions can’t be predicted and they have a disregard for any value set and rule system they can’t identify with.

We need more Divergent’s.

We need people who challenge; who question; who like to be CoNTRARIAN; who are disgusted with the status quo; who are ok with putting it all on the line.

I wonder what a faction of Divergent’s would look like?

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.10.15 at 04:35 am by Roy Osing
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July 20, 2015

Why ‘servant’ marketing is way better than flogging products

Source: Unsplash

Why ‘servant’ marketing is way better than flogging products.

Flogging is about ME; servant marketing is about YOU.

My regular reader will know that I rant about the need to banish the flogging mentality in business; to move away from pushing stuff at people.

Flogging is ‘It’s all about me’, supply-oriented marketing where the focus is on what is supplied rather than on what people demand.

Flogging is ‘presumptive marketing’ where businesses decide what will satisfy us and will make us happy.

Because they have a supply mentality they presume to know what is best for us.

Furthermore, flogging presumes that products they create for the ’average’ customer will fit the needs of everyone.

The flogger has a limited life span.

People have more choice today than ever before. Their wants and desires are complex. They lead busy and varied lives. And they are looking to organizations to be responsive to their particular wants and desires.

They are empowered. If they can’t get their special needs satisfied by their current company they will leave them in a heartbeat for another.

Successful marketing tomorrow will be built from ‘It’s all about you’.

Marketing that serves rather than flogs. Marketing that seeks to discover what individuals want rather than presuming that what is produced for the masses will work for them.

With an abundance of choice it’s pretty obvious that people will go where they are heard and where they will get special personalized attention; where they are served.

To get on the serving marketing track, ask these three questions:

▪️Who am I paying attention to? — This is not about a mass market, it’s about an individual. You can’t effectively serve markets (too many people with diverse wants). You can only produce for markets. Serving requires that you look at each person separately. One size never fits all.

▪️What are the unique characteristics of this person? — How are they different? What makes them special? What are their secrets? Be prepared to invest the time to discover what makes them tick.

This is not a quick process. Earning trust and the right to know her at a more intimate level is not a wham-bam-thank-you-mam process.

▪️What personalized ‘thing’ can I create or do to for them to reflect their distinctiveness? — What is the specific thing I can do for them to make them happy? The key here is not to think about whether or not your thing applies to anyone else. It doesn’t have to. It shouldn’t.

Remember: serving and flogging part ways here. Flogging always tries to find a solution that applies to as many people as possible.

Serving, on the other hand, tries to deliver a unique solution for each and every person.

Serving increases the relevance factor.

It’s DiFFERENT.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 7.20.15 at 05:42 am by Roy Osing
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July 16, 2015

5 proven reasons copying sucks creativity from an organization

Source: Pexels

5 proven reasons copying sucks creativity from an organization.

Benchmarking is viewed as a necessary process for most organizations. There are benchmarking consultant experts and courses you can take to learn how to benchmark proficiently and gain the maximum benefit.

In my view, benchmarking is a simple concept as is its process:

▪️Identify the organization that excels in some aspect of your operations that you believe requires improvement — customer service, business planning, customer engagement, sales management, accounts receivable, advertising planning and so on;

▪️Map (understand deeply) their system or process to understand exactly how they perform the operation;

▪️Define the actions you must take to incorporate their operating system into your operation with the objective of replicating their level of efficiency.

Benchmarking might help you improve your operations efficiency but it won’t make you stand-out from your competition.

Benchmarking doesn’t work for these reasons:

1. Benchmarking is copying

It’s ‘sucking up’ to an organization or individual recognized (by someone presumed to be the thought leader) to be the best at performing a particular function and is therefore the organization you should aspire to be.

It doesn’t make you special. It may help you improve your position in the crowd of hungry competitors by being more efficient at something, but it won’t help you stand out from them by being more relevant or unique.

Copying is the enemy of being different. The maximum benefit you can achieve by copying is best in class levels of performance which may return better operating results than previously obtained but unless you vault beyond these levels true differentiation won’t happen.

2. Benchmarking keeps you in the herd

The herd is a place where organizations go to blend in with others; to conform with what others do and to lose the DNA attributes that make them special.

Even if you are the ‘best of breed’ you’re still in the herd. It’s just that you execute a process better than any other herd member; you’re still rubbing shoulders with your sameness brethren.

And because you’re tagged ‘the best’, you have no motivation to break away from the herd; you find consolation in it.

The world is becoming a home for best practice addicts and as a result it’s boring and benign.

3. Benchmarking robs you of your individuality

Benchmarking results in conformance; it sucks any unique thinking you may have out of your system and replaces it with the need to capitulate to the leader of the herd.

Rather than look for a unique solution to your problem, you look for another herd member that has put in the work to create a solution that works for them and you assume you can boilerplate it and it will work for you.

When you copy someone or something, you relegate — subordinate — yourself to them. You roll over, put your ‘paws in the air’ and subsume yourself to the leadership of someone else. Looking up when you’re lying on the ground isn’t a very liberating place to be.

4. Benchmarking won’t make you special and differentiate you from your competitors

It has no strategic value in moving the organization to a position in the marketplace that ONLY you occupy.

“What are our competitors doing?” is often asked when organizations are thinking about improving how they conduct business, and the benchmarking process ensues — adding zero space between them and their competitors.

And, of course, if you’re chasing another organization, you’re adding nothing to the kitbag of things that make you ‘special’ in the eyes of your customers and encouraging them to spread your word to others and attract new business.

If you copy someone, all you do is lower the bar.

5. Benchmarking is the enemy of innovation

If you’re a copycat, you’re not an innovator. Benchmarking does little or nothing to stimulate innovation and creativity which seem to be values organizations covet in today’s world of uncertainty and constant change.

In fact benchmarking kills real innovation because it has performance improvement using the standard of another as its end game as opposed to revolutionary changes that determine new strategic outcomes.

We need to get our thinking straight.

Few organizations today stand out, which is sad; few are deemed to be really special by their customers.
Being remarkable isn’t a strategy on the radar of most, or if it is, it’s an elusive goal because leaders allow people to use traditional tools — like benchmarking best of class — to do their jobs.

Uniqueness, remarkability and being special come from being different than your competitors, not copying what they and others do, even if they perform certain functions more efficiently than you do.

We need to change our ways and stick copying where it belongs.

Let’s:
— Start thinking about being different than best in class, not copying best of breed;
— Covet being ‘different than breed’, not best of breed;
— Think about doing what others are not doing, not looking to other’s successes;
— Go in the opposite direction that others are going, not following in their footsteps.
— Define best in class to be the highest bar to be different from, not emulate;
— Purge boilerplates from our toolbox and break new ground (and maybe be the author of a new boilerplate).

Copying is the enemy of being special and remarkable.

And as leaders, let’s change the conversation in our organizations; purging the notion of benchmarking and copying as ways of achieving strategic progress by asking these types of questions of our teams:

▪️”What can we do to be different from the crowd of competitors?”;
▪️“How does what you’re proposing make us stand out from the competition and be special to our customers?”.
▪️“What crazy ‘insane’ thing is a different business to ours doing and how can we use the basics of the idea to morph it into a special idea for us?”

Benchmarking is absolutely the wrong thing to do when the end game for most organizations seems to be uniqueness and remarkability, but there are ways to ‘bend the curve’ and go in the right direction.

Start the change now, though, because time is not your friend.

Cheers
Roy
Check out my BE DiFFERENT or be dead book series

• Posted 7.16.15 at 05:39 am by Roy Osing
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