Fisher & Paykel proudly proclaim their dedication to being a design-led organisation with a keen focus on engaging their customers.

We often think of design as the overall aesthetics of a product. We think its the fashioning of a product, the first impression and the outer edge but design thinking leads us to design products that are far more valuable to us than that. It goes to the heart of how we want to incorporate products and use them in our life.

F&P COO, Jeremy Sargeant states “life is lived around appliances, demonstrating how our human-centred design enriches our customers’ lives”.

A key element of the Fisher & Paykel brand is The Social Kitchen – the concept that underpins the brand’s entire design philosophy.

“We understand that the kitchen is the heart of home. It is a social space, where we prepare and cook food for our families, help kids with their homework and entertain friends, and in our fast paced world, taking time to celebrate those special moments we spend with our family and friends in this space is more important than ever. This philosophy is embedded deep within our culture and is why we have been able to consistently challenge conventional appliance design and deliver products that are truly tailored to human needs,” he said.

What is innovation?

We often think of innovation being based around a sole individual who has a spark of genius or a genius cohort in a lab working for hours to develop something spectacular that the world has never seen before when in fact this is totally off base. It’s organisations that go out and connect with people, connect with consumers. They analyse the data but they don’t stop there. They reach out, observe and talk to users and consumers.

Now you might be thinking we don’t have the big budget for that but you couldn’t be more wrong. The smaller the budget the more need for the upfront investment on spending time to identify the user/consumer/client need. The more time you invest upfront the more money you’ll save in development, launch and marketing phase.

The importance of understanding your customer

F&P have transferred their wealth of customer insights and their focus on human centred design into the development of their new website. Which I would expect from an organisation dedicated to analysing human needs and their customers journey.

Customers often search online before they even step into a store. We all want to go in well armed so the way you present your products online will help your potential customers weigh you up in a lickety split.

It’s a perfect example of where an organisation needs to direct the narrative of their first impression and are confident of their understanding of their customers. Website design is commonly outsourced but organisations need to realise that they hold the key to true customer insights and where it fits in within their customers journey. Take the reigns I say.

Where does website design fit in?

“The website is one of the most important windows into what we stand for, it brings our insights to the fore and delves deep into how life is lived around appliances, demonstrating how our human-centred design enriches our customers’ lives.”

Jeremy goes on to state “We have brought our brand values to life on the first landing page, elevating them into a prime position in the customer journey. While our website is mobile-optimised, for the best possible user experience, the desktop allows visitors enjoy the immersive first look into our beautiful products,” stated F&P COO, Jeremy Sargeant

How can we learn from F&P?

Let’s make this quick.

Analyse your customers journey. How do they find you? When they do find you map out the next steps. At what point to they decide to buy and why? Is it the first 30 seconds or does it take 30 days. Identifying the point of decision making is vital. Here’s a tip: the buying decision is often made from an emotional base not a rational one. How do you influence the positive emotion of your potential or returning customer.

Talk to past customers. Talk to the satisfied customers but more importantly talk to the unsatisfied ones. Then create a map and analyse what changes and improvements you can make along the way. Is there a point where customers get overwhelmed, confused or unsure? How can you help them through it?

These are the keys to a human centred customer experience. Spend the time analysing the steps your customers go through in their decision making process and it’s guaranteed to pay off .

Fisher & Paykel enhances website experience

Here’s the link to the full video:

https://us02web.zoom.us/rec/play/u8IpI-2r-Do3SYGdswSDVKAsW47sLa-shiMZ8_NczErnAiZVYVeiMLARN-ShUcwp7P9a14LzXvF-_L0-?startTime=1590544384000&_x_zm_rtaid=EQ1v4xDERuufQLVbnQ9ehA.1593326762071.cd128a166afc351726536869b713fb89&_x_zm_rhtaid=487

There’s a few questionable things that came about in the 80’s but design thinking certainly isn’t one of them. What is design thinking? In short, design thinking is a problem solving framework.

With design thinking you bring your whole-self to the process without restraint or the negative inner voice. You bring a state of mind that empathises with customers but also with your colleagues you’re working with. Once you can do this the solutions are only limited to the participants imagination and the ability to seek, understand and then act on insights.  

So how does this apply to leadership? Great leadership, not unlike design thinking, is dependent on the ability to identify a problem and make progress on a possible solution. Problems or opportunities may be within the organisation or may lie in waiting with a customer need that has not yet been met.  

Design thinking, helping leaders  

In the article ‘Design thinking should also serve as a leadership philosophy‘ Jesse Himsworth from Forbes highlights two key elements that assist leaders.  

  1. The Power of The Collective Brain 
  2. The Value of Human-Centred Design

The power of the collective brain refers to the fact that ideas stemming from a collective of people with different views and insights is strengthened to that of an individuals. When one person (normally one with the highest rank) is coming up with all the ideas no matter how ‘intelligent’ or ‘naturally skilled’ they may be, the idea still stems from one set of skills, abilities, views, biases and experiences, rather than many. Having many points of view in a room, as opposed to one that dictates, is always going to be a more robust and stronger idea that stands a better chance of success.  

“Decisions made and executed by diverse teams delivered 60% better results” states the report from Cloverpop titled “Hacking Diversity with Inclusive Decision-Making”.  

Ideas and innovation are strengthened by collaboration and there’s plenty of stats to prove it.  

The Australian Government report Competition of Collaboration used data from around 7,000 Australian small and medium enterprises and they “found a significant link between collaboration on innovation and productivity growth — the impact of collaboration on innovation increased annual productivity growth by 4.1 per cent.”

 The benefits are irrefutable. The ability to harness ideas and bring together diverse points of view increases the success rate of new ideas (innovation) but is also attributed to improving the overall sustainability of any organisation. I always like to mention the sidenote of empowering individuals and helping them to find moments of joy and purpose in what they do each day. To me this is where the magic lies.   

How diverse is your team?  

Now let’s look at the team you, as a leader, are creating. Yes, I say creating because every hire, every recruit will determine the abilities of your collective brain. Diversity is a key component of collective brain that can break through the limitations of traditional thinking and create more innovative ideas.  

The BGC Report ‘how diverse leadership teams boost innovation’ states that organisations which leverage diversity in developing their solution have an advantage of 19 percent more in their innovation revenue over those that don’t.  

The X Factor  

Now to the value of a human centred approach.  Design thinking firstly relies on empathy. So, in this case leaders who have the ability to put themselves in their teams and their customers shoes. Good to Great, author Jim Collins notes empathy and humility to be the X factor of great leadership.  

If leaders successfully embed empathy into their organisation we then get a more engaged workforce.  

The ‘Empathy Monitor Report’ makes mention of the following benefits of a workplace that embeds empathy:  

1.Retention 

  • 92 percent of employees would be more likely to stay with a company if the organisation empathised with their needs. 

2. Overheads 

  • 60 percent would be willing to take less pay if their employer showed empathy, and 78 percent would leave an employer for equal pay if the other company was empathetic. 

3. Productivity  

  • 77 percent of employees would be willing to work longer hours for an empathetic employer. 

So once leaders have developed a culture of empathy what’s next?  

Constant improvement, regular feedback and individuals who are open minded enough to receive and welcome feedback can be your competitive advantage. Embrace it! An organisation dedicated to innovation realises that it is a continuous pursuit that promotes failure as an opportunity for learning. 

 Let’s talk about what’s in it for them….. and what’s in it for you as a result.  

“They hear me”…. Empowerment  

Empowering teams and instilling confidence to teams can be a momentous move to improving the decision-making abilities of teams. Not to mention improving proactiveness and productivity.  

Employees who feel their voice is heard at work are 4.6 times more likely to feel empowered to perform their best work. (Salesforce

“What I do matters, to me!” Sense of Purpose 

If what you do each day is aligned with your own personal cause then there’s no doubt you will be happier at work as well as happier after hours. If you’re fulfilled 9-5 then homelife becomes more enjoyable and let’s face it a happier community could only eventuate. No Sunday blues, no manic Mondays.  

80% of employees felt more engaged when their work was consistent with the core values and mission of their organization. (IBM

“Trust me I got this!” Decisiveness 

A decisive team means less time for leaders to have to guide direction. Therefore, it allows leaders to dedicate more time to connecting with the wider industry and dedicate time to thinking about the future direction and strategies of the business rather than putting out fires and reacting to day to day challenges.  

70% of employees ranked being empowered to take action at work when a problem or opportunity arose as an important element of their engagement. (SHRM

From here decide what is the biggest challenge to your business. Use empathy in your approach to break down the barriers to that challenge. Whether it be within you company or your customers.  

The design thinking approach will help you to not only address any problem that comes your way but you’ll also reap the benefits of knowing that you are contributing to a happier community and happier workforce.  

Sleep easy in knowing that when your people go home each day, they don’t dread the time they need to be back in the office and instead thrive within their home life and spread the word within their network of the positive influence of your organisation.

Make advocacy and an engaged and empowered workforce your strongest competitive advantage.  

Olivia O’Connor, Liv By Design

We need creativity now more than ever. Creativity helps us deal with the big A word.

Ambiguity.

In a rapidly changing environment knowing the right answer off the bat is near impossible. The whole idea of ambiguity is that often we are not even clear on the problem. We are good at assuming what we think is the problem but until we stop and dedicate time to unlocking our curiosity and unleashing our creative thought, we can’t be sure.

Creativity implies freedom – freedom to think in new ways. However, we are human and as we know NEW ways of doing things can be interpreted as a threat to many of us. The whole theory of change management has been in demand for years simply due to our inability to adapt to change.


“Change is the law of life. And those who look only to the past or the present are certain to miss the future”

– John F Kennedy

Here’s the four things you need to get right to help creativity thrive in your organisation:

1. Bring your whole self to work

This isn’t walking into the office (or your home office) in your track pants and stained shirt, but it is the ability to be open and transparent with the people you’re working with. It is forming a foundation of psychological safety. No one will risk potential ridicule or negative reactions from sharing new ideas, especially radical ones. There needs to be encouragement, acceptance and acknowledgement from leaders.

There’s also needs to be an acceptance that the lines of your personal life and your work life are blurred now more than ever before.

With the viral BBC clip in 2017 now certainly seeming like every parents reality we’ve had the opportunity to get a glimpse into our colleagues life like never before. But this is a good thing, right? Well, I think so. I think this crisis we have faced is an opportunity for us all to think about HOW we do this thing called work and how we control its expansiveness into our lives. We all have responsibilities and priorities that lie outside our work. These are the things that drive our purpose and if they are not the things driving us then we need to take a step back and re-asses, what the hell we’re all doing here.

2. Respect each other

This is not a hard one, but old school leadership styles demand a stoic, fear driving figure head who threatens your job all to instil some motivation. Well, I have been in organisations driven by such figure heads and you won’t be surprised when I say it flat out doesn’t work. Fear disables creativity quicker than Superman being disarmed by Kryptonite.

The blame does not all lie with leaders. Perhaps you have someone in your team who lacks a little humbleness and exerts unsubstantiated hubris. You know the type they talk down anyone else ideas because THEY have all the answers and THEY know all there is to know. You leave meetings with them feeling like a hollow tip to the back of the throat might be more enjoyable.

What’s the cure? Well its simple. Turn up when you are supposed to turn up. Let people talk and listen to ideas before shooting them out of the sky. Actually, listen. Don’t just be worried about appearing to be listening when instead you are checking your phone or thinking about if bangs would make you look better on Zoom.

Actively listen, interpret and analyse what others are stating. Respect each other and know that NO-ONE has all the answers. That is right, no-one. There may be one person in the room who makes the final call but developing possible solutions should be done together.

3. Collaborate

We all think that innovative genius comes from some guy (yes I’m using a worn out stereotype) sitting in a room all by himself with his new advancement in technology and goes on to change the world and become a multi billionaire at 24. This is not reality.

Success comes to these individuals after many failures and mockery. Look deep into any stories of creative genius or ingenuity and you’ll find a journey filled with bouncing ideas around with other experts. Building on ideas and/or straight out stealing ideas and tweaking them.

Mark Twain famously once said “There is no such thing as a new idea. It is impossible. We simply take a lot of old ideas and put them into a sort of mental kaleidoscope. We give them a turn and they make new and curious combinations.”

Mark Twain

If you’re thinking of your colleagues as simply getting in the way to you doing your job there’s your first clue you need to rethink your mindset on collaboration.

If there is anything that this current crisis has taught us is that we need each other. We need each other in our day to day lives but we also need others to help form our own individual ideas.

Collaboration is not a team building exercise. Collaboration and creative thought need to happen every day. That is why meetings are the perfect playground for you to slide right into creating a creative team.
Collaboration provides people with satisfaction and engagement, and it helps organisations turn around and deliver on new ideas, faster.

4. Follow a Framework

You know where I am going with this. I’m a design thinking consultant so of course I’m going to say this is the framework to success. Let us simplify it though. It’s simply a staged process like walking (one foot in front of the other) that will help your team begin their journey to innovation. It will help them come up with new ideas and deal with ambiguity.

If you are not dabbling in design thinking this can seem all too impossible and irrelevant. You might be saying “we’re no Apple or IBM” or “it’s not applicable to us”. I’d wholehearted disagree on both counts but for the cynics out there I encourage any organisation to find its own framework. In reference to the quote from Mark Twain earlier look at design thinking, or Agile or Lean principles and steal small elements from each one.

Start small and experiment with what suits your organisations biggest challenge. If its reducing waste look at Lean, if it’s defining the difference between what customers say they want and what they really want then start with design thinking, or if its improving efficiencies and getting more done with less then explore Agile.

Follow a framework or steal someone else’s. The steps do not matter. Allow your team to do the work they love by giving them the freedom to play with the way things are done. The main point here is start small but just get started.

Are you being too critical in your meetings? Yes, it’s a time of high stress but when you criticise others ideas too early it has a detrimental effect to the free flow of ideas.

I’ve seen it time and time again. There is absolutely the need to analyse ideas and to consider the risks but if you do it too soon you are restricting the creative process. In fact you are flat out shooting it in the jugular.

A simple way to stay positive is to define your problem ahead of time into a ‘positive action statement’.

It’s a stressful time sure but now more than ever we need to keep stretching our creative legs and seek the opportunities.

Video 3min watch

How? was the question I was asked last week after posting a video on ‘bringing your culture online’.

Here’s a quick exercise anyone can implement to refocus on your culture as well as encouraging your team turn up to your online meeting with a mindset of active contribution rather than passive attendance. Heighten your teams engagement and leverage their creativity.

Here’s a quick vlog on one of what I consider to be one of the best tips to holding a creative online meeting.

The numbers and research don’t lie, most of our meetings suck. According to research by Gallup senior executives spend two days or more a week in meetings despite the fact that 67% of meetings are considered to be “failures”. I’d dare say that time would have significantly spiked in the last couple of weeks for most execs.

Anything that requires us to turn up and zone out is not just a waste of time but a waste of our creative potential, a waste of an opportunity to truly connect and collaborate.

You can’t write an article on improving meetings without quoting some scary stats. Steven Rolberg’s research states that…

62% of participants said meetings miss opportunities to bring the team closer together.

71% said meetings are unproductive and inefficient.

64% said meetings come at the expense of deep thinking.

Poor meeting structures lead to low engagement and poor culture. If you want a more productive team who creates big ideas and gets stuck into creative problem solving, then you need to dedicate time to connection and heightening collaboration. The way to do that is to ensure you allocate time in your meeting to focus on culture, create an interactive experience and tie the jobs to be done back to the overall higher purpose and vision for the team.

Allocate time

In my experience this works best in the opening of the meeting. Dedicate 15 minutes at the beginning of your next team meeting and use this time to seek input from everyone who attends. This will help you stop your team feeling like passive participants and make them feel more like active contributors and idea makers.

Interactive experience

In a time like this where things are so uncertain, and people are experiencing high levels of change and stress

Some think of focusing on culture and engagement as nice things to do or the icing on the cake. We need to make the cake first sell it then we’ll think about ourselves later. Wrong. Instead, think of engagement and your culture as the cake tin. It’s what enables you to make the cake in the first place. Want a better cake? Then fix the holes in your tin.

So here’s 3 activities to get you started…

Method 1.

BRING YOUR VALUES TO LIFE.

Grab your list of values. Select one each week or each meeting and ask the team to each come prepared with one or two ideas as to how that value can be represented in your next online meeting.

Collate the ideas, discuss and pick some nice easy ways that you all agree as a team you want to uphold over the next few weeks.

Use the next meeting to summarise what was agreed to and at the end of the meetings to a value check in. Take 2 mins to write down how you think it went. Keep experimenting and tweaking as you go.

Benefits: This activity requires everyone to do some pre-work before the meeting so they are already in the mindset that they will be required to contribute.

It helps your team focus on agreed to goals and decision making. There’s not one individual who makes the call but a group who are working together. Essentially you are working out your collaboration and team cohesion muscles.

Method 2.

GET VISUAL.

Get participants to get and A4 piece of paper and a sharpie. Ask them to draw a picture 5 mins before they’re due to dial in that represents how they have been feeling that morning or day. You can have fun with this but just make sure the image is visible to everyone online. (Hence the sharpie instead of a pen). If the kids are at home grab a crayon if you have to. Then ask everyone to show their picture. If there is anyone who wants to share why they drew that picture. You’ll find some people are feeling great and some who might be feeling a little challenged that day could perhaps do with a phone call from someone who has some energy to give that day to support them. We’re all going through a lot so morning you might be on top of the world and afternoon you might need a pick me up.

Benefits: How many emails do you send each day? How many drawings do you do each day? By drawing an image, you are instantly activating new pathways in your brain. By opening new pathways, it allows you to interpret information differently and allow more critical thinking and creative problem solving.

Method 3.

GIVE A SHOUT OUT.

Tell a story that represents someone demonstrating the values either within your organisations or serving a client.

Give recognition to someone who has helped deliver on a project or task. Then go a step further and ask them to explain how they managed to get all the work done or how they prioritised this job with everything else they had going on.

The more you can get other to recognise positive behaviours and not just outcomes the more you help them to realise that they too can deliver on their seemingly endless tasks and major projects.

Benefits: This builds trust within your team and it helps people feel valued for the work they do. Trusting one another is one of the most valuable commodities we possess, and it is vital to cohesive teamwork. By going the one step further and asking the recognised team member to explain ‘how’ they achieved what they did or how they prioritised means that others in the team can then see how they themselves can follow positive behaviours and processes for the same outcomes. This step also fosters transparency and avoids the ‘hold your cards close to your chest’ behaviour which fractures teams. Success breeds success.

Don’t forget that your workplace culture is your own. Develop your own rituals. You can adopt some of the above or go out on your own and create something unique to your organisation that can create a sense of comradery and belonging.

Experiment and improve. Question the outcome, structure, behaviours and necessity of every meeting. Was it necessary to all jump online? Did everyone need to be there. Could the same be achieved by simply heading onto a teams chat or slack. If it’s an important announcement does everyone need to login at that point in time or could you simply send a video Prime Minister style give everyone a chance to digest then come into an online meeting to discuss peoples thoughts and questions.

If you’d like more tips on how to bring your culture online get in touch. No pressure, no pitch.

Stay creative! Cheers, Liv

Now is the perfect time to start speaking to your customers and refine what and how you are offering your products or services. With people’s routines in upheaval and new needs evolving everyday its more important than ever to find out what your customers are thinking, feeling and doing.

The needs of society are being transformed right before our eyes. The elderly and disabled are being given their own shopping hours, baking has seemed to make an all-time come back with flour being raided from shelves and of course the major need that kicked everything off and signalled the beginning of the apocalypse, the need for toilet paper.

If your chasing sustainability and growth for your business in this rapidly changing environment, then focusing on the needs of your customers is the most certain way to get there.

Add 60% on to your bottom line. Is that a better figure to what you’re pulling in now? Or perhaps the future is so uncertain you’re not sure what the rest of the financial year has is store. Research by Deloitte and Touche, states customer centric companies are 60% more profitable compared to companies without such a focus.

With a customer focus you’ll be in good company. This little gem is from Jeff Bezos, Amazon founder.

The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer-centric company.”

It’s hard to argue that there isn’t value in being customer focused. Especially when you are quoting a guy that makes variably $11.5 million per hour. That’s right per hour, it’s not a typo.

Business Insider Australia states “Amazon has 14 leadership principles that guide its employees’ business decisions, but founder Jeff Bezos said just one is the “secret sauce” to the trillion-dollar company’s success. Focusing on what customers want or need has driven many of Amazon’s most profitable business moves.

“The No. 1 thing that has made us successful by far is obsessive compulsive focus on the customer as opposed to obsession over the competitor,”

Bezos said in a talk at the Economic Club of Washington on September 13.

Using your data to analyse customer needs?

The problem with using data to analyse customer demand is the lag. By the time you’ve got the data to make a decision the needs may have changed . That’s how quickly things are moving. It’s also tricky to predict where customer behaviour will go.

If you have an in depth understanding to what is in the heart and minds of your customers, then you will beat any algorithm.

How to get started.

It’s simple. For an organisation to become customer centric we need to connect to the customer. The simplest way to do this is by talking to them.

I embark on customer empathy interviews regularly and I have a 100% hit rate on uncovering invaluable insights about customers and their needs. It helps organisations validate their ideas or their gut feel for the right solution and it erodes the uncertainty in making tough business decisions.

Once you have the key insights it’s about refining how you can better improve your service, your customers experience or you may uncover a huge slap in the face opportunity that helps you design a whole new service. Put simply, it helps you meet the needs of customers. The “secret sauce” as Bezos terms it, to success.

Ex-President Barack Obama making calls himself to voters from a local campaign field office in Orlando, Fla. (AP Photo/Pablo Martinez Monsivais)

Get customer centric in 4 days

Here’s how I can help.

Day 1-2 – I Start interviewing your customers

Day 3 – Write up a complete customer insights report to help you understand your customers and their motivations

Day 4 – We hold an on online workshop with your team to get creative and find new solutions and new ways of doing things

It’s time to get human. Organisations need to understand their customers and jump in their shoes. If you’d like to chat more about how to design solutions for your customers send me a message. I’m here to help.

I’m about to embark on another series of empathy interviews and I’ve found myself in the same place I do every time before I pick up that phone and reach out to my client’s customers. Nervous!

I’m nervous about the reception I get on the other end of the phone. I hate to think of the fact that I’m imposing on people’s day, perhaps I’m interrupting them. Sometimes people aren’t receptive to being asked their opinions. We are so used to getting surveys from organisations that when we receive a phone call from a human asking us questions we are surprised.  “Wow, you actually are asking me real questions?” is what one of my interviewees said.

Here’s where I’m going to be honest 98% of my interviews are amazing and I’ve never gone without gaining incredible results. NEVER. It’s why I do what I do. I love bringing new insights to organisations and helping them learn more about their customers. BUT I have stumbled on 1 or 2 individuals who were let’s say not so receptive. Wait, I said I was going to be honest…. OK they were pretty nasty and of course these very short conversations are the ones that always stick out in my mind. Not the other 100’s of conversations that I’ve had. You know all those ones that were hugely valuable and insightful for my clients and entirely fascinating for me.

This is why I understand why organisations find it hard to reach out to their customers.

Despite the fact that asking your team to talk to your customers could be the cheapest and most valuable thing your organisation can do, it’s not being done.

It’s not my job….

It becomes even trickier when you get into debates of who’s job is it to talk to the customers. If you have a customer’s service team it’s them. If you have a service delivery team it’s could also be their job or a sales team… yep they’re right, there it’s up to them.

Here’s the problem with that. In a situation where you are delivering the service people find it hard to be upfront. They want the service to remain up to scratch so they’re not going to bite the hand delivering the service. Then there’s re-pour. Anyone in sales are good at creating re-pour it’s how to make a sale step.1 in sales 101. The customer wants a good deal, so I’ll keep my mate onside.

Whilst we all find it hard to ask for feedback it tends to go up a notch when its from a customer. No body wants to be reported as doing a bad job so let’s navigate this idea quicker than an F1 car at a round roundabout.  

3 tips for getting customer insights FAST!

1. Put yourself in their shoes

Empathy is the starting point to success. Think abut what your customers are faced with and how your product or service is either helping them or potentially hindering them.

2. Have a plan

I said a plan. Not a script. Think about the key challenges your business is facing and how that relates to your customer.

Don’t get skewed feedback. Look at the relationship between the person asking the questions and the person answering. Here’s where a third party from outside your organisation is ideal.

3. Make it a focus

Think about the importance of the information you’re after. Remember the most innovative companies in the world all have one thing in common. Being connected to their customers and gaining insights on their needs.

Want to fast track the process of getting customers insights? Shortcut all the accountability issues, crush the lead time it takes to get insights and ensure you get open honest (not skewed) feedback that you can take right into your strategic planning. Here’s where I can help. Contact me for more details.

Let’s chat about how I can help your organisation become more connected to your customers.

Put the customer’s needs first and you’ll thrive.

“Know what your customers want most and what your company does best. Focus on where those two meet.”

Kevin Stirtz

Welcome to the H2H era. The human to human era where the recipe for success lies in our ability to identify the needs and understand the mindsets of our customers instead of the old ‘have I got a deal for you’ tactics.

One of the most common questions I get asked after delivering presentations on anything to do with marketing is “what is the difference between B2B (business to business) and B2C (business to consumer) marketing”.

Which means if I’m a business how can I market my products or services to other businesses rather than to consumers. In fairness this is a valid question as a lot of marketing advice and tactics are focussed on getting messages out to consumers. My argument doesn’t normally come as too much of a shock to my audiences as I’ve normally spent 30 mins before had talking about human centred marketing.

The response is this…… marketing now needs to unwind itself from theories of interruption and spruiking wears. We are no longer in the soap box era of come check out this latest gadget that will set your hair on fire.

An old pic of a soap box

Instead we are in an era where this has been done to death and frankly as humans, we are sick of being told what’s great about a product. We have grown up in the consumer age where this is all we’ve heard and quite frankly as a society we’re over it.

When managing my own marketing team back in the day I’d often hear it said, “everyone thinks they’re an expert when it comes to marketing.” Often this came after a big unveiling of the next campaign or promotion that promised to deliver big results. At the conclusion of any unveiling what often happened was the marketer was left standing at the front of the room putting their hard work on a silver platter only for the rest of the team to pick, poke and tear it apart. Then if that wasn’t enough, they’re asked to go back to the kitchen and drench it in tomato sauce.

Why… well often the marketing team works in isolation and they work with external creative teams who never come in contact with a customer. They then set upon their campaigns like its secret squirrels’ business. When the final unveiling happens it often lands as a surprise to teams who feel they are the ones accountable to hit the targets and the feedback is that this isn’t the support they had in mind or it simply won’t hit the mark.

I watched this many times and have experienced it myself, but I always impart my view which is that ‘everyone IS an expert in marketing’. This is for so many reasons. In a workplace often marketing is often the last step and is necessary for launch instead of being involved from the get-go. Everyone should be on the same page of the same book, in the same library.

In a wider picture we’ve all grown up in the consumer era where products promise outstanding results, tourism promises the trip of a life time, investing will get you the life of your dreams and unfortunately marketing has done a good job in making all of this look convincing. So now we look through the too good to be true promotional offer. We look for the truth, we seek out reviews, we talk to people to find recommendations because nobody wants to be caught out.

That bigger picture view is what led me to the conclusion its not B2B or B2C but human to human? What I mean is that the principles of successful marketing are the same. If what we are offering fulfils a need (a genuine need, not one dreamed up on a whiteboard) and we have an authentic offering with a positive experience and genuine marketing message then success is imminent.

Businesses are made up of people making decisions every day. So whilst the social platform might change or the time of day you post what we need is to look beyond tactics. How are we meeting a persons need. Does it really matter if they are in an office behind a desk or at the grocery store? A need is a need. If we dedicate our time to uncovering more about our customers and get into their shoes to uncover WHY they buy, what they need to buy or how they want to buy then this pays off in the long run.

“The premise of human-to-human marketing is one human buying from another. It taps into the human psyche and helps you form a broader and more complete form of marketing that can exceed almost any other form.”

Sarah Davies

So here’s some quick tips on how you can start embracing the human to human era.

Key tips

Define reality

So many times we get carried away with our own ego’s when someone comes up with an idea in a meeting we hit the white board and we all spend the next 30 mins convincing ourselves why this will work. Of course this is often in isolation from society, trends, the market, adjacent markets, competitors, company culture, short and long term plans. So take it from the whiteboard and get out there. Get a team together to tear the idea apart then build it back up again. Talk to some experts, talk to some customers. Just talk!  

Harness the horse power your in your stable

Before you go out and start marketing and outsourcing to creatives challenge the team inside your organisation to validate so called ‘whiteboard idea’. Get some data, historical evidence, and most importantly some analysis of what problem you’re solving.

Get the opinions of your sales or service delivery team. This data may not be quantitative, but you’ll find quality insights from teams in the thick of it. In other words, people directly connected to who you are trying to sell to. Three words collaborate, collaborate, collaborate.

Ok, ok I know its one word repeat 3 times, but you get the message. It’s important.

Don’t forget to say thank you

Look at your post-purchase experience. What can you do to amplify the positive experience you’ve just provided and better yet ask how else you can help. Many organisations will step away from the post experience analysis but this is such a valuable way to unlock opportunities for future business growth, future relationship building and future referral.

The post-purchase feedback will be the key conversation that will unlock all the opportunities you can improve on for you future customers experiences. Then rinse and repeat.