Post by account_disabled on Dec 18, 2023 23:07:06 GMT -8
Which is based on Big Data tools and which allows, in any market, any product, any country to understand what Internet users seek and how; to know what questions they are asking. Obviously, once collected, this data is cleaned, sorted and analyzed. We can derive a segmentation of our online market based on customer needs/expectations, much more effective than from personas (why personas are the best way to screw up) and needs defined by an internal editorial committee where no client sits and where no data is taken into account. Illustration of the lack of customer knowledge: telecoms A telecoms operator launches an online marketing operation to promote one of its products. Editorial committee with marketing, sales, technical service and their agency.
Common diagnosis: there is no online demand, we must therefore educate the market so that Email Data awareness arises among customers and they understand the issue of the problem that this offer solves. System put in place: dedicated page on the site, landing page, SEO, form, callback, chatbot, webinars with personal involvement of the General Director, who will write his first post on LinkedIn on this occasion. Post in which he challenges the leaders who read it about this important issue in the world of Telecoms. Results of the operation: nothing. Not 1 sale, not 1 lead, not 1 request to the sales department. A resounding flop and a file placed back under the pile. The reason for this failure is very simple.
it is a perfect illustration of the gap between the reality of a market and its perception by the company's internal teams. Indeed, our DPM study shows that there is no demand problem in this market. It is even relatively important. But, by relying solely on internal sources, we are not listening to the customer. Exactly what this leader cited above criticized. The consequence is clear: tens of thousands of euros lost. Just on 1 operation. Real listening to the market, to customers, to their “breads”, would have made it possible to make the right diagnosis and to understand the real issues, far removed from the idea we have internally because we think we know his clients. And, incidentally, to capture part of this demand. Surprisingly, or not, the 2 other major operators in the sector had the same approach, and therefore probably the same diagnosis. Remember “we don’t look at the customer (…) we plan in relation to what our competitors are doing”.
Common diagnosis: there is no online demand, we must therefore educate the market so that Email Data awareness arises among customers and they understand the issue of the problem that this offer solves. System put in place: dedicated page on the site, landing page, SEO, form, callback, chatbot, webinars with personal involvement of the General Director, who will write his first post on LinkedIn on this occasion. Post in which he challenges the leaders who read it about this important issue in the world of Telecoms. Results of the operation: nothing. Not 1 sale, not 1 lead, not 1 request to the sales department. A resounding flop and a file placed back under the pile. The reason for this failure is very simple.
it is a perfect illustration of the gap between the reality of a market and its perception by the company's internal teams. Indeed, our DPM study shows that there is no demand problem in this market. It is even relatively important. But, by relying solely on internal sources, we are not listening to the customer. Exactly what this leader cited above criticized. The consequence is clear: tens of thousands of euros lost. Just on 1 operation. Real listening to the market, to customers, to their “breads”, would have made it possible to make the right diagnosis and to understand the real issues, far removed from the idea we have internally because we think we know his clients. And, incidentally, to capture part of this demand. Surprisingly, or not, the 2 other major operators in the sector had the same approach, and therefore probably the same diagnosis. Remember “we don’t look at the customer (…) we plan in relation to what our competitors are doing”.