When processes or products suffer from inefficiency, a too-limited focus, or become less relevant, their designers try to “fix” the situation by requiring some action from the users. These “fixes” are an afterthought that usually require the performance of a series of onerous steps by the user to achieve the desired results, with little concern for the time and trouble they cause.
These fixes are often justified by defensive designers and producers with statements that underestimate the level of cooperation required from their customers, like, “Oh, you just…” followed by the work-around they expect the customer to do. Work-arounds are evidence of poor or inadequate design in the first place, and customers find them to be ‘just’ too much trouble.
It is a misconception to think it’s OK to produce and market products that are inefficient from the get go. It’s not OK. Here are a few thoughts to consider:
1. Complacency. Some producers get the idea that their product is just fine as is. If a customer wants this or that out of their product, “They just…” (fill it in). Then they are surprised when that same customer chooses a more relevant and efficient solution from a competitor.
2. TMT (Too Much Trouble). The implication that the user “just” does this or that with apparent ease is wrong because they have to “just” do it this or that way every time! The fact is, most of the time the work-around is just too much trouble. So the customer just gives up and just starts to look for a more relevant and elegant solution.
3. Reputation Suffers. Some companies are so eager to be first to market that they release their products prematurely. Their customers are then forced to endure recalls, fixes, patches and work-arounds. The market advantage they were striving for by being first is soon replaced with a poor reputation for reliability. And worse, they offended their customers by treating them like guinea pigs.
4. Customer Feedback. Sales and customer service people are the only ones in the company who are regularly talking to the customers and end-users, yet often they are overlooked as valuable sources of customer feedback. When the information they collect is shared and acted upon by the production and marketing folks, companies will more easily and quickly make changes that satisfy their customers.
We’ve seen the “You just…” mentality in software, hardware, consumer products, and even processes to deliver customer service. We have seen too many brand builders that don’t realize that if it’s too much trouble for their customers to buy or use their products, they simply won’t. We advise them to listen to their sales and customer service people, go back to their drawing boards, and come up with an easy to use and more relevant product. By quickly responding to their customers’ concerns, companies can achieve an excellent reputation, market leadership, and consumer loyalty.
Certainly, no company wants recalls, and neither do consumers. Same goes for work-arounds. With a bit more concern for what the customer wants on the front end, combined with the proper use of customer feedback from the sales and customer service folks, everybody wins. The alternatives are just TMT.
Who We Are
Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.
Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.
They offer their Guiding Principles for Success (GPS) & Shelf Smarts courses to help consumer product brand builders achieve success. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.
Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular business site at www.thebarefootspirit.com.
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