How big is big?

The most common logo of the United States Libr...

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I have lifted this from a Berkeley University Study. Best read slowly, thoughtfully :-)

Kilobyte (KB)

1,000 bytes OR 103bytes
2 Kilobytes: A Typewritten page.
100 Kilobytes: A low-resolution photograph.

Megabyte (MB)

1,000,000 bytes OR 106 bytes
1 Megabyte: A small novel OR a 3.5 inch floppy disk.
2 Megabytes: A high-resolution photograph.
5 Megabytes: The complete works of Shakespeare.
10 Megabytes: A minute of high-fidelity sound.
100 Megabytes: 1 meter of shelved books.
500 Megabytes: A CD-ROM.

Gigabyte (GB)

1,000,000,000 bytes OR 109 bytes
1 Gigabyte: a pickup truck filled with books.
20 Gigabytes: A good collection of the works of Beethoven.
100 Gigabytes: A library floor of academic journals.

Terabyte (TB)

1,000,000,000,000 bytes OR 1012 bytes
1 Terabyte: 50000 trees made into paper and printed.
2 Terabytes: An academic research library.
10 Terabytes: The print collections of the U.S. Library of Congress.
400 Terabytes: National Climactic Data Center (NOAA) database.

Petabyte (PB)

1,000,000,000,000,000 bytes OR 1015 bytes
1 Petabyte: 3 years of EOS data (2001).
2 Petabytes: All U.S. academic research libraries.
20 Petabytes: Production of hard-disk drives in 1995.
200 Petabytes: All printed material.

Exabyte (EB)

1,000,000,000,000,000,000 bytes OR 1018 bytes
2 Exabytes: Total volume of information generated in 1999.
5 Exabytes: All words ever spoken by human beings.

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The customer service fuel guage

How good is your customer service?

The attached graphic should be worth the proverbial thousand words – but since I am not a very good designer, it probably needs some help.

1. Dead contact

The only interaction is by complaint form or voice mail.

2. Dumb contact

There is a person at the other end… but it does not help much

3. Easy escalation

There is a person who can merely pass the buck.

4. Active listening: Limited action

The next person listens, expresses empathy and makes the customer feel better, but still no action.

5. Active Response: Own the problem

This organisation is geared towards solving problems with empowered employees.

6. Pre-emptive

Pro-active organisation that actively seeks feedback and reacts to those.

7. Integrated Customer Experience

The entire organisation (using the 7-S framework) is designed to deliver customer service – in it s structure, in its systems – in totality.

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Don’t judge when you sell

A group of youth interacting

Image via Wikipedia

Individuals take shortcuts when the interact. It is well documented why that happens in the persuasion literature. The following five shortcuts are used often. By studying them, we can learn to recognise them. And as always, recognising the the problem is half the battle , isn’t it?

  • Self-serving bias
  • Selectivity
  • Assumed similarity
  • Stereotyping
  • Halo effect
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Alpha & Omega

  • Retail Marketing is about delivering a proposition (supply side) that meets a customers needs (demand side).
  • By now you understand that the proposition is more than product, but the whole ‘package’ wrapped up in price & presentation.
  • We also know that ‘product’ is not the ‘steak’ but the ‘sizzle’.

That is the supply side taken care of, now we need to look at the ‘demand side: what do customers want?

In previous post we stressed that people are strongly influenced by avoiding ‘pain’ – rather than the benefit of owning something.

For instance, in my business, one of the divisions offer nationally accredited training. (I.e. certificates as offered byTAFE, funded by the Government.) However, most retailers don’t find that an ‘attractive offer, even though it is effectively free! (”It is a hassle, it impacts on operations, the staff will leave soon anyway - why bother” - etc.)

We therefore developed the package in such a way that the whole program is geared towards making staff more productive.
We address the ‘pain’ in the retailer’s world of having to pay for people who are unproductive and just hanging around when they could be adding value.)

Another example: When a customer reacts to “last few remaining” or “limited time”, they are strongly motivated by the anticipated regret (= pain), and less so by owning the soon to be extinct ‘offer’. (Although they must have some rationalisation for making the purpose of course.)

At a macro level the ‘need’ is the need to ‘survive’. Survival instinct is the strongest motivator: and your job is to find out how it manifests in your industry/ category. (Physical survival = eat, drink, sex etc. But also survival of ‘self image’, survival of your ‘status’ in the eyes of others and ‘social’ survival etc.)

  • A need is fundamental and generic. (E.g. Food. Think Maslow’s hierarchy of needs)
  • A want is that same need shaped by culture (E.g. not just food, but a hamburger.)
  • Market demand = wants + money available to satisfy the want.

So, how do you convince the customer that your retail proposition is the best way to satisfy their wants?

The governing principle that applies to whatever you do in the act of persuasion and selling is ensuring that you demonstrate how your proposition reduces/eliminates their pain. This is known as Omega Strategies. (This is the new way of selling.)

This approach is supported by Alpha strategies – which provide information on features, advantages and benefits that give people the opportunity to (post-) rationalise their initial ‘decision’. (This is the ‘old’ way of selling.)

WOW

Words of Wisdom
The difference between success and failure is how you deal with freedom(s).

The freedom to…

This is Tom Peters speaking

This is lifted directly from the great man’s very latest presentation.

I share because the only two marketers I concur with more than 90% of the time are Tom Peters (yes I call him a marketer) and Seth Godin. I like this post because it relates to the best business book I have read this decade (Black Swan - N Taleb).

And it is relevant to the core.

The Black Swan 44: tactical rules for survival

(I list 43 - one deleted because I don’t get it :-))

1. K.I.S.S.
2. Hammer on the basics.
3. Focus on us, not the competition.
4. Puzzle-solving: How to turn this into an opportunity.
5. MBWA/X.
6. MBWA/I.
7. MBWA/Vendors.
8. Waaaaay over-communicate!!!!!!  (With everyone—start with your  banker.)
9. All work is team work.
10. Transparency.
11. Work the phones.
12. Perception of fairness.
13. Share the pain.
14. Decency!!!!!!!
15. Grace!!
16. “Thank you.”
17. Control your impatience—no temper tantrums.
18. Constant attitude checks—you.
19. Dress for success.
20. Avoid burnout/you, the team, the entire organization.
21. Re-emphasize the company values-philosophy. (Now, more than ever.)
22. Quality!!!!!! (Now, more than ever.)
23. No corner cutting. (Now, more than ever.)
24. Constant reviews/War room.
25. Celebration of small wins.
26. People First/HR is King.
27. Help people with personal financial management.
28. Be generous to those who are let go—e.g. healthcare benefits.
29. Don’t over-analyze.
30. Don’t under-analyze.
31. Cuts all at once—if possible.
32. Cuts explained in great detail.
33. Quantitative calendar management—focus on “to don’ts.”
34. Increase customer-service training.
35. In general, minimize training cuts.
36. Be(very)ware R&D cuts; R&D quick pay SWAT teams.
37. Beware such things as sales travel cuts, ad cuts.
38. “Across the board” = Dumb.
39. Is this a time to over-invest if cash is at hand? (E.g., distressed innovative start-ups?)
40. Stealth work on the likes of XF communication.
41. This could last a long time—LT prep is necessary now.
42. Prepare/Be prepared for more Black Swans.
43. Excellence. (Now, more than ever.)

5 Things about retail buying

People don’t decide, they react - then post-rationalise decisions with advantages and benefits.

When they try and justify their decisions, they take shortcuts:
a. Whatever everybody else does (follow the crowd)
b. Price is a shortcut for quality
c. Scarcity is shortcut for popularity

Survival instinct is the strongest motivator: find out how it manifests in your industry/ category. (Physical survival, survival of self concept, status survival and social survival etc.)

To buy stuff is a substitute for achievement, for feeling inferior, for feeling down, doing other stuff that is more meaningful.

People are more strongly motivated by pain avoidance than by satisfaction and achievement. (‘No pain’ is good indicator of likelihood of ‘survival’.)

Identify the pain

How to sell to someone in the retail environment then? (Read other entries in the series by reading previous posts on this blog.)


It is very easy to SAY one must identify the needs of a customer, but it is rather more difficult to do, because whilst attempting to identify a need, one should simultaneously develop the proposition that would meet that need. (Retailers, who sell fast food, are unlikely to benefit from or be able to respond to customers’ need to be clothed and protected.)

We advocate a 3-step process[1]:

1. Diagnose the >>> PAIN

2. Differentiate the >>> CLAIM

3. Demonstrate the >>> GAIN

Example:

PAIN

DIFFERENTIATED CLAIM

A wardrobe

Untidy house

Get organised – cheaper

Look classy - quicker

A mobile phone

Losing touch

Get Connected – and look good

From this example you can see that the need (PAIN) is quite universal and applies to a whole market. The offer/ solution (CLAIM) is equally generic – so it must be differentiated.

I don’t want to belabour the point, but focusing on pain rather than some ‘benefit’ or ‘advantage’ is quite different from the way most people have been taught to sell. In our Sell$mart program we teach sales assistants to hone in on the ‘BUT REASON’. With that we mean for example:

  • You want to buy a wedding present for a friend – BUT you don’t want to look stupid by buying the same
  • You want to buy a new sofa – BUT it must fit; i.e. must not make the rest of the furniture look old
  • You want to buy a new blouse, BUT it must make the bust look slimmer

The reasons which are listed after the ‘BUT’ are examples of Omega factors – those negative ‘pain’ factors which are stronger motivations than simply wanting to look good or save money,.

Demonstrating the GAIN is the subject of another blog on Persuasion (to follow).

Perspicacity

This is floating around the internet - no idea if it is really true, it redefines perspicacity, don’t you think? (Check out the date.)

If the American people ever allow private banks to control the issue of their currency, first by inflation and then by deflation, the banks and corporations that will grow up around them will deprive the people of all property until their children will wake up homeless on the continent their fathers conquered.”

-Thomas Jefferson, letter to then Secretary of the Treasury, Albert Gallatin, 1802

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Getting to know me