Tag: upsell
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Shopping for a new monitor
I do a lot of work from home. My office has a huge picture window, a desk and my laptop. As a system administrator, I often read long log files or wade through large amounts of data; sometimes I need to work from an online reference as I’m tweaking system settings on my servers. A big monitor really helps with this, so last weekend I went off in search of the Right One for my office.
I started with some online searches to establish a baseline price for my budget. I really don’t like buying monitors online, though, because the picture quality from model to model can vary widely and it’s something that I like to see firsthand. So, wife in tow (to tell me when I’m going overboard – I do get excited about new hardware at times), we head to the local shopping extravaganza to look for monitors.
I settled on a few things I was looking for: size (the bigger, the better), resolution and contrast ratio. I do enough image editing for website tasks that picture quality matters, but not enough that I care about color correctness, so I just want a good, solid, clear picture. I’m not gaming, so I don’t care about super-fast update times, just a clear picture that makes log files and code easy to read. I’ve found that by clearly stating your priorities, it’s a lot easier to compare similar products and make a satisfying decision on which thing it is you’re going to buy. With these goals in mind, I found a few possible candidates:
- 22″ Acer, reasonable resolution, poor contrast ratio: $159
- 23″ Samsung, reasonable resolution, excellent contrast ratio: $209
- 28″ Viewsonic, fair CR, good resolution: $549
- 26″ Samsung, good resolution, good CR: $399 (with $100 rebate, so $299 if the rebate works)
- 24″ Dell, good resolution, good CR: $279
I settled on the 26″ Samsung. The price was fair. Although more than I had originally wanted to spend, it was a great deal – and even better if the rebate comes through. The picture was superb, and it sure does make working at home even nicer than before.
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Arm your salespeople to make the sale
I was talking to an executive at Oracle, and he told me that CRM is entering a new phase. Salespeople are the revenue generators of a company. Current CRM tools have served the purpose of helping salespeople organize their customers’ contacts and manage the sales process and pipeline, but this isn’t enough.
Your salespeople are representing and selling your product. Customers who want to buy your product typically list a few things they want and look to the salesperson to guide them. The salesperson is their advisor on your product offering. The salesperson is expected to know the product and suggest good choices for the customer. Is your salesperson equipped to do that?
There was a time when life was simpler and products were simpler. The customer said, “I want a 17″ TV.” The salesperson could look at what he had stocked and reply, “I have a 19″ I can give you for the same price.” Wow! Done!
Today, even the best salespeople don’t stay at one job for long. They move, selling what sells. Training sales newbies on a product is a big challenge for companies, and the cost of the salesperson not knowing the product he’s selling is VERY HIGH. As many as four out of five quotes are lost because customers weren’t guided to a good product selection. You can fill this gap by arming your salespeople with tools and product knowledge that will help them advise customers effectively on your product. Your company needs salespeople to have that capability so you can make money on the stuff they sell!
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Customer power
What if you could reduce the cost of marketing while giving customers better access to what they really want? Consumer empowerment requires that companies give up some control over product access, promotions and price in exchange for increased consumer responsiveness. See this Q&A with professor Luc Wathieu, Harvard Business School.
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Variation is valuable
Advances in interconnection technologies are driving an increasingly demand-driven market. Customers are learning to expect to get what they want, when they want it, how they want it. And they tell you in each and every interaction they have with your company, or not. In a demand-driven world, increasing product variation and complexity in your business model is inevitable. Left untended, your business can become a tangled web of counterproductive business strategies with a dense portfolio of product families comprising thousands, even millions, of variants.
However, make no mistake, variation is valuable. To deny complexity or view the long tail of product variation as a management failure is to deny diversity of the world in which we make our living. Eliminate complexity in your product offer and you will find yourself competing with boatloads of product from China, India or any of a number of low-wage production markets.
The “keep it simple” principle is the root of good management. However, as Oliver Wendell Holmes, Jr. has observed, “I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity,” it matters which form of simplicity you choose. The wrong simple answer is to try to focus on the 20% of product variants that make up 80% of your revenue, the head of the ubiquitous Pareto distribution, and find ways to minimize or eliminate the so-called unprofitable remaining 80% of product variants that lurk in the tail. Hello commodity, goodbye margins. The right simple answer is to deliver Intelligent Variation based on the voice of the customer shouting through the many interactions they have with you each and every day.
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Guiding salespeople
We have talked a lot about how configurations and complexity affect an organization, but often we forget to look at customer-facing roles. While managing product complexity is important for product teams and production teams, it should also extend to the sales force.
At the end of the day, the number one mission for your sales team is to SELL. And often this push for revenue brings additional complexity back into the organization through new one-off configurations salespeople have promised to customers. Even worse is that these configurations might be one or two small changes away from a very popular and maybe more profitable configuration.
Product configurations can be used to shape not only customer demand but also sales behavior. Using a set of pre-ranked configurations based on metrics such as margin, days to sell or current inventory level, you can offer your sales team a structured plan that incents sales through tiered commissions.
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Help the sales team help the customer
This morning I was talking to the VP of business process improvement for a company that sells industrial machinery. Their products are highly configurable. She told me that every year they have 50% new configurations they have never seen before. The number of choices on their products has grown over time. ”A salesperson can’t know everything about the product,” she said. “Customers want a few choices, and before you know it, the quote has crept into a configuration that’s bad for the customer and bad for us. “
As the VP explained, the biggest opportunity for complexity management is at the point of taking an order. A customer wants to be guided to complete their order. This concept is called Demand Shaping. There are myriad ways a configurable product can be ordered. However, each customer cares only about a few features that are of high importance to him or her.
Product management to fit?
I often hear clients say, “We’ve been told by management that we should only have a standard and premium model.” Then product teams are tasked to fit the line to that limitation, while no product analysis was done to support the decision.
While reduction in configurations is important, how it is achieved is just as important. Using a quantitative approach earlier in this decision-making cycle can help the management team make an informed decision. Maybe a reduction to two models is just too aggressive; adding one additional model might be the difference in having proper market coverage. Examination of customer buying trends and patterns should be the first indicator for product direction. Determining product strategy based on market needs as opposed to retrofitting the product to an idea could lead to more effective product lines for both the manufacturer and consumer.
Stop product complexity at the door
In any manufacturing company that builds configurable products, there is a lot of discussion around what product complexity is. What’s interesting is that when times are good and there are lots of sales, the discussion is usually around how to simplify or streamline with the goal to sell more product even faster, that complexity is keeping sales from going even higher. In bad times, the discussion typically moves to how complexity is causing undue stress on the supply chain, creating problems with parts forecasting, quality and finished goods inventory.
Rarely do these discussions end with participants really agreeing about exactly what complexity is or how to reduce it. Solutions are attempted with internal projects like SKU reduction and part number reduction initiatives driven by Six Sigma teams that mean well and do good work, but usually are chasing the tail of the complexity dog, rather than leashing it for good and guiding it to higher profits, lower forecasting errors, even shorter sales cycles.
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Optimization is the big win – but getting started is key
When I started studying complexity and realized the huge adverse impact it was having on companies, I was determined to “find it and get rid of it.” There are many places where that formula will lead to big improvements in everything – profits, service, quality and more. More and more companies are discovering how to do this. In some cases it is pretty simple. Just having the courage of their convictions that it will make things better is all that stands in the way of eliminating complexity.
Well, I found that is not completely true – at least not all the time. There are some situations where what seems to be a simple complexity elimination process turns out to be quite a bit more… complex! The real issue is not just complexity reduction. It is “optimization” of complexity. Get rid of the wasteful part and structure processes to use the right level of complexity.
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Why product complexity matters
I was telling some friends at a brunch about what I do, and how variety drives cost in manufacturing. “But all the manufacturing has moved to China,” commented one person. I’ve heard this comment over and over.
A picture is worth a thousand words — and here’s one that fits the bill.
- Commoditization of labor in manufacturing
- Higher output per worker
- The percentage of cost in goods is much higher
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