\u201cWhen scanning for signals of EMERGING CHANGE, the difficulty is not in finding information; it is in WHAT TO ATTEND to and what you can ignore.\u201d<\/p>\n\n\n\n
Marion Debruyne.<\/p>\n\n\n\n
The perspective of your existing customers views the market close up and in depth. This narrow market view gives you the clearest and MOST RELIABLE PICTURE. Your goal is to UNDERSTAND \ud83e\uddd0 and UTILIZE the INSIGHTS \ud83d\udca1your customers can offer.<\/p>\n\n\n\n
HELP YOUR CUSTOMERS TO IMPROVE THEIR RESULTS\u203c\ufe0f Many companies prioritize innovation, but incremental and breakthrough changes are challenging \ud83c\udfc4\ud83c\udffc\u200d\u2642\ufe0f Try to pursue opportunities for small improvements. Making frequent small-step product\/services fixes requires a culture that EMBRACES CHANGE, and so does implementing market-changing breakthroughs \ud83e\udde9<\/p>\n\n\n\n
To COLLABORATE within the existing customer, make your clients a viable part of your firm. EMPOWER THEM within all your communication channels. Instead of involving clients only in end-stage product testing, invite them to be \u201cCO-CREATORS\u201d at the beginning of a product cycle. \ud83c\udfa8 Build a strong “platform\/channel” for customer communities to SHARE EXPERIENCES, PROBLEMS AND SOLUTIONS. Let the results your clients seek guide \ud83e\udded your sales force, advisory board and product designers. Your customers can become your advocates by referring new buyers and generating word of mouth.<\/p>\n\n\n\n
\u270d\ufe0f To connect with your existing customers, adopt 5\ufe0f\u20e3 CONSUMER-CONNECTION PRACTICES that yield rich information:<\/p>\n\n\n\n
\ud83d\udccc HEED CUSTOMER COMMUNICATIONS \u2013 Companies learn a lot about their products from unsolicited customer input, such as service calls, emails and social-media postings. \u260e\ufe0f<\/p>\n\n\n\n
\ud83d\udccc Pursue \u201cIMMERSIVE CUSTOMER UNDERSTANDING\u201d \u2013 Customer responses obtained from quantitative surveys provide limited insights; customers don\u2019t always know or understand what features they want. IMMERSIVE INFORMATION reveals critical understandings, including \u201cunarticulated needs,\u201d emotional benefits, \u201cuser customization,\u201d and the CUSTOMER\u2019S CONTEXT AND REASONS for using your product. \ud83d\udc68\ud83c\udffb\u200d\ud83d\udd2c<\/p>\n\n\n\n
\ud83d\udccc EXPLOIT ALL DATA \u2013 Companies may have more customer information than they know how to use, such as data gathered from purchase records. Tap into these sources for more data \ud83d\udc69\ud83c\udffb\u200d\ud83d\udcbb<\/p>\n\n\n\n
\ud83d\udccc USE CUSTOMER IDEAS \u2013 Your clients may generate workable ideas when they express their FRUSTRATIONS \ud83d\ude24 with your products in focus groups or on direct communication channels.<\/p>\n\n\n\n
\ud83d\udccc View \u201cCUSTOMERS AS DEVELOPERS\u201d \u2013 Consumers often suggest solutions that lead to new products. Foster these interactions\ud83d\udd17<\/p>\n\n\n\n
\ud83d\udcd6 CUSTOMER INNOVATION, Marion Debruyne.<\/p>\n\n\n\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201cWhen scanning for signals of EMERGING CHANGE, the difficulty is not in finding information; it is in WHAT TO ATTEND to and what you can ignore.\u201d Marion Debruyne. The perspective of your existing customers views the market close up and in depth. This narrow market view gives you the clearest and MOST RELIABLE PICTURE. Your goal is to UNDERSTAND \ud83e\uddd0 and UTILIZE the INSIGHTS \ud83d\udca1your customers can offer. HELP YOUR CUSTOMERS TO IMPROVE THEIR RESULTS\u203c\ufe0f Many companies prioritize innovation, but incremental and breakthrough changes are challenging \ud83c\udfc4\ud83c\udffc\u200d\u2642\ufe0f Try to pursue opportunities for small improvements. Making frequent small-step product\/services fixes requires a culture that EMBRACES CHANGE, and so does implementing market-changing breakthroughs \ud83e\udde9 To COLLABORATE within the existing customer, make your clients a viable part of your firm. EMPOWER THEM within all your communication channels. Instead of involving clients only in end-stage product testing, invite them to be \u201cCO-CREATORS\u201d at the beginning of a product cycle. \ud83c\udfa8 Build a strong “platform\/channel” for customer communities to SHARE EXPERIENCES, PROBLEMS AND SOLUTIONS. Let the results your clients seek guide \ud83e\udded your sales force, advisory board and product designers. Your customers can become your advocates by referring new buyers and generating word of mouth. \u270d\ufe0f To connect with your existing customers, adopt 5\ufe0f\u20e3 CONSUMER-CONNECTION PRACTICES that yield rich information: \ud83d\udccc HEED CUSTOMER COMMUNICATIONS \u2013 Companies learn a lot about their products from unsolicited customer input, such as service calls, emails and social-media postings. \u260e\ufe0f \ud83d\udccc Pursue \u201cIMMERSIVE CUSTOMER UNDERSTANDING\u201d \u2013 Customer responses obtained from quantitative surveys provide limited insights; customers don\u2019t always know or understand what features they want. IMMERSIVE INFORMATION reveals critical understandings, including \u201cunarticulated needs,\u201d emotional benefits, \u201cuser customization,\u201d and the CUSTOMER\u2019S CONTEXT AND REASONS for using your product. \ud83d\udc68\ud83c\udffb\u200d\ud83d\udd2c \ud83d\udccc EXPLOIT ALL DATA \u2013 Companies may have more customer information than they know how to use, such as data gathered from purchase records. Tap into these sources for more data \ud83d\udc69\ud83c\udffb\u200d\ud83d\udcbb \ud83d\udccc USE CUSTOMER IDEAS \u2013 Your clients may generate workable ideas when they express their FRUSTRATIONS \ud83d\ude24 with your products in focus groups or on direct communication channels. \ud83d\udccc View \u201cCUSTOMERS AS DEVELOPERS\u201d \u2013 Consumers often suggest solutions that lead to new products. Foster these interactions\ud83d\udd17 \ud83d\udcd6 CUSTOMER INNOVATION, Marion Debruyne.<\/p>\n","protected":false},"author":1,"featured_media":225,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2,6,4],"tags":[],"class_list":["post-224","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-books","category-corporate-business","category-leadership"],"_links":{"self":[{"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/posts\/224","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=224"}],"version-history":[{"count":1,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/posts\/224\/revisions"}],"predecessor-version":[{"id":709,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/posts\/224\/revisions\/709"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=\/wp\/v2\/media\/225"}],"wp:attachment":[{"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=224"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=224"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/rafaguilarc.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=224"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}