Be a pirate, not a sheep

No one wants to be an ordinary player who follows the trend in the business world. Everyone dreams of becoming a wave of high-sounding songs in the squally showers. Robert Du, the author of Pirate Thinking: Creating a Surprising Customer Experience, is a fan of this idea, his own career interprets the life of the subversive – Robert was originally a physicist, but ultimately Take the path of innovation management and consulting. After nearly 20 years of deep customer experience consulting, Robert condensed his understanding of innovation into one sentence: to be a pirate, not a sheep.

The most essential difference in business is the customer experience.

Many companies are only interested in customer experience when they are unable to use traditional means to increase their rate of return. However, in the author’s opinion, only the tactics that are difficult to be imitated can create a sustainable competitive advantage for the company, and a good customer experience belongs to this category.

“When a company stands out in a customer-respecting way, the market will also be rewarded. This is the basis for customer experience innovation. The more you do for the company’s customer experience, the more customers will tend to choose your product, willingly Pay for it and help you advertise for free.”

Customer experience improvement can be followed

The first step is to understand your customer experience. In the book Pirates Thinking, Robert provides a quick course for readers. If you combine customer interviews with research and analysis, use affinity graphing, subdivision, value-driven, etc. to map customer journeys and find market loopholes. And then find business opportunities.

Next, improve your customer experience, starting with the elimination or reduction of the customer’s five most important pain points TERMS – Time, Emotion, Risk, Money, and Situation. Under the interaction of these five factors, we can find our own “sweet spot” by considering the three dimensions of “leading”, “useful” and “success”. At this time, it is possible to achieve incremental customer experience innovation.

Always ready for challenges and risk

To achieve evolutionary and even subversive innovations, this book has once again prepared a toolkit: using the Kano model, you can more clearly understand customer preferences and discover customer needs; using design matrices makes it easier to inspire you to think about potential innovation opportunities; Using constraint theory to identify “bottlenecks” may halve your costs; using the SCAMPER method is conducive to lateral thinking of factors and results, and so on.

At the end of the book, the authors propose five key steps to quickly and effectively implement customer experience innovation: identify priorities; decide who uses what resources to achieve goals; ensure that your organization has a benign innovation platform; and anticipate the impact of change , including financial, behavioral, and emotional metrics; creating a team mindset that embraces change.

There is a saying like this: “The customer experience provided by your company today is the sum of your team’s decision-making every day.” In order to survive and develop, achieve higher returns, it’s imperative to build your own competitive advantage. OK, and the customer experience is the forefront of competition.