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August 2000 Volume 2.01
"Merge like a zip" (Part Two)
by Rodger Gallagher
Mapping Customer Needs to The Conceptual Waterfall
In the earlier article we described how the Conceptual Waterfall
was developed in conjunction with business experts. The waterfall
is an outside-in view of the company. It depicts how customers see
the company rather than the functional organisation within the company.
We develop these waterfalls in much the same way that an architect
comes up with the concept drawings for a new building. When the
concept is approved by the client the architect returns to the drafting
board to develop working drawings. In our case we must return to
the waterfall diagrams, add the detailed activities for each step
of the waterfall and perhaps change the number of the steps.
Using qualitative market research techniques such as in-depth interviews
or focus groups with both our customers and customers of competitors,
we have compiled lists of customer needs. Firstly we group these
customer needs according to the steps of the waterfall process.
At this stage we do not need to be too precise on where we place
the customer needs as we can move them around later. A good way
to handle this sorting is to put each customer need on a Post It
note. This allows them to be moved around easily. As an example
of grouping the customer needs, consider the Buying step of our
waterfall.
Customer needs when Buying
Note the terms on our example waterfall process. All of the steps
are expressed in terms of what the customer does rather than what
the supplier does. The supplier sells, while a customer buys. We
find that many companies struggle when they start to look at their
services from the customer's view for the first time. Using the
customer's words for the waterfall steps provides the right framework
to begin looking at the customer needs and activities that go with
each step. For Buying, the qualitative research might have found
the following customer needs:
Sales people who are available when you need them
Sales people with good product knowledge
Sales people with good knowledge on product benefits
Sales people you can trust
Sales people who don't talk down to you
Sales people who take an interest in you
Sales people who are helpful
Sales people who keep promises
Sales people who are professional
Sales people who don't eat in the store
Sales people who don't answer phones while talking to you
Sales people who are attentive
Sales people who are courteous
Car parking handy to store
VIRGIN AND VIGRIN
 What
an inspiring place for a Customer Value Business workshop! We had
just completed a client workshop at a resort on Koh Samui, an island
in the Gulf of Thailand. We had decided to visit the Islander bar
for a celebratory drink. And what better drink to have on a tropical
island than a Virgin Pina Colada made from local pineapples and
coconuts. When it comes the drink is delivered with style and the
taste is superb. Just the right mix to give a refreshing but smooth
drink.
The next night we head into town and decide to try some Thai cooking
at Pisces '99, a seafood restaurant. But first we spot Vigrin Pina
Colada on the drinks list, and at 30 Baht cheaper than the Islander's
Virgin Pina Colada. Alas, when the Vigrin arrives the drink consists
mainly of ice and pineapple juice. It compares poorly to the Virgin
Pina Colada provided by the Islander. When the lower price is considered
the Vigrin still fares poorly in terms of value compared to the
Virgin.
But moving on I select steamed white snapper cooked Thai style
with lemon and garlic. The fish is cooked just right with steamed
rice an excellent accompaniment for the spicy seasonings. The lemon
and garlic turns out to be just the base for the mix of finely chopped
capsicum, tomatoes and some mysterious Thai spices. A delicious
combination.
Regards,
Rodger Gallagher
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