For Customer Development to succeed, everyone on the team - from investor or parent company to engineers, marketers and founders - needs to understand and agree that the Customer Development process is different to its core.
All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!
What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.
We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.
Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.
Using the Product Development Waterfall diagram for Customer Development activities is like using a clock to tell the temperature. They both measure something, but not the thing you wanted.
Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.
Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.
The most common way customer financing is done is you sell the customer on the product before you've built it or before you've finished it. The customer puts up the money to build the product or finish the product and becomes your first customer. Usually the customer simply wants the product and nothing more.
While 'The Owner's Manual' is not a formula for guaranteed success by any means, we're confident it will help reduce the failure rate of most startups that use our Customer Development process.
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
Just about any growth company is going to need smart salespeople, account and project managers, business development, marketing, operations, customer service, content creation, communications, analytics, and social media.
A true entrepreneurial enterprise begins with a big idea - a unique way to solve a customer's problem. Your customer, after all, is the only justification for creating a company in the first place. Without a big, transformational idea, you can't produce a great result for your customer.
The best customers for us are the ones that present us with a new problem because chances are, if one customer has that problem, 100 more have it, or 1,000, or 10,000. So you start thinking about solution development rather than product development.
When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.
Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer.
We have awesome, passionate customer success and social media teams, but when I see a customer who needs help or is unhappy, I take that personally.