As a strategic-thinking med device marketing or sales professional, you know it’s all about putting the customer first. But how do you get your company executives behind you if they’re solely focused on hitting the quarterly numbers and only paying lip service to being customer-centric?
The goal was to stir up fresh thinking and provide both practical and contrarian tools to win greater company support for practicing customer intimacy and putting the customer first in marketing and communications work. The participants were seasoned and smart. Lively discussion generated good, practical ideas.
Here are five key takeaways:
- First means first: Putting the customer first literally means just that- putting the customer first. How? Give the customer a voice when it matters. That translates into giving the customer a voice before you decide on what products to invest in, before you determine technical feasibility for your device or software, before you put your messaging together, and before your sales force hit the streets.
- Problems not solutions: When you do give your customers a voice, be sure you’re not asking them to design the solution. That’s your job. Ask them to talk about what is and isn’t working, what problems they want solved, and what a better end state would be like. Don’t ask them what the product should be or what your marketing should look like. NTJ (not their job)!
- Direct connection: Get your technical people – scientists and engineers – involved with customers early on. Let them hear problems, concerns, likes and dislikes directly from the customer, not mediated through a report you give them. Help your technical team to experience customer pain points as much as possible. This is where qualitative research methodologies shine.
- Money metrics: Not all dollars are equal. Some come at the expense of long-term customer relationships, like through hitting your numbers by heavy end of year discounts. In companies committed to customer intimacy, the lifetime value of a customer trumps hitting quarterly numbers every time. Caveat: Shareholders may not agree. You have to balance the sometimes conflicting needs of two masters in that case: shareholders and customers. Ideally you have shareholders who see the value of long-term gains.
- Behavior before beliefs: Let’s say your CEO, doesn’t believe in putting the customer first. He’s all about the money and that mindset pervades the culture. You can beat this too. But don’t try to change his beliefs at first. Get his behaviors to change. Pitch putting the customer first as all about making more money. Speak in ROI terms. Because it’s true. Putting the customer first does make more money.