June 29th, 2010

Using the Model

The principle behind using the model is that you identify and choose 1-3 key issues or opportunities that would improve the total customer experience across each phase of the model. This approach would generate a list of 8-24 opportunities that you could work on that would improve upon the existing total customer experience.

Here are some examples of how we used the model at HP.

1)      We used the model to improve our understanding of how customers used our LaserJet printers in emerging markets. We learned that many customers buy lower end products and used them like higher performance products in high dust/dirty environments. These combination of factors lead to increased product failures and some customer dissatisfaction. By better understanding this, we could improve the way we developed products for emerging markets. Perhaps by offering a different product platform or attaching dust/HEPA filter to printers sold there.

2)      We also used the model to create printer-based MFPs that would deliver a better total customer experience than existing copiers coming from established companies like Xerox or Oce. HP wanted to enter this market, but we wanted to build a better mousetrap and have a more differentiated product. We looked at specific things we could improve on our product line that enhanced our existing customer experience as well as what was being done by our competition. As a result, we made changes in our product designs, usability, and messaging. Our changes worked and we achieved #1 market share in the IDC S4 monochrome speed segment. For example, when Xerox tried to emulate we were doing I was able to show how HP’s total customer experience was better in performance, installing, and using the product.

TCE reports help us understand quantitatively how hp and our competitors perform and compare at each of the lifecycle stages and touch points.  Areas for improvement were identified and projects initiated to close the gaps.

The way to use the model would be to decide how to improve or maintain customer experiences for a product in each of the 8 areas of the ACOILUSD model. It might look something like this.

Click to Enlarge

It is important to make an additional comment about B2C vs. B2B TCE models. They are virtually the same with one exception. Often times for consumer products, “USE”is broken into less than 30 days and more than 30 days. Here is the reason. If a consumer has a dissatisfying experience, he is likely to return the product to the retailer in the first 30 days rather than try to solve the problem. Therefore, companies must do everything that can to help a customer achieve a great customer experience in those crucial first 30 days. If a product breaks or the customer cannot use the product, it is highly likely he will return it and buy something else in those first 30 days.

The TCE model is also very steep in buyer psychology and behavior. The goal of any customer experience system should move buyers from emotional disloyalty (I hate it) and rational dissatisfaction (nothing special) to rational satisfaction (this works very well) and emotional loyalty (I can’t live without it). Properly done, it moves behaviors of loathing and functional to enjoyable and almost a Zen-like level of satisfaction. Wouldn’t that be a great place to be with your customers?

How do you measure success? In terms of measuring the results from improving customer experience, I propose three methodologies. The first is to actually compare your company’s TCE to the competition for the 8 segments of the wheel.  If your company’s experience is best in class in 6 of the 8 categories, chances are you are doing a great job. Other methods of measuring include looking at brand preference, especially if brand preference is significantly lower than brand awareness. If brand awareness is high and preference is lower, chances are something is happening in the sales process that needs to be looked at. It could be a variety of things – pricing, channel switching, not enough product differentiation, etc. In addition, I have found that the state of the TCE can also be a very big contributor. Finally, look at your company’s Net Promoter score. This is probably one of the best measures and can be used as a reliable and important measure of TCE success or failure.

Companies that don’t feel comfortable driving this process on their own can employ a third party to company to help them  with elements of their total customer experience. Companies like Frog Design and Touch360 are examples of firms that can help move a company down the road of improving their TCE.

In conclusion, total customer experience (TCE) is a powerful tool that can improve customer satisfaction, loyalty, and provide meaningful competitive differentiation for your company and its products. It is a significant commitment in both time and money and spans across many functional areas within a company – marketing, sales, channels, operations, product development, etc. At the same time, TCE initiatives are also a great way to engage the overall company in programs and activities that are extremely customer-centric and focused.

Please share your stories of total customer experience on this blog by replying to this post!

Additional Resources:

http://www.1000ventures.com/business_guide/crosscuttings/customer_retention.html

http://wehner.tamu.edu/mktg/faculty/berry/articles/Managing_the_Total_Customer_Experience.pdf

http://jobfunctions.bnet.com/abstract.aspx?docid=149049

http://www.ibj.ca/view_article.asp?intArticle_ID=299

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Posted By Vince Ferraro

June 20th, 2010

Overview

I want to devote this blog post to building and using a customer experience models as part of your overall marketing mix. If you have a new or mature business, developing and delivering great customer experiences can be one of the most important ways to create sustainable, differentiated competitive advantage for your company and products. Think about it, if you have a product line where performance and price are roughly comparable to other market share players, what levers are left that are going to truly propel you to a differentiated market position? I believe there are two key things companies can do beyond executing their core business and marketing strategy. First, build exceptional customer experiences and second, drive more customer-appreciated innovation.

Why do we, as marketers, care about all of this? The economics of customer retention and defection and its impact on profitability are very high. According to research I read, the cost of acquiring new customers costs 5X more than retaining and satisfying existing customers. Average satisfied customers tell 5 others. Very satisfied customers are 6X times more likely to repurchase your products and pay higher prices. On the other hand, consider the economics of dissatisfied customers.  On average, companies loose 10-15% of their customers annually. As a result, average unhappy customers tell 9 others and 91% of them will never buy your products again. Finally, loyal customers are not as price sensitive and research has shown a 5% increase in retention can lead to a 25-80% boost in profits!

Although, HP did not develop it, I believe the ACOILUSD total customer experience framework is one of the most valuable models out there that can help a company document existing and improve future customer experiences. In fact it is so important to HP, that they actually have a patent on the process that uses it. Interesting … don’t you think?

The ACOILUSD model of total customer experiences is a fairly straight forward approach. This model proposes that there are 8 stages of a buyer’s customer experience, which are touch points to a buyer’s entire evaluating, buying and usage cycle. If company’s can improve their products’ total customer experience at strategic touch points, the theory is that brand equity, preference, market share, and product satisfaction/loyalty will increase. These enhancements will ultimately drive more revenues and enhanced profitability. My experience with the model would validate this claim. I will talk more about specific examples in a minute.

Here is the model:

8 Phases of the ACOILUSD TCE Lifecycle

The model simply breaks down a product’s evaluation, purchase, and use lifecycle into 8 discreet components.

The idea being that customers touch a company (and their products) at each phase of the lifecycle wheel and (as a vendor) we should strive to enhance our TCE delivery in each phase. Also, the phases are interconnected and work together to build the overall customer experience.  Therefore, the experience in one phase, can affect the experience in other phases.

The Model

Below are summarized descriptions of each segment of the TCE lifecycle wheel with some examples of what is contained in each one

Aware – What customers hear and read about the brand is the way they become aware of us.  It’s the first opportunity we have to make a genuine, personal connection with customers – to show that we are people dealing with people that care – not a corporation dealing with an impersonal set of customers.

Choose – Once customers know about our products and services, they decide whether or not to choose the brand to meet their needs.  Well-made, dependable products that can be adapted to future needs are one reason customers choose your company’s products. Customers rely on us to help them find a solution that’s right for them.

Order – We inevitably touch customers when they order our products—whether it’s through our Web site, at a retail outlet or over the phone. Ordering is often where customers find out how genuinely friendly, approachable, and easy to do business with we really are.

Install – Quick and easy installation can be facilitated by solid reliability and quality that is built into everything we do. This component can also be applied to opening the box and assembling the product for first use. This is often referred to as the “out of box experience” or OOBE. A very helpful and informative presentation on the topic can be found here.

Learn – Everything from the clarity of our printed instructions to the effectiveness of our training courses impact the learning segment of the customer experience.  Learning is an especially important way to show that we are inspired – passionate about helping people achieve their goals and enabling smarter ways of working and living.

Use – The ability of your company’s technology to perform as it should and deliver what the customer needs every day demonstrates that we are dedicated to making things better for our customers, and results from applying intelligence, innovation, and inventiveness.

Support – Support is a key touch point for retaining trust, demonstrating that we are best at partnering with customers and industry leaders, and treating customers with care and respect whether their support is web-based,  call center, or on-site.

Dispose/Upgrade – Environment-friendly disposal is just one way we make things better for our customers, and upgrades at the right time and right price help people to continue to achieve their goals. Think green programs, recycling, and sustainability initiatives.

Relationship: The relationship phase reminds us about the personal connection we need to make with our customers.  Whether the relationship is directly with your customers or indirect through partners, resellers, and/or retailers – we want all our customers to feel that the company cares about them and treats them well.

In Part 2,  I will write  about how to use and apply this model in your company’s overall strategy and how to analyze results from the efforts.

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Posted By Vince Ferraro

June 2nd, 2010

Competitive Differentiation – Does Your Product Strategy Have a Halo?

What do Mercedes-Benz, Hewlett-Packard, Virgin Air, and Sony all have in common?

They all develop and launch halo products as a way to differentiate their brands and products from the competition.

What Are Halo Products?

Halo products are specially developed products that feature advanced technology, capability, and are usually produced in limited quantities – typically for consumer markets and customers. Often times, they are used in a product portfolio to showcase market-leading technology, advanced industrial design, enhanced customer experience, or new, advanced capability that is meant to promote the product and brand leadership of the company. They are called “halo” products because the concept is that the “halo” or “aura” of this type of product leadership will convey to the rest of the product line – the product line you are most likely going to buy. In other words, the halo effect is one where the perceived positive features of a particular item extend to a broader brand. Typically, these halo products are very high priced, relative to the rest of the company’s product portfolio.

Examples of halo products include the following:

Mercedes-Benz SLR McLaren

HP TouchSmart Inkjet Printer

Virgin Galactic Suborbital Flights

Sony Aibo Robot

There are some companies that try to launch all of their products as halo products. Examples that come to mind are Apple, Trump Hotels, and exotic car brands like Ferrari and Lamborghini.

What Can Halo Products Do for a Company?

For many companies, halo products provide a number of benefits. First, they are products that are so interesting and futuristic; they can generate a lot of positive press and PR. Of course the benefits here are obvious for a company. Second, they showcase technology and capabilities that, while not readily available, may eventually migrate down to the rest of a product portfolio over time as the technology becomes less expensive and more mature. Halo products can also convey exclusivity and status. For example, all my friends may drive a Mercedes SL Series but I have a Mercedes-Benz SLR McLaren.  Meaning … I have something special and different than everyone else. Finally, halo products may drive more consumer awareness and preference for your brand. The idea being if you read about or see the halo product (and you like what you see), you are more likely to buy a product from the rest of the company’s product line up.

Should Your Company Launch a Halo Product?

Perhaps it should. Halo products require resources – development, operations, marketing, etc. and funding to create and deploy. Also, a company has to have access to advanced technology, design, performance, etc. to build products that people are going to be interested in and can generate a halo effect. It should be tied to real customer needs and a relevant customer experience. A halo product strategy can be a very beneficial approach for a company, especially when combined with aggressive PR and strategic messaging. For companies that strive to be a premium brand in their industry and want to be seen as a technology leader, a carefully crafted halo strategy can be indispensible in conveying that premium brand image.

There are less expensive ways to create halo products for less money. For example, at HP, our team in Middle East created a gold plated LaserJet printer to celebrate a twenty anniversary for the business. Another example is the use of a limited edition product strategy to deliver a halo-like product. The only barrier here is your imagination and creativity.

Do you have examples of halo products you have seen or created? If so, I would like to hear from you! Please post your comments to my blog.

Additional Resources:

HP Halo Products

Definition of Halo Effect

Creating the Brand Halo Effect

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Posted By Vince Ferraro

April 30th, 2010

Is Pricing Your Friend or Foe (Part 2)?

In the last blog entry, we examined the roles of commodity vs. differentiated products, elasticity of demand, and relative market share play in pricing strategy. Now I would like to look at three more areas – your sustainable price premium, the use of product configurations, and participating in relevant price bands.

Your Sustainable Price Premium

Your ability to use pricing to your advantage is tied to what people are ultimately going to pay for your products. If you are highly differentiated, have a premium brand, deliver a great product, customer experience, etc., you should be able to charge a price premium for your products. The opposite is true as well. Technology examples of premium priced products include HP printers, Apple PCs, and Intel chips. Now let’s look the opposite situation. You can’t charge a price premium. In fact, you may even have to discount your products relative to average market prices. Can Kia charge as much a Toyota? Can Budweiser charge as much as Heineken? Can Lexmark charge more than HP? Even in the best situations, charging more than 10-20% higher than your nearest competitors (as a share leader and/or premium brand) is extremely difficult. There are notable exceptions. If you are a market niche player or luxury product with extreme product differentiation, and control distribution you may be able to sustain more substantial price premiums. Examples include Bose, Louie Vuitton, and exotic cars like Maserati and Ferrari.

The Use of Product Configurations

As a supplier of a product or service, your goal is to get the highest price per unit the customer is willing to pay. In technology marketing, products with attractive low base prices and options (multiple configurations) that contain additional features and accessories bundled together are typically used. The option prices are set up so that the sum of the parts of the bundle are less expensive to buy than buying them individually or are otherwise unobtainable features (if you don’t buy it in a bundle you can’t upgrade your product later for that feature).

See these two examples:  

Apple’s iPad Pricing

HP’s M4345 Multi-Function Product Pricing

It is an art to decide what features should be included in the base product vs. the options. Customer-centered marketing insights will lead you to the right answer. But the net goal is to have attractive, entry-level price points on the base products then build such an attractive portfolio of options that people, based on their needs, will more than likely purchase a more expensive option.  In addition to this product/pricing approach, there need to be compelling up-sell and sell across marketing communication, tools, and promotions to wring out these higher average selling prices.

Participating in Relevant Price Bands

Based on the above, you should be able to triangulate on your pricing, relative to industry averages and nearest competitors. It is helpful to calculate average selling prices or revenue per unit and compare your performance to that of the competition. Many third party companies track this data (like IDC or GfK for printers and PCs). Equally important is the concept of price bands.

 As a company, you ideally want to sell products at all relevant market price bands (or customer- appreciated price points) – whether they are higher or lower. Why? As mentioned earlier, participating in more price bands opens up broader market access. Over time as a product category matures, lower price bands grow faster than higher price bands and there is a mix shift to lower price bands. This follows the trend of classic technology productlife cycles. This becomes important when you are managing your market share. For example, let’s say 50% of your market is priced over $300 per unit and 50% if your market is below $300 per unit. You don’t currently play in the less than $300 market because it is less profitable, cheapens your brand, etc. Let’s say you have 50% market share in that >$300 market.  That would give you 25% market share in the total market (50% x 50%). Let’s assume you are gaining one share point of market share every year in the >$300 market and the <$300 market is growing 2X faster than the >$300 market. In this scenario, even if you gain market share in your traditional segments of the market, you are losing market share in the overall market. That may or may not be OK, depending on your business strategy. If you are the market share leader for the price bands you participate in as well as the overall market, chances are you will want to hold on to your share and keep prices as high as possible. But as new price (probably lower) price bands emerge, you will need to decide how to respond to them. There are ways to respond (but that will be another blog entry).

Equally important to this conversation is to develop the appropriate tracking mechanisms to measure and respond to your industry’s unique pricing dynamics. Appropriate measures can include revenue share, unit share, price premiums vs. average selling prices, market leadership indicators, brand metrics, and coverage of market price points and bands. Looking at these factors and carefully considering your pricing approach will yield better decisions and help you make marketing a more strategic, value-added function.

Often times, companies will make broad statements – that they would like to grow revenues, profits, and market share – all at the same time. Unless you are starting from nothing, this is almost impossible. At best, only two out of the three variables in play can be optimized. You need to make sure you wisely chose the best ones for your business.

So is pricing your friend or foe? It is you friend if it helps you grow revenues, has neutral or positive effect on market share, and helps you manage your overall profitability to goals. It is your foe if pricing decisions drag down your revenues, gross margins, profits, and market prices. While there are no easy answers to pricing decisions, a framework like this will greatly increase your odds that you are making excellent pricing decisions.

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Posted By Vince Ferraro

April 23rd, 2010

Is Pricing Your Friend or Foe (Part 1)?

Here is the scenario. It is the end of the quarter and your company is not making its numbers. With one month left in the quarter, your VP of Sales calls you up and pitches to you that the quickest way to recover sales is to cut the price of your most popular selling unit. Why not? After all of all, of the available marketing P’s, pricing is certainly the easiest lever to pull when time is short. Sure you can manipulate the other elements of the marketing mix – product, promotion, distribution, etc. But successful implementation of all of these other marketing levers takes time. No wonder many companies spend more time driving pricing decisions than all of the other elements of marketing mix combined.

While pricing is certainly a powerful motivator of demand, it is not always a good predictor of success. In order to successfully execute the pricing lever, there are a number of factors that need to be considered. I am not talking about specific pricing strategies, but factors to consider as you deploy your chosen pricing strategy.

Commodity or Differentiated Product

If you are selling commodities (say a bushel of corn), your ability to differentiate your pricing is severely limited. Typically, commodities will differentiate their prices based on grade or scarcity. For example, let’s look at food products. If you sell eggs, you can differentiate your prices based on grade and size or some other differentiating factor (free range, organic). If you sell maple syrup, you differentiate on grades based on the color of the syrup (medium amber, dark amber) and perhaps where it was produced (i.e. Vermont). If you are not a commodity product, then presumably you are in a market that has a product with some ability to differentiate. It may be a lot or a little depending on the type of product or industry.

Elasticity of Demand

To borrow an economic phrase, if you cut the price and you can increase demand, presumably there is elasticity of demand. If you have a differentiated product, one assumes that some incremental demand will be realized with lower prices. What is important here is that the price change generates incremental revenues. If you cut prices by 10% and your demand goes up by 5%, you will see decreased revenues and profitability. Demand is rather inelastic. If you cut prices by 10% and volume goes up 15% demand is elastic. Growth and new categories often show more elasticity of demand than mature product categories.

The formula is PEoD = (% Change in Quantity Demanded)/(% Change in Price)

In mature product categories, growth is mature and the only way to drive incremental demand is to take market share from a competitor, which is difficult to do. Often times, marketers will try to work the margin, meaning holding the standard price constant and offering discounts or rebates for incremental demand. Bid deal (bid desk pricing) pricing follows this approach. This is easier said than done. Many companies cut price only to find that they cut revenues as well.

Relative Market Share

If you have a product with low market share, “buying” market share by aggressively lowering prices (vs. prevailing competition) is a successful strategy for growth. Dell did it in PCs, Samsung did it in printers, and AMD did it in microprocessors. It is a strategy that can work. You “buy” market share because it is all upside. If you are a legitimate brand and have 0% share and you price aggressively, it is likely you will get some share. You “pay” for it with aggressive pricing. On the other hand, if you have higher market share, your goal is to keep it. To keep it, you have to fend off aggressive competitors who want to take it from you. If you have relative market share of 3-5X the market share of your nearest competitor, you can bask in the fact that you have true market leadership and that responding to competitors’ aggressive pricing must be very specific and surgical. You don’t want to take market and street prices down and trash your revenues and profits just because an aggressive competitor is coming after you.  If you have less than 2X the market share of the nearest competitor or you are not the market share leader (less than 1X), a more aggressive pricing response may be needed to drive/sustain share. When looking at market share, it is important to look at both unit market share and revenue market share. Rarely are the two the same. Revenue share is often a measure of channel clout. If you sell to Best Buy – what would be the best position to be in as a vendor that sells to them?  25% unit share and 50% revenue share, 25% revenue share and 50% unit share, or 50% revenues and 50% share?

It is important to note that an aggressive competitor can create new (usually lower) price bands that will expand the market size. Depending on your pricing strategy you may or may not choose to participate in these price bands. For example, if the price range of a given product is $200-500, what is likely to happen if a respected company decides to compete with a decent product at $100? Two things will probably happen. First, the market will expand overall. Second, it is likely that some customers that bought a $200 product will be happy with the $100 product, so a mix shift in pricing (and share) will occur. This happened when PC manufactures introduced the net book as an alternative to the notebook PC. When Asus introduced a net book in 2007, it created a whole new product category. Notebooks became more affordable so global demand for portable PCs went up but product mix skewed more to lower price points as people who previously bought more expensive notebooks found their needs satisfied by net books. The same thing is going to happen with e-readers and next generation tablet PCs.

In Part 2, we will examine the roles that price premiums, product configurations, and price bands play in pricing and how pricing can be your friend or foe.

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Posted By Vince Ferraro