Continuing to focus on customer value creation should be said to be my unchanging principle, compared to 2024, people will face more unknown challenges, but also fall into anxiety and fear of the future, which will also be reflected in the behavior changes in daily life.
Therefore, how to truly understand customers, how to solve difficulties for customers, and deeply perceive the changes of customers, build and create products, services and scenarios that are suitable for customers, and give customers convenience, benefits and love. Use business to convey goodwill and be close to customers. These are particularly important for enterprises.
When talking about "customer value", we will encounter a challenge, that is, "customer value" is not easy to describe, which is why we often ignore it in our business.
In business, "customer value" is a core element. If there is a misconception of customer value across the company, all policies, products, and final market results will be greatly skewed.
01■
Clarify "customer value" with three groups of meetings
The basic level of business operation is made up of four elements: customer value, cost, scale and profitability.
When I'm with business managers, I always suggest that they can do one thing, have three sets of meetings in the company:
The first group had a meeting with the core management to answer what is the customer value created by our company?
The second group had a meeting with people who were doing product research and development, and asked them, what do you think is the company's customer value when doing product research and development?
The third group had a meeting with the sales staff and asked them how to introduce the customer value created by our company when doing marketing.
Why do we have these three group meetings? Because one of the mistakes we tend to make in our business is that the customer value delivered by the whole company is inconsistent.
The decision-making level believes that the core value of the company is this, and the understanding of the core value of R&D personnel when designing products is another.
I have done 300 companies in this survey, and the conclusions I got from the record are very terrible, and I will find that the customer value that has been busy for half a day has a very large deviation in the internal transmission, not to mention the consumer side. When this deviation is very large, the internal loss will be very large, and there will be big problems in management.
Many companies don't have meetings to discuss the value of the whole company, and almost all of them are management meetings. What exactly is analyzed in the monthly business analysis meeting? Most corporate meetings are held in management meetings, not management meetings. Therefore, I suggest that companies should start with these three meetings on customer value.
I've been to a lot of companies' monthly meetings, and I've talked to them about the market, the customers, and the value created. But what many companies discuss the most in meetings is:
1. Has the budget been completed?
2. What is the reason for not finishing?
3. What do you plan to do next month?
4. What is the reason for not being able to do it?
5. What is the reason why you can't open it again next month?
And so it went until December. This is actually attrition, and it does not help the business in any way.
These three groups of meetings should be held once a year. This meeting should make the whole company's perception of customer value consistent, if the customer value perception is not consistent, the loss of the enterprise will be very serious.
02■
"Customer value" is the code of conduct
We can't use a concept to describe customer value, it is not a concept, but a criterion, a strategic way of thinking, everything we do must be based on this, the core is customer-centric.
For example, when I was working in the company, I found out who had the biggest office and who was the second biggest? That's a criterion, and we don't use a customer-centric criterion.
The biggest thing in our office is the boss, the second is the executive, the third is the functional department, and the people who really do sales have small or no offices. The headquarters is beautifully built, and the cost must be reduced as soon as it arrives in the marketing department, which is not a customer-centric criterion.
When I was running a business myself, the first requirement was that the person who went to the market should give him the best standard of food, clothing, housing and transportation, and if he didn't give him basic care, he might not do his best to work for you.
Many people think that sharing, commission or daily incentives are the most important thing for him, but when you really do operations, you will find that the most important thing for him is to provide him with good working conditions, and then he will work hard, and then design a good distribution system to put it together, so that he does not have to worry about the results of the operation.
When we talk about customer value, we are talking about ideas. But I want you to make it a criterion, and only when you really make it a criterion can you understand what customer value is. Because a specific customer value is hard to describe, it's actually an experience.
So I hope you understand two things:
First, customer value is indescribable, and many times people want to make it clear, but it is difficult to explain it clearly.
Second, when we talk about customer value, it's a criterion. It's a fundamental value proposition to measure all your actions within the company, all the resources you have, all the solutions to problems.
03■
Take customer orientation as the criterion
to discuss customer value
When discussing with core management, R&D personnel, and sales personnel, it is necessary to return to this criterion.
For example, if our core management team really takes customer orientation as the criterion when talking about customer value, then our most important discussion is how to get the most out of the people who come into contact with customers.
But a lot of the discussions are trying to describe customer value, and that needs to be adjusted.
There are two topics that I talked about the most when I was in an internal core meeting:
First, change. What do we have to change?
Second, resources. What resources are we going to give to the frontline?
The purpose of discussing these two is to require that the core team must be customer-value-oriented.
What does the R&D level discuss when they meet? It is to constantly study the pain points of customers and what experience we can give customers. When it comes to the sales team, when discussing customer value, we should consider how to give the customer the best experience.
If you can discuss the core issues like this, you've done one of the best trainings. You will have a consistent principle of customer value and customer orientation.
The challenge in many of our areas is that we don't work that way, we don't stick to customer orientation. When we talk about customer orientation, we have to think back to the customer, what are the inputs, resources, assets, core competencies that we use, this is the topic that executives want to discuss.
Customer needs, preferences, etc. are topics to be discussed in R&D. Further down, what products and services we offer to customers is the topic of discussion for salespeople.
When you can discuss it like this, you understand the value of the customer, and the whole company can be customer-oriented.
On the other hand, we found that customer-oriented and customer-centric are not as easy as imagined, especially forming the guidelines of the whole company.
When we talk about business elements, it will be easy to say customer value and customer-centricity, but we should pay attention to the fact that this is a guideline, not a concept. You don't need to try to describe it clearly, because "customer value" is an experience that you may not be able to describe, but it has to become a company-wide work habit.
Deepening the industrial chain, aiming at the sinking market, large single product strategy, digital support, and franchise fission are the common characteristics of Wandian brands, and they are also the support behind the reason why these brands can become Wandian.
Many catering brands have a "dream of 10,000 stores" and have the ambition to make 10,000 stores, but such a scale cannot be achieved by relying on enthusiasm. Only by figuring out the "password" behind Wandian can we avoid confusion and have the opportunity to become a real "brand" of Wandian.
Based on this, catering O2O joined forces with 50+ brands of thousands of stores and industry experts to hold the 2024 China 10,000 Store Chain Conference in Wuhan, Central Plains on March 28-29 to discuss how to do a good job in franchising, how to expand franchise brands at a high speed, how to build the underlying logic of 10,000 store chains, and how to build supply chain and organizational strength?...
This conference is also held at the same time as the 20th Liangzhilong China Food Ingredients E-commerce Festival in 2024 and the Zhongtoumeng Franchise Exhibition, which is a very grand exhibition + summit + study tour to Wuhan, which is the beginning of the year to open the fog and understand the 2024 catering trend!
Catering O2O
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From March 30th to 31st, the catering O2O research camp walked into Wuhan and visited Zhou Heiya, Helensi, Fatty Shrimp Village, Grandpa Bu Tea, Erchang Soda, Evergreen Mai Xiangyuan, Biaotou Fried Skewers... Let's take a look at the new consumer power in Wuhan.
From March 28th to March 30th, 4 days, 3 exhibitions, 30+ summit events, and 400,000 catering people gathered in Wuhan, what are you still hesitating about?
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