1. Self-Determination Theory, as espoused by researchers Edward Deci and Richard Ryan, contends that people are motivated by deeper psychological needs for competence, autonomy, and relatedness. Clearly, making sure people know why their work matters is always the first step.
2. There will always be tasks people don’t want to do. But, there are ways to get people to do things they don’t want to do. There are better ways to motivate others, principally by designing conditions where people actuate themselves.
3. Instead, designing behavior by putting in the forethought to appropriately stage tasks, providing progress indicators, and finally, offering celebratory rewards under the right circumstances, are easy ways to motivate while maintaining a sense of autonomy.
4. The first reason you can’t just ask customers what they want is that they aren’t always attuned to what they really need. Steve Jobs famously said, “People don’t know what they want until you show it to them.”
5. Typically, it is easier for people to review and comment on something that is placed in front of them rather than asking to imagine something that doesn’t yet exist. This can mean anything from developing a fully functioning prototype to a clickable presentation, or even simple, hand-drawn “screens” to help customers get a sense of the experience.
6. Additionally, it is also difficult for customers to articulate what it is they want or need, especially if it relates to a topic that is not something they often think about. People have a tendency to use what they know, which is why user adoption for certain products may take longer to catch on than others.
7. The second danger in asking customers direct questions is the human desire to develop patterns and habits. Sigmund Freud called this phenomenon “repetition compulsion,” in that humans seek comfort in the familiar as well as a desire to return to an earlier known state of things.
8. These habits are sometimes formed over long periods of time, which makes trying to break or introduce new habits an extremely difficult and delicate process. During our user research phase, we try to avoid asking questions about potentially disrupting a customer’s current habit, instead asking questions that are related.
9. Rather than asking individuals to “imagine a new world” that would alter the current habits of their lives resulting in potential resistance, we are able to gain a better understanding of their natural tendencies, current mentalities and preferences, which results in more rich and insightful information.
10. The final risk is people’s overwhelming desire to be a part of something, to be well liked, and the need to please others.
11. Yes, you read that correctly. Sure, you need to keep your promises, but that's just the bare minimum. If you truly want to keep customers coming back, you need to wow them every time by offering them even more than they think is fair.
12. Your Customers Love Stories and Are More Open to Your Business Selling through Them
14.
Research about Social Psychology:
1. Customers Care More about Service Quality and Attitude than about Service Speed
2. researchers found that the #1 reason customers would abandon a brand was due to poor quality and rude customer service, which were cited 18% more often than “slow or untimely service.”
3. Good service trumps fast service every time, in both customer retention and satisfaction.
4. Customers Know What They (and Other Customers) Want; They’re also Willing to Help
5. User-lead innovations had an average revenue of $146 million dollars (in 5 years).
Internally generated innovations had an average revenue of $18 million (for the same span of time).
6. Customer surveys and analyzing customer feedback should be an integral part of your research.
7. Customers like Loyalty Programs… as Long as You Make Them Seem Easy
8. Customers like reward programs but are much more likely to participate if the business in question utilizes “artificial advancement.”
In a truly interesting look into human nature, people like being part of “gold” and “premium” reward groups… but only if there is a group of people below them.
9. Beginning a new task is a point where our brains often try to sabotage us, and additional research has shown that we are much more likely to complete a task if we feel like we’ve already taken the first few steps. This “artificial advancement” used on the second card was what made customers more likely to complete the card program to the end.
10. Last but not least, Nunes did a separate study on reward levels within customer loyalty programs and found that customers are even MORE loyal if they are labeled within a “gold club,” but only if there is another level below them.
11. Customers will embrace loyalty programs if you can make them feel like they aren’t a “new task” to perform, but a task that’s already begun. They also like being part of different levels and will strive to be in a “gold club”… but only if there are levels below them.
12. Creating Goodwill with Customers Doesn’t Take a Lot of Money
14. Quite an ROI for a simple can of Coca-Cola!
15. While the cost of the gifts/actions is quite small, the human mind simply cannot refuse the psychological construct of reciprocity.
16. Customers perceive the service as a genuine act of kindness rather than as you trying to buy their affection with costly gifts.
17. Customers Absolutely Adore Personalization; They Will Gladly Pay More for It
18. Once inside the story, we are less likely to notice things which don’t match up with our everyday experience. For example, an inspirational Hollywood movie with a “can-do” spirit might convince us that we can tackle any problem, despite what we know about how the real world works.
Also, when concentrating on a story, people are less aware that they are subject to a persuasion attempt: The message gets in under the radar.
19. Customers Will Remember Your Business If You Can Remember Their Names
20. People open emails with more consistency if their name is included. (That’s a big reason to ask for a name if you want increased conversions via email.)
21. People often assume you are more competent if you know their name; it’s a big part of their identity, and if you recall it and use it, you are instantly viewed in a better light in their eyes.
22. It’s difficult to scale, but if you care about your customers, it’s an essential part of winning them over.
23. There’s quite a difference between receiving an automated email from “DO-NOT-REPLY” versus receiving one from “Scott” saying, “Hey Greg, thank you for your purchase! :)”
24. It Pays to Surprise Your Customers: You Don’t Need to Trumpet Every Benefit
25. People like getting things for free and like them even more when they are viewed as “favors,” but they love receiving these favors as surprises.
26. For instance, did you know that Zappos automatically upgrades all purchases to priority shipping… without so much as even a mention on the sales or checkout page?
27. That kind of reciprocity is justified by almost any cost, and the hit Zappos takes by doing this is paid back multiple times over by the customer loyalty they generate from making people happy.
28. Have you ever wondered why commercials for “cheap beer” never, ever focus on the money that you can save by buying them?
Instead, they create ads and slogans that focus on having a great time (i.e., “It’s Miller Time!”)
29. As it turns out, new research from Stanford reveals that selling “time” over money can make customers more receptive to buying.
30. Getting people to think about a period of time they enjoyed (associated with a product) can be much more effective than reminding them that they could be saving money.
31. [Marketers] who should be particularly cautious about money cues are those who want to appeal to the viewer’s feelings about others.
32. Be wary of reminding your customers about money if your product isn’t related to serving self-interests.
33. Small companies can differentiate themselves from large competition and win over new customers with great service
34. Eliminate unnecessary barriers between you and your customers. They will happily do business with you if they feel valued
35. If you offer some sort of live service (phone or live chat), it’s paramount that you get customers to a live person in 2 minutes or less. Otherwise it creates frustration that can lead to a seriously unhappy customer.
36. Decide what metrics are critical to measuring customer satisfaction. Don’t just go with your gut; prove that you provide great service with data. Also, don’t hesitate to survey customers for feedback and measure success that way.
37. Resolve a complaint in the customer’s favor and they will do business with you again 70% of the time..
38. Competing on price isn’t the most effective way to build an enduring business. Great service, delivered time and time again, is defensible against the stiffest and most well-funded competition
39. you need to make people who aren’t your customers wish they were. Social media gives businesses the tools to do that for the first time in a scalable way.40. Engaging with your customers on Twitter is a great investment. Follow and promote them to your own followers when you have the opportunity. Most importantly, be there to listen if something goes wrong.
41. Monitor your brand’s mentions on social media channels so you can respond to customer complaints before they escalate. It’s an opportunity to wow them!
42. A high percentage of buyers on your website will have a question before completing their purchase. The speed, personal touch and accuracy with which you are able to provide an answer will make all the difference in whether they buy and keep buying from you.
43. Knowledge of the product is more important than speed when emailing a customer, so do everything in your power to get it right the first time, every time.
44. Smart businesses should come to realize that the customer service bar is lower— and that today, it’s easier than ever to differentiate your company from the pack with (crazy as it seems) actual quality customer service.”
45.
Experiment:
The first card needed 8 stamps to get a free wash.
The second card needed 10 stamps to get a free wash, but 2 stamps were automatically added when the customer joined.
That means both cards took 8 stamps total to get a free wash; they were just framed differently. Which one do you think performed better?
Their findings: Despite the similar process, the second card performed almost twice as well as the first card, having 34 percent of participants complete it versus 19 percent for the other card.
The results were surprising to say the least:
The first group studied had waiters giving mints along with the check, making no mention of the mints themselves. This increased tips by around 3% against the control group.
The second group had waiters bring out two mints by hand (separate from the check), and they mentioned them to the table (i.e., “Would anyone like some mints before they leave?”). This saw tips increase by about 14% against the control group.
The last group had waiters bring out the check first along with a few mints. A short time afterward, the waiters came back with another set of mints and let customers know they had brought out more mints, in case they wanted another.
That last group is where waiters saw a 21% increase in tips… yet they still were bringing out only two mints.
Principles:
The Customer Doesn’t Always Know What They Want
The Human Desire to Develop Patterns and Habits
Our Overwhelming Need to Please Others
Principles:
1. Try to avoid people to do things they don't want to do.
2. If absolutely needed, figure it out why ?
3.
References:
https://en.wikipedia.org/wiki/Self-determination_theory
https://blog.kissmetrics.com/what-customers-want/
https://blog.kissmetrics.com/what-customers-want/
No comments:
Post a Comment