Reviewed your public internet access lately?

Last week, I was in Chicago for a seminar. As you might imagine, public internet access is important to business travelers. My hotel had internet, but browsers and Outlook both objected when I attempted to connect to any secure site or resource. When I switched to the wifi hotspot on my phone, those issues disappeared. When I reached wifi at other locations, those issues didn’t reappear.

Verdict: hotel internet was misconfigured, broken, hacked, or some combination thereof.

Reporting the problem

I reported the problem Monday afternoon to the front desk and to the hotel’s customer service account on Twitter. By the time I checked out early Friday morning, the problem still existed. It took their corporate Twitter people 28 hours to respond, despite the fact that they’re a substantial global hotel chain – or perhaps, because they are.

I noted to the Twitter reps that I didn’t expect the front desk to be network experts, thus I was reporting it to them so they could get the hotel property some corporate-level network help. This didn’t happen – at least not yet.

Their response was to contact the hotel manager. Based on his post-checkout email to me, he had no idea what I was talking about. As previously noted, I didn’t expect him to. Even better, they accidentally forwarded me the internal corporate support team email with the case number and all the contacts, all while leaving this hotel manager hanging out in the breeze to figure it out on his own.

So how does this affect you?

Public internet access quality matters

I don’t want to turn this into a geeky network security post. I mention it because there’s a lot at potential risk when networks offering public internet access have problems like this.

When your customers connect to a secure site from your wifi & that network is misconfigured, it may simply prevent use of the network. If your business is frequented by business customers, fix this quickly as you don’t want them to leave and decide never to return.

You may not think this is a big deal, but business customers do – especially if they’re on the road a good bit. Don’t think of them as one person who “isn’t even a local“. Think of them as all business travelers (or tourists) as a whole. There are sites and mobile apps out there that guide people to businesses with good internet. If your internet is bad and your coffee and croissants are awesome, many of these folks will go elsewhere.

If a regular traveler finds a spot to settle in for an hour or two of work and that spot is dependable, they’ll never forget it and they’ll return every time they’re in town. BJ’s Coffee in Forest Grove, OR comes to mind immediately for me.

If your network is hacked, the risks go well beyond repelling customers. Worst case, the bad guys can “see” your network traffic and send it to a place where they can store and review it. If they have what appeared to be in place at the hotel I visited, they can gather logins, passwords, credit card and other account numbers and so on.

While it’s not a good idea to use the same network that you offer to your customers, if you do so & it’s hacked like this, info on the cards you run could be at risk, even if you passed PCI-DSS certification a few months ago. To be sure, this depends on the hack, your network config & other things. The details aren’t the point.

The risk these situations expose you to …. that’s the point.

Add “network health” to your regular checkups

On a regular basis, you probably check in with your lawyer, doctor, CPA, and a couple of other advisors. You do this to reduce / avoid risk, maintain good health (physical and/or financial) and keep yourself out of trouble.

I suggest adding “network people” to that list.

Ask them to help you lock your network down without making it impossible / annoying to use (there is a balance to be had). Ask them to show you what to check and how to detect when something is “not right” so that you know when to call them for expert help. This landscape changes often. Your network and the equipment, customers and data that touch it are assets. They need protection too.

Photo by Giuseppe Milo (www.pixael.com)

What’s a lifelong career lesson you depend on?

I graduated from college with a BS in Computer Science back in 1982. The timing was unfortunate. Interest rates had gone through the roof, cratering hiring, so the tried and true 1980s “every programmer graduate can find a job at an airline or oil company” situation was gone. My school’s BSCS was a very new program and really was more like a general engineering degree (lots of calculus, plus diff-e and more math, several physics courses, etc) with some programming courses tacked on. There wasn’t much resemblance to what most would consider a classic BSCS curriculum, but it didn’t matter too much back then.

My first job after college was at Ross Perot‘s Electronic Data Systems (EDS). Skipping forward several months, I came out of their training program, which everyone went through regardless of their degree. Didn’t matter if you had a CS degree or a history degree, you went. After training, my first mentor was a guy named Randall.

My first serious career lesson

Randall was few years older and had become a rising star in that area of the company. He was easy to look up to. He was smart, a bit of a jokester and someone people came to when they needed solutions to tough challenges. You could see what that meant to him and others. Unlike some in the tech space, he was happy to teach and provide access to resources to experiment with and learn from.

35 years later my strongest memory of Randall is a conversation that had a massive impact on my business life. It became a lifelong career lesson.

One day when I was tinkering around with something that probably had nothing to do with my job at the time (like an IBM mainframe virtual machine), he stared me down and said (paraphrased) “If you want to go places and move ahead (in this company), always be willing to take on new things even if you know nothing about them, then do whatever it takes to learn what’s needed.

It was years before I realized that his advice had become a consistent theme across that all the work situations I’ve been in since that time. It’d repeatedly been a door-opening differentiator. Thanks Randall, your advice that day was the most valuable thing a boss / co-worker / peer ever gave me.

What about “Business is Personal”?

I didn’t say there could only be one lifelong career lesson. “Business is Personal” is a business foundation, while Randall’s advice became a personal mindset & perspective.

The seeds of “Business is Personal” grew out of watching my photographer clients about 20 years ago. The level of personal touch that these folks maintained in their business was something much different than I’d ever seen. They thought about their relationship with their clients very deeply and used it to not only improve sales, but to create clients who stuck with them through each of the seasons of life.

In true “when the student is ready, the teacher will appear” fashion, my business life turned a corner thanks to these folks. I suddenly saw every business through a different lens.

As an employer and business owner, “Business is Personal” took on a litany of nuances, year after year. It became the foundation of my consulting and writing because it has a broad application and touches so many parts of the business. It not only became a foundation for running a business, but it’s also a filter for businesses that I’ll do business with.

Ripples

Some non-traditional (for me) work eventually exposed “Business is Personal” as a nuanced connection between businesses, their employees, and the local community. Acquiring, caring for and retaining clients stabilized and helped grow those businesses and make them more resilient.

That stability ripples across families, schools, and quality of life in a community, impacting job creation and retention, crime, local funding, tourism, etc. Yes, it’s Economics 101.

That said, when explaining the “obligation” to get better at sales, customer service and marketing to a business owner as a means of impacting quality of life in their community, rather than “just a way to make more” – the big picture jumps out at them.

I’m curious what your core career lessons are. Have you thought about it? Have you thanked those who first instilled them in you?

Unmet needs

A small group I belong to was recently asked by a member of the group to identify some “unmet needs”. The context was “any business” and his question related to a course on self-reliance that he and his wife are participating in. This friend and another in the group are in the fitness and weight loss industry.

My suggestion for him was the lack of effort most gyms make to get (and keep) members engaged and training at their gym. Most gyms scan a barcode membership card or have some sort of sign in process.

Despite this, if you don’t show up on the normal days you’ve showed up in the past, you’ll hear nothing from them. If you don’t show up for two weeks, you’ll hear nothing from them. If you don’t show up for three months, you’ll hear nothing from them. As long as you keep paying the bill, that is. So that was an example of an unmet need for his course.

To be sure, self-motivation is a lot of this, but a short text or email to say “Hey, are you still alive? We haven’t seen you in three months” might be the kick in the tail feathers that they need. Or maybe life has been hectic and they need a little push to get back in the habit. Regardless of the reason, none of this happens in most gyms.

So that prompted more thought on the subject, which is why we’re discussing unmet needs today. There are at least three kinds of unmet needs:

  • Those you know of and haven’t satisfied
  • Those you know of and refuse to address
  • Those you don’t know about

Unmet needs that you know of and don’t satisfy

Using the context of the gym, what does your gym to do set itself apart from the others? Does it miss you when you don’t show up for an unusually long time? If you’re a persistent daily user, does it miss you when you miss a single day?

These kinds of things don’t pertain solely to a gym. Does your oil change place miss you when you stop going there, or when you’re a month later than usual? Do they even notice? What about your dentist? Your dry cleaners? Your beer store?

These things aren’t limited to retail. They’re only limited by how much attention you’re paying to your customers. Are they “suddenly” spending twice as much or half as much as they have for the last five years? There’s a reason. Maybe it affects you, maybe it doesn’t.

Unmet needs hide in places like this.

Unmet needs that you refuse to address

Refusing to address certain needs is OK. Even when the need is there and legitimate, there may be any number of reasons why you’d want to avoid it. Maybe it’s none of your business, even though it’s in context with the products and services you provide to your clientele. Maybe this need is too costly to meet. Meeting it might require invading the privacy or “personal space” of your customers. Perhaps meeting this need might even annoy your customers, despite the fact that they know they need it.

Give yourself the latitude to say no, even if you’d rather say yes (to the income).

The ones you don’t know about

This one always reminds me of the famous Rumsfeld quote about unknown unknowns. In other words, there are things we don’t know that we don’t know about. Have you ever heard of the citric acid cycle? It’s also called the Krebs cycle. I suspect that for most people, it’s an unknown unknown. IE: It’s something we weren’t aware of the existence of, plus we don’t know anything about it now that we’ve been told it exists.

These are the things your customers will tell you if you listen closely. But… don’t wait until they tell you. Ask them. “Is there anything that we aren’t doing for you that you wish we would take care of?” Notice that I didn’t say “Is there anything we can sell you that you don’t already buy from us?” That’s a different question. It’s about you, mostly.

“Is there anything that we aren’t doing for you that you wish we would take care of?” is about them and their unmet needs – and probably unspoken ones at that. Ask questions that make it about them.

Photo by Joris_Louwes

What would they do to put you out of business?

When I asked “What would they do to put you out of business?“, you probably wondered who “they” are. “They” might be someone whose expertise in another market tells them yours is ripe for the taking. “They” might be a competitor you already have, or someone new to the market who doesn’t know any better. Remember when you didn’t know any better? You’re still here.

Who they are really doesn’t matter. What they do & why… that’s what matters. How would they price, market, sell, deliver, service, & communicate?

Pricing

You might expect that they’d come in with lower pricing. While it depends a good deal on your market, I wouldn’t be surprised to find them going higher and establishing a market segment above yours, leaving you with what remains.

The bitterness of poor quality remains long after the sweetness of low price is forgotten.” – Ben Franklin

Companies with plenty of margin can afford to spend more on marketing, delivery and service. If you were starting over today, would you price the same way, or differently? Why? Why not?

Marketing

Ultimately, marketing is about exchanging cash for a (hopefully predictable  and consistent) number of leads who turn into customers. If your marketing efforts spend $27.50 to get a lead, would you rather your leads turn into customers who spend $2750 or $27500 over their lifetime as your customer?

Thinking back to what you do now, can you make that choice? Can a new entrant to your market? (and if so, again… can you make that choice?)

Looking at it a different way…. If your new competitor can afford to pay two or three or ten times what you can afford for leads, who will likely end up with more leads and more ability to choose select the best leads?

If you were starting over, how would you market differently? Would you choose a different customer to focus on?

Selling

Thinking about how you and your market peers sell now, how would an upstart in your market do it differently… and better? What steps would they add, subtract, or embellish? Would they listen more and talk less? Would they speak of the needs, wants, concerns and worries of their prospects? Would they parrot features and speak in bullet points, while lamenting about the need to meet their quota?

If you were starting over, would you sell differently? How so? If not, why not?

Delivery

Do you deliver and/or deploy for your customers today? What would a noob to your market do? Would they prepare differently? Tool up differently? Deploy differently? Train the customer’s team differently, more, or less? Would they follow up more or differently than they do now after delivery and deployment is complete? What would someone do differently than you if they come from a high attention to details market?

If you were starting over, how would delivery and deployment look?

Service

Almost everyone brags about their service. It’s rarely as good, unique or unusual as they think. People talk about under-commit and over-deliver, but finding it in the wild is rare. Your service rarely feels like you’d want it to feel if you were in that client’s situation.

If you were starting over, how would your client’s service experience look and feel?

Communication

Through every step of sales, marketing, delivery and service, there are opportunities to set expectations and over-communicate. There are opportunities every day to take away the doubt, lack of clarity, wonder about what’s going to happen next. There are opportunities to pick up the phone instead of sending an email, or to drop by instead of picking up the phone.

If you were starting over, how would you communicate?

What would “they” do?

They’d do what you refuse to do. What you’re afraid to do or haven’t thought of. They’ll do what you don’t feel like doing or don’t think is necessary. They’d do what turns customers into clients who wouldn’t dream of going anywhere else.

More than likely, you know what these things are. Knowing isn’t enough. Answers are easy to come by. Execution of it is another thing entirely.

Will you wait until the new kid on the block forces you to mimic their behavior, or will your behavior set the bar so high that no one will dare enter your market? All those things you’d do if you were starting over can be started when you decide to do them.

The choice is yours.

Photo by MDGovpics

Discarding clients & the math of job security

How often are you discarding clients? When fussy, needy, and/or high-maintenance clients complain repeatedly, there’s significant temptation to simply toss them out with the garbage. Some business owners build “filters” into their marketing designed to repel such clients.

When an existing client provokes thoughts of “Life’s too short to deal with this“, who fires them? How is the decision reached? Is the process documented? How is the decision communicated to the client and to your team?

Hammers, nails & curmudgeons

I asked some friends how they describe people they’d fire as clients. Their responses included unreasonable, unrealistic, frustrated, afraid, disgruntled, troublesome, pedantic, rebarbative, cranky pants, curmudgeon, etc.

Are you teaching your team that getting rid of imperfect clients is the only acceptable solution? Owners know there are situations that don’t merit dropping a client. Owners discard clients based on their experience. Does your team have that experience to back up their decisions? Take care that your team doesn’t use this tactic like a hammer while seeing every complaining customer as a nail.

It’s essential to be careful using “You’re fired!” as too-frequent use can damage your reputation. Businesses learn to detect bad apples and few are surprised when these clients get fired. Taken too far, your business can get a reputation for arrogance. People will think you discard clients the first time there’s an objection or even a question. You don’t want your reputation to be “At the first hint of a problem or even a question, they tell people to leave and not come back.” Some prospects will hear that and decide not to show up.

The math of discarding clients

Discarding clients sometimes feels as easy as pulling a splinter. The pain and aggravation fades quickly, making you wonder why you ever tolerated them. Even so, every choice to discard a client impacts your bottom line. While getting rid of high-maintenance “time vampires” will probably improve your bottom line, you have to be careful not to let your team believe that’s the only solution available. That’s where the math kicks in.

If your team gets rid of one customer a month, what does that mean to your bottom line? You likely know the typical customer’s lifetime customer value (LCV). Owners usually know how often the typical customer buys from them. They also typically know how much customers spend on average per transaction. Combined with the rate at which you are adding new customers, you can determine what an improper “firing” costs you and how long it takes to recover from it.

Uninformed profitability math

Employees don’t usually know the financial impact of discarding clients. When you explain the financials of your business to your team, it helps them understand why you think the way you do. Tools like “The Great Game of Business” (start with the book) help employees understand how the business works financially (free resources) vs. how they think it works.

Learning how the business works from a financial perspective encourages employees think more like owners. It can alter “I’m working my tail off for $15 an hour while the owner gets rich.” to something closer to reality. Even if the owner IS getting rich due in part to the risks they took & the investments they made, “uninformed profitability math” isn’t healthy. This “uninformed profitability math” rarely create behaviors that are positive for the business.

Many employees have never had the opportunity to see how their work (and how they work) impacts company financials. Meanwhile, business owners regularly complain how their people don’t think like owners. Part of that thought process is understanding the financial impact of events that occur in the business each day. Knowing that what your work does for the bottom line carries substantial value.

A “We’re having a good (or bad) month” message to employees is rarely accompanied by data explaining why. Understanding what good and bad month means affects the security a team member feels about their job. This impacts their confidence in their ability to provide for their family – and certainly affects job performance and attitude.

What does “we’re having a good/bad month” mean at your business? What message does it send to your team?

Photo by Shinichi Haramizu

Is it better to keep a customer or replace them?

“$29 per month… NEW CUSTOMERS ONLY!” Most of us have seen something like this and thought less than pleasant things about a vendor who hangs these new customer offers out in public where existing customers can see them. That bargain basement deal that’s not available to existing customers doesn’t make you feel good about your decade-long relationship with that business. The loyal customers who have stuck through good times and bad with that vendor – including their mistakes (which we all make).

The thought?

“Where’s my screaming deal?”

It isn’t that these deals are inherently bad. The mistake is putting them out there in front of everyone – including your current customers. If you can find a way to avoid showing the “loss leader for new customers only” offer to existing customers – avoid it. In some media, you can’t avoid it – so don’t use that kind of offer there. It ticks off your loyal customers. Every. Single. Time. Your customer service team gets to take flak about this each time you run these promotions.

Meanwhile, a lack of communication to existing customers plants the thought in customers’ minds that their vendors take them for granted. We know you’re thinking of us when you outsource customer service to Jupiter to save $1.29 per hour, or when you discuss how to shrink receivables. What sort of effort do you invest to retain existing customers?

If you have convinced your customers that you aren’t thinking about them & that you’re more concerned about getting new customers – why should they feel differently about you? You’re advertising for new clients everywhere. While those ads are out there chasing down more new customers to fill the leaky customer bucket, are your long-time loyal customers (and the rest of your customers) being ignored?

All the single ladies

Look at it this way: If you’re someone’s steady “significant other” and they are constantly out chasing down new “others”, most of you wouldn’t take that so well.

Why should your customers feel any different when they aren’t being wooed, cared for, thanked, communicated with, or given any special attention? They only seem to get attention when they call to report (or complain) about a service, delivery, or product failure. Once the initial sale is concluded, is the only time you connect with your clients when they contact you, or something has broken or otherwise gone wrong?

“That’s what everyone else does.”

You might be thinking “That’s what everyone else does. Why should I behave differently?

You are, or have been, a customer of car dealers, cable companies, dry cleaners, restaurants, various repair shops, handyman services, plumbers, sewage tank pumpers, electricians, hair salons, clothing stores, hardware stores, quick lube shops, etc. Almost all of them are advertising for new customers this week. How many of them are ALSO communicating with you to keep you, to bring you back, to make you feel good about being a customer, and/or encourage you to refer them to someone you respect and/or care about?

Very few.

They’ll likely continue appearing to take you for granted for weeks, months, or years – all while chasing new customers, all while grumbling about churn as they slowly lose customers to someone else’s $29 new customer offer. Don’t be that business.

Doing only one of these (looking for new, caring for existing) is not sustainable. Yes, I know it’s more work to do both. Most places need to get new customers, but most of those same places spend a lot more money & effort to get a new customer than they do to keep and care for an existing customer. Doing both means making an effort to protect the asset you paid for – yes, customers are an asset. Perhaps not in accounting terms, but in the real world where customers don’t grow on trees, we’d all rather have more long-time customers and others begging to do business with us.

Don’t spend $12 to get a customer this month, only to ignore them hereafter and hope they stick around, and then go spend $12 to get another one. That assumes you know how much it costs to get a customer (and it’s always more than you think).

Recycling customers is expensive.

Take better care of your existing clientele. Well cared for clients tend to buy more, buy more often, & for a longer period of time. They refer their friends & colleagues because they finally found someone who gets it. Be that someone.

Photo by martin.mutch

Where is the friction in your business?

What do you repeatedly force your clients to do that they simply shouldn’t have to do? Put another way, how does your business frustrate your clients? When dealing with your business, what drives them crazy?

What’s friction?

Can’t open the package without a Jedi sword? Can’t read your boarding pass printed in that microscopic font? Have to do this and this and this and that to buy or pickup a purchase, only to have to start over again? Can’t find out when something will be delivered? Have an appointment window that stretches from sunrise to sundown? Press one because your call is important to us and will be answered by the next available agent?

Yes, those kinds of things. They aren’t the sole domain of the cable company or that big company that’s easy to despise. Small businesses do these things as well, so we have to be vigilant and chase these things out of the building.

Sometimes these things are simple and inexpensive to fix, yet failing to address them creates a point of aggravation between you and your customers. These points of aggravation are often the tiniest of things. Like a grain of sand in your shoe, they could be the start of something much worse if allowed to fester.

Should it fester, you may lose a customer. Losing even one customer to one of these little things will transform that friction-creating “little thing” from inexpensive to very expensive. Remember, losing a customer usually isn’t losing a single sale – it’s losing all future sales from that customer. Friction is expensive.

How do I find these aggravating things?

Ask.

But what to ask? No matter who you’re talking to, poke around in their experiences with you regarding installation, deployment, service, customization, billing, paperwork, repairs, upgrades, financing, returns, shipping, etc. Ask questions about these things using different terms. Repeat yourself until you get the details you need. Using different terms in your questions will provoke different reactions and prod different memories from your customers.

Ask your best customers.

They’re the ones you’d hate to lose. The ones you know by name when they walk in the door. The ones whose names are familiar to your bookkeeper – and not because they don’t pay their bills. They’ll tell you different things than your newest customers, but that’s OK. There isn’t one frustration that fits everyone. Your business has many components. If you sell a number of products and services, you’ll need to ask the best customers of each. You’ll likely get different answers for each product and service.

Ask your newest customers.

Because everything is new, they’re quite likely to be more sensitive to oddities and more observant about every little thing your company does. Listen carefully to these folks. They may mention things that you’re vested in. You might get defensive. Fight that urge. There may be a perfectly valid reason for doing whatever it is. Brainstorm with the customer how you could accomplish this result in some other way.

Ask lost customers.

Did you lose a customer to another vendor? Give them a call, or see if they’ll set a time to visit in person. Make sure they understand that you aren’t there to sell them, but instead, you want to know what went wrong. What could you have done better? How did you frustrate or annoy them? This lost customer probably isn’t alone. Follow up with them once you’ve addressed the things they mentioned. A handwritten card thanking them and briefly describing what you’ve done to correct these things will both thank them and tempt them.

Preventing the growth of friction

Bear in mind that these things aren’t often created intentionally. Most of the time, “they just happen” and we miss them long enough that they become systemic. Once they become systemic, they seem normal and we have to battle a little harder to identify and evict them from how we do things.

Create a culture of ownership for finding and fixing these things. When your team has the permission to fix these things on the spot and bring the situation to your next process improvement discussion (ie: lunch), fixes don’t have to wait. Set boundaries as needed, but be careful to encourage improvement without waiting for seven signatures and a wax seal.

Photo by theilr

Personas – Like building Mr. Potato Head

The process of analyzing & building customer personas is not too much different from the process of selecting & placing body parts while creating your newest version of Mr. Potato Head. You must identify each persona, then build it out by figuring out what “parts” make each one unique. Of course, there will be aspects of some personas that are shared.

Who are your personas?

The first step to working on your personas is to identify them. For me, a mental walk-through of the business processes of a business tends to produce a fairly complete list.

Once I’ve worked through that process, I’ll assign them role-based names (such as junior astronaut, senior astronaut, or launch manager). Next, I’ll discuss the roles with someone intimate to dealing with the clientele in question. Sometimes you can talk to one person and get a good assessment of your persona list.

Discuss your persona list with front office / sales people, service / field techs / deployment teams, admins and managers at each level. When creating a list of personas, don’t assume that you know them all simply because you run the place.

Getting feedback from staffers who talk to / email with these folks on a daily basis is critical to proper identification of each persona. Your front line people in each area work with these folks every day. Their familiarity will help you accurately describe, critique, and reflect on the qualities / properties of the personas you’ve built. Multiple viewpoints across your staff will fine tune the mental sculpture of them that you’re creating.

Putting the lips on each persona

Selecting the lips to stick onto your Mr. Potato Head is fairly simple. The work to break down the different traits, habits, wants, needs, communication requirements and other aspects of each persona your business works with isn’t.

It’ll pay off when you write emails, phone scripts, letters, forms, ads and other communications intended to optimize your interaction with each persona. Optimization is really about achieving a “message to market match”.

I should clarify the “… to market” part of this. Normally when I mention message to market match, I’m referring to the market of people who buy what you sell. From that high level perspective, your market could be “people who want to buy or sell a home“. Personas drill down on that.

When producing a list of personas from your market, we focus on market subgroups. A persona like “empty nester couples between 50 and 62 who are downsizing” is a good example – and is a good bit narrower than “people who want to buy or sell a home”.

The group of people on the list of folks who want to buy or sell a home include:

  • the aforementioned empty nesters
  • millennials
  • newlywed couples
  • 25-35 couples with kids looking for room to grow
  • single folks who want an ownership experience at a waterfront property without the need to deal with yard work
  • aging couples who want a single story place that will be suitable for keeping them out of a retirement home for 10 more years
  • vacation home buyers
  • rental real estate investors

… and so on. If real estate is your thing, you can probably add to that list without much effort.

Why are personas necessary?

You want to break your customer / prospect base down to this level of detail soso that you don’t communicate with each group using the same message. A real estate ad with a couple of 50+ aged people in the photo might not attract a couple with young kids who are looking for their first home. Likewise, the reverse could also be true. The imagery *and* the words matter. It’s tough to attract anyone when you use a message they doesn’t concern them.

When you do the work to identify what is unique to each of these personas, then you can more easily decide how to communicate with them (Instagram, Facebook ad, postcard, etc) AND what to say when you do.

Winning at this almost never looks like “I created one ad and it attracted everyone.” Creating the right conversation with the right group is more work. The reward is that conversations with better context produce better results. Further, fine tuning your message will reduce the amount of time you waste on people your business / products / services aren’t a good match for.

Finally, don’t forget to use your personas to refine messaging to existing clients.

Photo by beeep

Strategic responsibility: Client Care and Feeding

The custody, guardianship & defense of your clients is a strategic responsibility for anyone interested in customer retention. When you fail to provide timely, wise counsel to your clients, it creates risk. An aging example that has a very recent twist is Windows XP. The subject is only an example, as the lesson applies to all businesses.

In 2001, the beta of Windows XP was released. I installed it on my laptop before going to a trade show in Mobile. I walked back into the booth as my sales team finished a demo of our product (a back office management system for studio photographers). The prospect was tech savvy and he had visited our biggest competitor’s booth before stopping to see us. As I arrived at the booth, the sales team had this “we’ve got trouble” look on their faces.

As I arrive, the prospect turns to me and says “I have XP beta on my laptop. When I tried your competitor’s software on my laptop over there (pointing at their booth) and it died an ugly death. Will your software run on XP when it’s released?”

XP’s moment of truth

I turned and said “No”, pausing long enough for him to start to enjoy my answer, then finished my sentence… “The demo you watched is running on XP beta. It doesn’t look like XP because I’ve disabled the XP UI. Since most people haven’t seen it, I didn’t want to distract the sales process with questions about the new UI features.

Fact is, I also hadn’t told the sales team because I wanted unvarnished feedback from them and from prospects.

I’ve always been a bleeding-edger when it comes to a new OS. I don’t install the new system everywhere, but I use them enough to assess a level of trust. In this case, I had been running an XP beta on my laptop for several months. I knew it’d be available between August and October, so when the June beta was publicly available, I hopped on it. I did most of my development and testing on it at the time because I wanted to be ready on XP launch day.

Launch day was strategically important to Windows. Many applications used by my (often bleeding-edge) clients were getting major updates for XP, including Photoshop (remember, the company’s clients were photographers). We had to demonstrate that we had their back by launching an XP-ready version the day XP became available.

That doesn’t mean that I use it 16 years later.

Client advocacy is strategic care and feeding

Back in 2012 or so, Microsoft finally provided a drop dead date for XP. 18 months in advance, the advocacy went in motion. XP was already old news, but many clients still used it. On April 8th 2014, Microsoft said they would stop issuing patches and security fixes for XP, so it was time to move on. The same situation was coming in the summer of 2015 for Windows Server 2003. Both systems were a bit behind in the OS security world and had been left behind by most software developers.

Users feel differently. They’re comfortable. They aren’t fans of things that, to the naked eye, look like change for the sake of change. To this day, you can find XP running ATMs, kiosks, announcement boards, etc. The advocacy to convince people to upgrade from XP had to happen. Some vendors forced their clients to upgrade by refusing to provide installers that worked on XP and Server 2003 (this was the strategy I selected, coupled with almost two years of advocacy).

Some vendors let their clients decide. Last week, many of their clients learned a painful lesson when the “WannaCry?” ransomware disabled (so far) over 230,000 computers in businesses and hospitals world-wide. WannaCry was effective only because the affected systems hadn’t been updated. Did IT-related businesses who have WannaCry victims as clients do enough to motivate them to perform the proper maintenance on their systems? Probably not.

Care and feeding is a strategic responsibility

The custody, guardianship & defense of your clients is a strategic responsibility. You were hired by your clients because of an established, known, and respected level of expertise in some area(s). You know more than your clients on those subjects and they should expect you to be a mentor and advocate for them. Leverage your expertise and strengths to help them protect themselves.
Photo by kyz

Sidewalks, groundhogs and accounting

A couple weeks ago, Puxatawney Phil saw his shadow. As the legend goes, this indicated that we’d have six more weeks of winter. Given the kind of winter we’ve had so far, I expect more shoveling before April and May get here. Yet we’re not here to discuss the weather, at least not specifically. As I’ve roamed Montana this winter, I’ve noticed a pattern that struck me and made me a bit curious. Is the condition of the sidewalk and parking lot in front of a business an indicator of how things are being run inside the building?

Have you have heard the theory that the condition of someone’s car is a reflection of their home and/or their life? You may have heard the same about someone with a messy desk. Whether it’s true or not, it’s an interesting parallel to the pattern that I referred to earlier. The pattern is that businesses that I know to be well-run, well-executed “tight ships” always seem to have parking lots that are cleaned up quickly after it snows – and the sidewalks in front of them in almost every case is routinely spotless, salted and kept free of ice.

I don’t have internal knowledge of all the businesses in this pattern – ie: the ones who fit and the ones who don’t, but it’s quite accurate among the ones that I have internal operations knowledge of.

Broken windows

Years ago, there was a book about crime called Broken Windows, which was based on an often argued theory that doing things like immediately fixing broken windows and removing graffiti soon as it appears sends a message to the community that the area is cared for and monitored, so the criminal element goes elsewhere. New York City applied this during its well-known (and successful) battle to reduce crime over the last couple of decades.

Crime is a complex thing when you’re looking at a large urban area. First impressions, however, are not. When you arrive at a business and notice broken windows, dirty bathrooms, dirty floors, messy work areas, a sketchy parking lot, etc – it’s difficult not to wonder how things are going in the back room. How well is that business run? What sort of initial and ongoing training to the employees receive? Are their books a mess? You may not care about how under control their accounting is, but if they can’t seem to do a good job of recording your payments, you’ll start caring.

All of these things can be indicators of bigger, deeper or widespread problems. You can’t necessarily assume – everyone has bad days or makes a mistake now and then. It’s tough to keep up with the snow when you get 48″ of snow in three days.

Why does it matter?

How businesses deal with these things tends to be an incredibly accurate indicator of what’s going on elsewhere in the company. Some have well-thought out plans for what happens on days when roads are all but impassible. For some, it doesn’t matter. For those who you need to go to the hospital, I’ll bet you’ll want them to have a snow “disaster plan” that makes sure the hospital is staffed regardless of the intensity of the weather.

You can see similar things when working with employees. It’s crystal clear which businesses invest in their staff and which ones leave them to learn by the seat of their pants. While experiential learning is often a good thing, training and reinforcement gives everyone the same foundation, and sets minimum standards within a company. Without those things, the customer-facing experience and work quality can differ substantially – the last thing you want.

Why is that important? Consistent experience is everything. People don’t want to worry about which version of your business they’re going to experience today. Why else would someone repeatedly visit the same franchise restaurant as they travel the country? They know they will have a consistent experience. They know how long it will take, what it will cost and what the food will be like – regardless of the class of fare that restaurant serves.

A consistent experience is critically important to customers. The expectation (and history) of a known-to-be-consistent experience is frequently the deciding factor when “all else is equal”, even when it isn’t.

Keeping that in mind – What kinds of signals does your business send?