Les clients sont des créatures d’Habitude :
Renforcement des comportements et diminution des punitions
Understanding customers’ perception of reinforcements and punishments is critical to successfully market to them.
· What uniquely reinforces (positively and negatively) the purchase and use of your brand?
· What uniquely reinforces (positively and negatively) the use of your direct competitors’ brands?
· What uniquely punishes (positively and negatively) the purchase and use of your brand?
· What uniquely punishes (positively and negatively) the use of your direct competitors’ brands?
· What are alternative ways to accomplish this JTBD?
o Map out the reinforcements and punishments of each alternative
o Map segments to each group
o What can be done to maximize the perception of punishments from alternatives to getting particular jobs done?
· Minimize your product or service punishments
§ Systematically make it easier to purchase and use your product
§ Move cautiously in pricing changes
· Make sure pricing remains ‘affordable’ compared to all methods of getting the job done
· Evaluate pricing changes to determine thresholds that will activate executive analysis and switching
· Look for opportunities to increase your brand’s reinforcements in ways that your competitors cannot easily match.
Such a thoughtful and deliberate approach to your feedback strategy will impact marketing, R&D and innovation, and even customer service
Source : https://www.linkedin.com/pulse/feedback-reward-creates-customer-habits-neale-martin/
Augmentation des contextes d’utilisation
Customers are creatures of habit. Once a habit forms, future behavior is automatic and unconscious, i.e., mentally “effortless.” But how does a product or brand become part of that behavior? It all begins with context—the situation in which the behavior occurs (location, time of day, Jobs-to-be-done, etc.). When something feels familiar, behavior is reliably turned over to the habitual mind, including using specific products or services to get a job done. If your product is associated with a context, it is used automatically. If not, it means spending significantly on advertising and promotion to make a sale.
Let’s examine 4 different context examples, and the impact they have on purchase and use.
1. One of our first habit clients was a soup company challenged by a slow but persistent decline in sales. The problem: soup was associated with only two contexts—cold weather and sickness. In soup’s glory days it was a course, like salad. When Americans followed the Law of Least Effort (LLE) and simplified supper, the soup course was eliminated. We worked with this client on identifying and creating other soup contexts for growth opportunities.
2. Conducting multiple habit-based market research projects for consumer-packaged-goods (CPG) companies, we discovered that shoppers have a mental shopping context grid, a matrix that determines where they buy what. A shopper may go to 10 stores that sell paper towels, but only one is the place to purchase paper products. In a study we did for disposable diapers, a mom told us she felt like she had been “kicked in the stomach” when she had to buy diapers at her grocery store instead of at Walmart. This is a glimpse into the power of contexts on purchase and use.
3. While consumers may be partially conscious in deciding to buy dog food from Chewy or Costco, creating contexts is an unconscious process. A shopper doesn’t become a customer until the third or fourth purchase from that store, whether brick and mortar, online or via an app. Using a coupon once to buy from a different channel rarely if ever creates a new shopping context grid association. Creating repetition is essential for creating contexts.
4. The same is true with services and B2B. Does a small business owner call her accountant or lawyer when thinking about bringing in investors? And getting onto a company’s approved vendor list is a necessary but hardly sufficient achievement to actually getting business. But if you become part of that company’s processes, there is a clear context of when to bring your firm in to get that job done, and repeat business is automatic.
The value of owning a context in customers’ heads cannot be overstated. In the mid-1990s when the Internet was taking off, retailers put “.com” after their names creating a new channel to sell the same stuff to their existing customers. However, one company was able to create a context around online shopping—Amazon. Starting with books, a product people were willing to wait a few days to get, Amazon relentlessly made the moves necessary to become the context for online shopping. Continual innovation to reduce customer effort solidified their offering: one-click purchase, two-day delivery, easy returns, Prime and free shipping, plus a highly automated distribution network created a powerfully reinforcing experience. Millions of shoppers created and expanded a list of products in their shopping context grid associated with Amazon. More importantly, when customers are looking for products that are not in their grid, they automatically go to Amazon.
Creating a new context can be the best way to enter new markets or launch new products. While that sounds simple, the challenge is that context formation is an unconscious process. This is why forming new healthy habits fail despite executive mind intent, and why most marketing campaigns fall short. We spend a great deal of time and effort identifying and deconstructing contexts ahead of new product launches.
Source : https://www.linkedin.com/pulse/context-destiny-neale-martin/