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| Subject: You’re Here, So You Need This to Get There. | |
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Author: Dennis S. Vogel |
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Date Posted: 15:04:44 06/28/22 Tue Let’s integrate WHAT GOT YOU HERE WON’T GET YOU THERE by Marshall Goldsmith & Mark Reiter. I didn’t answer some questions below. Adjust questions in consultations to approach issues from different perspectives. Questions are valuable to inspire curious minds to investigate possibilities. If possibilities are uncomfortable, let’s explore expanding consumers’ opportunities. When we can’t turn our backs until we face it all, let’s examine things to determine what we should prepare for, pass or fix. ‘WHAT’ designates necessary qualities & quantities of tools & materials plus methods for creating & maintaining results. ‘HERE’ designates satisfaction & dissatisfaction with results plus reasons for retaining or changing. ‘THERE’ designates goals & expectations of how & when resources will produce benefits. ‘THERE’ could designate intentional &/or unintentional effects causing other effects. Conditions Can Be Like Leaky Containers. People might think bigger quantities bring better quality. People are probably dissatisfied no matter what or how much they add to ‘HERE’ if they don't acknowledge or are unaware of negative causes & effects. Vulnerabilities might remain so monitor resource availability for repairing what might deteriorate. Identify quality boosters plus vulnerabilities that cause quality boosters to leak out. Do customers define good quality as perfection, effectiveness &/or efficiency? Excessive resources can decrease efficiency & increase expenses without increasing effectiveness. You should know people’s criteria for their desires. Example: Lawn mowing is legally required, but appearance is a personal & social concern. Fertilizing & watering can improve appearance & increase required mowing. Some retailers sell without considering benefits or drawbacks. Differentiate your store by offering goal achievement resources for customers' prioritized benefits. Offer Example: ‘Summer brings (problem) & (opportunity). (Store) has information & equipment so you can prevent (problem) & have time to enjoy (opportunity). Some retailers want to load you up with products. They’ll sell whatever you buy but won’t guide you to make your best choices. If you buy too much X without Y, you might persevere & fail. Persistence is important but hard if you don’t have necessary resources for fulfilling purposes. Let’s work together to maximize (benefit) functionality & make your persistence profitable for you.’ That offer includes consultations. Example: ‘Based on how you describe (conditions), your goal requires (quantity) of X. Others might recommend more. Instead of buying more X, you can invest in (quantity) of Y. That combination will create (benefit) based on these instructions.’ WHAT in Creation is THERE? ‘THERE’ might seem incomplete because visualization is easier than physical creations. When people arrive, ‘THERE’ becomes ‘HERE’ & might be too uncomfortable to stay. Explore satisfaction criteria like this: ‘Let’s be sure your plan allows full satisfaction. What will indicate your goal is achieved? What might indicate whether you want (benefit 1 or 2)? Let’s be sure you can upgrade to that when you’re ready.’ Journeys might be more satisfying than destinations for achievers who feel energized by challenges. For people who need rest stops, challenges are burdens. Interrupted challenges can weigh heavily. If efforts (to create customers' desired ‘HERE’) were interrupted, is it practical to finish now? Is finishing ‘HERE’ a prerequisite of creating ‘THERE’? Determine that with refined priority criteria plus information about current conditions & product availability. Without information, people might try (again) without fully effective products & methods. Help customers balance personal fulfillment expectations with accurate possibilities of creating better conditions. Have customers over-idealized ‘THERE’ so much they’re dissatisfied because ‘HERE’ feels too bland? If current results fulfilled expectations, why are people frustrated now? Do people want to ‘GET THERE’ because ‘HERE’ became unsatisfactory? If ‘HERE’ is declining, help customers compare advantages of reversing that decline or going 'THERE'. If people aren't comfortable with any options, it might be tempting to do what's least expensive to reduce potential financial risks. You can justify high-quality (expensive) options but also compare inexpensive options. People might be frustrated if you sold an expensive upgrade, but they learned you had good, less expensive options. If some options can be upgraded, help customers rate potential desires if they can afford better options later. Which benefits of ‘HERE’ should be preserved &/or adapted before or while people go ‘THERE’? Compare benefits of ‘HERE’ & ‘THERE’. If ‘HERE’ is eliminated, will creating ‘THERE’ be easier/less expensive or harder/more expensive? Does anything in ‘HERE’ or ‘WHAT’ make ‘THERE’ possible? If ‘HERE’ & ‘WHAT’ creation & maintenance aren’t optimal for getting ‘THERE’, which resources are necessary for optimization? The Tough ‘GET’ Going ‘GOT’ & ‘GET’ designate implementation of methods for going ‘HERE’ & ‘THERE’. Advantage offers should include plans, products & learning methods to make 'GETTING' easier & more complete than competitors’ offers. People become familiar with ‘HERE’ & ‘WHAT’ & might hesitate to use unfamiliar things to ‘GET THERE’ or upgrade ‘HERE’. How much unfamiliarity will customers tolerate? Customers might need potentially unfamiliar products &/or methods to achieve goals. What can you offer to increase customers’ satisfaction & decrease stress from unfamiliarity? If preserving ‘HERE’ seems as inconvenient as creating ‘THERE’, maximize benefits & minimize hassles. If ‘HERE’ & ‘THERE’ seem equally beneficial, which requires less expensive maintenance? Help customers maximize effectiveness & efficiency, so efforts don't offset benefits. If processes are long, urge customers to determine whether their needs/desires might change before goals are achieved. People might want to iterate & upgrade as they assess changing conditions. After goal setting & product purchases, people might lose interest in ‘THERE’ & think purchases are wasted. That would make future purchases harder to justify. Do your best to help people recover from regrets of buying from competitors plus avoid regretting purchases from you. What might rekindle interest? What else can be done with products & who might use them? Link purchases with progress plus benefits coming from starting &/or restarting efforts. Progress adds to ‘WHAT’, so condition improvements are better & easier to implement. People might tolerate ‘HERE’ because improvements &/or ‘THERE’ alternatives seem too difficult. Help people make ‘HERE’ tolerable while they compare options & develop goals. Starting or restarting will seem less stressful & more productive when you help people optimize criteria, skills & methods. That can link productivity with your store. As you perceive how emerging causes affect people’s results & goals, guide customers what to adapt, adopt or drop. Consultation Example: ‘(Outdated product) made (result) successful, but it’s less effective now. You’re probably dissatisfied because (condition) changed. You would need (basic upgrade) to establish the same effect. (Premium upgrade) brings progress by creating & maintaining (optimal benefit). Let’s design your methods based on new conditions & your expectations.’ Unless fully functional benefits are turn-key, methods affect quality of ‘WHAT’, ‘HERE’ &’ THERE’ plus affect how long results are satisfactory. Turn-key benefits can lose adequacy at varying rates depending on quality & conditions severity. Products are created based on assumptions of how & how often they’ll be used. Cheap products fail, are hard to repair & have short warranties. Some expensive products are built for obsolescence or too technical/expensive for owners to repair after warranties expire. Global supply chains are interruptible. These are reasons people don’t always know if they’ll ‘GET THERE’ or how long they can stay ‘HERE’ or ‘THERE’. Criteria should optimize cognitive labor & functional hope, so customers clearly perceive & optimally implement opportunities. Advantage offer criteria should guide consumers to create ‘THERE’ satisfaction that's better & lasts longer than satisfaction with ‘HERE’ &/or competitors’ ‘THERE’. What do you add &/or help customers add to be sure total resources are wisely invested to achieve ‘THERE’? Grass Is Greener Over ‘THERE’ It’s important to be ready for ‘HERE’ to become uncomfortable no matter how hard it was to arrive. Even if people just arrived ‘HERE’, it’s important to define ‘THERE’ & be ready to move. Satisfaction can wear off quickly when options are perceived emotionally, but not logically compared. Use knowledge to help people consider if they’re getting or expecting enough quality & quantity as conditions change. Were products & results installed optimally, so benefits are complete & long lasting? Since expectations match people’s knowledge, offers should include information, challenge expectations plus set satisfactory criteria. Inspire fascination with available possibilities just beyond customers’ knowledge to inspire them to learn more. Assure customers you’ll supply resources to fulfill fascination you inspire. Offer quality to fulfill fascinating criteria. When options are available, people might think their limited knowledge covers their best criteria. As people consider differences between ‘HERE’ & ‘THERE’, help customers determine alterations they can & prefer to make. As much as people might be dissatisfied now, they could regret big changes more if they buy inadequate resources. Businesses promise customers can have ‘set it & forget it’ benefits; show your concern by helping people avoid set it & regret it results. Product specifications & knowledge of changing conditions should be future focused. Consumers’ knowledge & criteria might focus on the past & present because people tend to resist changes. It’s important to define which changes are inevitable or at least too extensive & expensive to fight. Thank you for using my blog. Please let me know if I should clarify anything. Copyright 2022 Dennis S. Vogel All rights reserved. When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/ [ Next Thread | Previous Thread | Next Message | Previous Message ] |
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