I think most of us can distinguish between cost and value. Buying something at a lower price improves the cost, but if the item breaks and needs to be replaced in a month, the value of what we bought at that lower price is quite low. Smart shoppers do that cost/value equation in their heads as they shop, which places the onus on us as businesspeople to provide superior value no matter what business we’re in.
How can we do that? It’s not just by lowering the price, although if what you’re selling is a commodity, the price differential becomes pretty important. To a certain extent, that’s something I deal with as a consultant. You might have noticed, there are a lot of us out here. What I need to do, when talking to potential clients, is to help them to understand why I’m worth the premium I charge when compared to many others out here. I do that by adding value in some of these ways:
- Understanding their perspective. I see my business through their eyes which means I must research them, ask a lot of questions, and then present myself in a way that is meaningful and valuable to them.
- Giving them something for nothing. Sometimes it’s just a series of articles I’ve found that are relevant to them but those articles demonstrate how part of my service to them is to help them stay informed and ahead of the competition.
- For existing clients, I’ll often do many of the “little” tasks that end us distracting my client from their main purpose. That can mean writing up brainstorming sessions, breaking our their web analytics, or updating their website. That helps them by reducing anxiety, by keeping them focused, and because I’m generally not as rushed and more experienced than they are, improves the quality of those lesser tasks.
Adding value needs to be as basic as breathing for any of us in business. The real challenge is in making the type of value you add correlate to the needs of each customer. How will you do that today?
The President fired the Director of the FBI yesterday. Even though such a thing had only happened once before (when the FBI Director was accused of using funds for personal stuff), it is well within the rights of the President to do so. In fact, the head of the FBI, like US Attorneys and White House staff, serve at the pleasure of the President (which always brings to mind this scene from The West Wing in which the staff pledges loyalty to the President using exactly that phrase).
No, I’m not (finally) wading into politics, but there is a tremendous business point to be taken from yesterday’s action. The FBI is investigating if and how the President’s campaign was (is?) tied to Russia. Firing the man who is heading an investigation into your campaign is bad optics, especially when you do so on the day when subpoenas go out. It’s also bad optics to give as a reason something for which you praised that same person a few months earlier.
Bad optics is a phrase typically used in politics which describes when politicians fret about the public perception of a decision more than the substance of the decision itself. It has little to do with right and wrong and a lot to do with the perception of right or wrong. We’ve seen a few cases of this in business very recently:
- United Airlines kicked doctor off a plane and he was beaten up when he refused to go. Were they within their rights to involuntarily bump a passenger? Yes. But the optics, both in front of other passengers and, since everyone has a camera, the rest of the world are horrible.
- When public schools refuse to give a hot lunch to a child or give them a cheese sandwich instead of what the other kids have because the kid’s family can’t afford to pay, are they within their rights? Yes, but the optics…
- When a business asks workers to train their (foreign) replacements, they’re helping their bottom line but killing their reputation because the optics are so bad.
One thing we all need to do as part of our decision-making process is to consider the optics. How will this appear, regardless of the right and wrong? It does little good to be in the right when you seem to be very wrong. You with me?
I want to spend a minute on the most basic food thing this Foodie Friday: taste. After all, no matter how well a dish looks or smells, ultimately it’s how it tastes that matters.
You probably know that we perceive 5 basic tastes: sweet, salty, bitter, savory, and sour. There are receptors on our tongues for each of those flavors and how those flavors interact along with things such as “mouth-feel” and smell create our overall impression of the dish. To a certain extent, the ability to accurately detect these flavors helps us survive. After all, most things that taste bitter aren’t great for you while most things that taste sweet won’t kill you (ok, too much sugar will, but sweet things generally contain energy and that helps us survive).
What you might not realize is that those sensors aren’t really how we taste. It isn’t until the brain gives meaning to what the sensors are perceiving that we taste. As you can see in the video below, it’s possible to rewire the brain so that bitter foods taste sweet or vice versa. Give it a watch – it’s under a minute:
What does this have to do with your business? We forget sometimes that it’s not until customers assign meaning to what we put out there that messages are delivered. People hear things differently from how we intend. For example, Snapchat put out filters that offended certain ethnicities. That certainly wasn’t their intention but their failure to get out of their own heads and into those of others caused a problem and a very public humiliation. We have to be open to looking at everything we put out there through the eyes of others and be willing to rewire the message just as the scientists rewired the brains in the videos.
A small personal experience with which to close. I went to a local moonshine distillery and sampled some of their product. It was a clear liquid and I thought it would taste like other clear spirits. Instead, it tasted much like Scotch, which makes sense since it was distilled from the same grains, despite the color. People routinely think highly of cheap wines placed in bottles from more expensive wines. We need to make sure that the sensors we stimulate with our messages convey the meanings we intend. Perception is reality and our intention needs to be aligned with our customers’ perception.
Filed under food, Consulting
I’m going to be a little self-serving today, but it’s based on a comment someone made to me the other day. You’ll probably be able to figure out what the comment was as you read on.
Imagine that on your way to an appointment a drop of something – coffee from someone’s cup, condensation from an air conditioner – spills onto your shirt. You’d see it and deal with it immediately if it was on the front of your shirt. If it spills onto the back, you’d probably not even notice it until some kind-hearted soul mentions it. That, dear readers, is why you need people like me.
When I grew up in the business world, I had a lot of people coaching me. My immediate boss and his boss were always ready to encourage me (and not always in the nicest of tones) and help me to grow. They let me know where the less-visible (to me) stains were. That situation is less common today in a world where there are a million corporations of one as opposed to a large company. Today’s smaller companies have much less institutional memory from which they can draw as well as less personal experience on the part of the founders and employees.
Part of what I do is to coach. I’ve run into some potential clients who tell me that they don’t need coaching, just more hands to do the work. While the latter half of that statement is assuredly true, they also need someone to point out the stains on their backs. Most consultants I know don’t have a political agenda. We’re not after your job nor are we burdened with your past or present. We are charged with helping you and your business to grow. No, you can’t do the latter without doing the former. A business is only as good as the people managing it. My peers and I are there to look at your situation and to help you reach your goals.
I’ve been doing “business” for almost 40 years (yikes!). In that time I’ve made a lot of mistakes and I’ve seen a lot of others do the same. I’ve seen great managers and horrible managers. Part of what clients pay me for is an insurance policy of sorts. My experience ensures them that they won’t have to make the same mistakes I did. They get the benefit of the learning without the pain of the experience. What I and my peers bring is why football teams have coaches up high in the stadium – to get a broader perspective.
Most professional golfers have swing coaches. All sports teams do too. The coaches aren’t caught up in the second to second physical involvement that sport requires. They can see and protect your back. I can do that too, by seeing the parts of you and your business that you can’t or won’t see and by letting you know what’s going on in those blind spots. Call me?
I’m constantly advocating that we listen to our customers. One of the ways that we can do that is through surveys. The problem with many surveys is that we don’t ask the right questions, or we ask the right questions in the wrong way. Let me explain.
Suppose I were to ask about Obamacare. I might ask if you approve or disapprove of the law. Simple question, right? Unfortunately, wrong. To someone on the right, the “disapprove” answer might come from a disagreement with the mandate that we all have health insurance. To someone on the left, the “disapprove” response might come from feeling that the law doesn’t go far enough and a single payer system is what we need. Same answers, very different perspectives.
We often make that same mistake by not digging deeply enough. We’re told to avoid open-ended questions in survey design (they’re not computer friendly, after all), but in so doing we end up with data which is ambivalent at best and useless at worst. We also make the mistake of asking both new and returning customers the same things. Their perspectives are different and one group should have better, different insights from which we can learn.
Try to remember that consumers get hit up with surveys everywhere these days. You can’t make a customer service call without being prompted to stay on the line after you hang up to complete a survey. Many websites will pop up a user-experience survey while you’re in the midst of trying to find some important information. We need to survey but we need to be judicious. We need to be as personal as we can and to be respectful of our consumer’s time by not asking 30 questions (3 or 4 are optimal).
As with anything in business, put yourself in the customer’s position first. If what you’re asking is vague, repetitive, burdensome, or impersonal, you’ve already got your answer. It’s in your low response rates.
It’s another Foodie Friday and this week I’ve been thinking about teamwork. If you’ve dined out at any point, and who hasn’t, you’ve been the beneficiary of what should be excellent teamwork. After all, unless you’re dining in a tiny place, the person who takes your order isn’t the one who cooks your food. It’s likely that the person who cooks your food isn’t the one who developed the recipe, and it’s just as likely that there are multiple items on the plate that they were prepared by more than one person. For the end product to be great, every one of those people needs to be operating in sync and on the same page.
The one thing all great restaurants are is consistent. Every plate of the same dish should taste the same, and every time you return, the experience should be exactly the same. That doesn’t happen by chance. It happens because the chef leads the team and gives them the tools they need to perform. The recipes are written down and followed. That includes the recipe for more than the food. It’s how food is plated. It’s the vision of what the business is and how it will operate. It’s a shared sense of mission. It’s not kicking people in the butt and making them do a particular task.
There are very few work environments that are hotter or more stressed than a restaurant kitchen during peak service hours yet the best crews seem to ignore the environment and focus on the mission. Each member of the team understands their role and how it fits into the bigger whole and is committed to performing that role at a high standard.
Everything I’ve written above applies to your business too. OK, maybe not the uncomfortable, hot working conditions, but certainly the need to stop pushing people and to start leading them. If you ask multiple staff members to explain the main goals of your business and get very different answers, you have a problem. If each person can’t explain how their role fits into achieving that mission, you’re on the road to disgruntled employees and to failure. If the standards and recipes – how your business operates and how success and failure are measured – aren’t written down and clear to all, you might as well shut the doors now.
If things go badly, maybe it’s not the fault of the person who screwed up. Maybe they were told to salt the food without any amount stated. Since each palate is different, it’s unlikely two people will salt the dish the same. Maybe you asked for an analysis of some data without explaining what questions you’re trying to answer and how that question ties into the broader goals. Two analysts might answer very different questions, making the analysis terrific or useless. Communication and teamwork; pulling, not pushing. That’s how great kitchens operate. Shouldn’t your business operate that way too?