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5 Ways to Turn Apathetic Customers Into Raving Fans

5 Ways to Turn Apathetic Customers Into Raving Fans

by | Mar 23, 2022 | Customer Centricity, Innovation, Stories & Examples

“He’s just not that into you.”

That sentence is usually uttered as tough-love advice to a friend who can’t seem to let go of a guy that’s clearly let go of her. A few weeks ago, it was tough love advice to one of my friends who couldn’t understand why customers weren’t swooning over his company’s newest product.

They didn’t hate. 

But most didn’t like it enough to buy it.

It wasn’t rejection that was killing the business. It was apathy.

It was painful to witness.

It is also solvable.

Breeding apathy

I’m a baseball fan. I’m also the first to admit that baseball breeds apathy amongst its fans.

4-hour games. At-bats that feel like 4 hours. Fan involvement that is limited mainly to the Wave and the 7th Inning Stretch. It’s boring.

Unless you’re in Savannah, GA.

If you’re in Savannah to see baseball, you show up 2 hours before the game starts. When the gates open, you rush to your seats because you don’t want to miss a moment of the pre-game festivities. During the game, you bounce in and out of your seat so much that it counts as a workout. After the game, you spend another hour dancing and singing with the band and the team. By the time you get home, your voice is hoarse, your head is spinning, and you swear you never knew a baseball game could be so fun.

It’s bananas. The Savannah Bananas.

Converting the apathetic into raving fans

How do they do it?  

How does a collegiate summer baseball team sell out every game since 2016 and routinely attract people from around the world?

More importantly, what can you (and my friend) learn from them?

1. Do Your (customers’) Job (to be Done). 

Most people go to baseball games to have fun and make memories. Most MLB franchises are focused on making a profit and winning trophies. Not a whole lot of overlap there. 

The Bananas promise “to provide an electric atmosphere at all of our games! Our fans come first, and we’re dedicated to entertaining you!” There’s a complete overlap between what the fans want – have fun and make memories – and what the Bananas offer.

2. Deliver an end-to-end experience

For most businesses, designing and delivering an end-to-end experience is about investing in technology to make buying their products “frictionless” and training customer service to be more “helpful.”

The Bananas invest in delivering delight. Here’s what happened after I spent a whopping $50 to buy two tickets:

  • I received an email telling me I had just made the “best decision of my life” and sharing a video of the “live” view of their offices when my order came in (dancing and chaos)
  • Three days later, Carson called to thank me for buying tickets
  • Two weeks before the game, they emailed to help me “mentally prepare” for the experience. 
  • One week before the game, they sent a permission slip to give to my boss to get out of work early. 
  • On gameday, they emailed a Spotify playlist so we could prepare for the game
  • The day after, they emailed a handwritten thank you note from the owners
  • A week after the game, they emailed a video montage of the game we attended

3. Be human

Most companies “run lean” and use technology to improve efficiencies because humans are expensive. 

The Bananas are human. Carson emailed the permission slip. She also called to thank me for buying tickets. Nick sent the gameday email. He also gave me the wristband required to get to our seats. The owner, Jesse Cole, spent the night running around in a yellow tuxedo hyping up the crowd. His wife wrote a thank you letter.

4. Give thanks. No strings attached

We’ve all received the “Thank You for Your Purchase” email after an online transaction. We also know that the email will ask for something more – track your package, write a review, post on social media, buy another product. 

The Bananas say, “Thank You,” then give you something more – a funny video, a permission slip, a Spotify playlist, a handwritten thank you note. They don’t ask you to buy merchandise or post about your experience on social media, or leave them a review. 

5. Care

If you don’t care about your product, no one else will.

In a world of baseballs, be a banana.

There are dozens of other things the Savannah Bananas do that make them unique and delightful that your business (and MLB) would struggle to copy.

But there are at least five things you can copy to stave off customer apathy and inspire die-hard, life-long, “tell all your friends” loyalty.

What did I miss? What have YOU experienced or done to be a banana? 

What Business Are You Really In? Ask These 3 Questions to Find Out

What Business Are You Really In? Ask These 3 Questions to Find Out

by | Mar 16, 2022 | Innovation, Leadership, Strategy

Imagine that you decided to temporarily shut down your business. You made this decision because you knew something major could go wrong and, despite some efforts, you didn’t make as much progress as you hoped. So, you temporarily closed without knowing how long “temporarily” would be.

Three months later, you have made big changes. Massive, ginormous, monumental changes. Changes to foundational elements of your business. You discontinued a beloved product, made existing products safer and expanded a controversial product.

Now, imagine that the press followed all of this. They reported on every meeting, speculated on every discussion, and critiqued every statement. They even said you should be fired.

But now, today, you announced that you’re open for business. All the problems are solved, and all the changes rolled out. The press celebrated, and articles, podcasts, and news stories heralded your business’ re-opening.

Your customers yawned. 

They didn’t miss you.

Many didn’t even know you were gone.

A True Story

You just read the story of Major League Baseball at the end of its 99-day lockout.

But it could also be the story of your business if you make the same mistake MLB did in December, which is the same mistake it has made for the past 20+ years.

It forgot what business it’s in.

MLB thinks it’s in the baseball business. For some customers, diehard fans, it is. But for most, baseball is in the business of helping customers to:

  • Make memories
  • Have fun
  • Feel connected to others
  • Be entertained
  • Drink beer and eat junk food without guilt

These are the Jobs to be Done that customers hire baseball to do for them. But there are dozens of other businesses offering to do the same Jobs, many in ways that are lower cost and more easily accessible. And fans are taking their business to those competitors.

According to Statista, the average per game attendance was 18,900 in 2021, a 34% decline from 2019. Even more troubling than this “generational low” is that people aren’t even watching baseball at home, evidenced by the 12% decline in TV viewership for games.

Customers are rejecting baseball. They just don’t care about it as much as they used to. As a result, they’re spending less time and less money on it and finding newer and better alternatives.

3 Questions to Figure Out if You’re Out (or In)

This story isn’t unique to MLB. It’s the story at the core of many failed businesses. The outward view of solving customers’ problems gives way to an increasingly inward-facing view of the business the business is in.

The story isn’t fast-paced or obvious, either. The declines happen slowly – average gameday attendance dropped only 367 people annually from 2012 to 2019, a decrease that’s easy to miss when considering that the average MLB ballpark holds 43,000 people. 

But once the decline starts and apathy sets in, it is challenging to change the story. But not impossible.

If you want customers to care about you again, to need you and your products the way they used to, you need to care more about your customers than your business. You need to ask three questions:

1. “Why do you choose us?” (in Innovation-speak this translates to, “What are your Jobs to be Done?”)

2. “When you don’t choose us, who do you choose and why?”

Then you must listen. Really listen. To EVERYTHING customers say. The reasons you want to hear and the ones you don’t,  The competitors you know and the ones you least expect. The things that make them better that you know and the ones you don’t agree with.

Then, and only then, do you look inward at your operations and business model and ask.

3. “What business are we in?”

Are your operations set up to deliver delight to customers or maximum efficiency to your business? Is your business model set up to create value for customers or maximize profit for you? Are you increasing the size of bases 3 inches and claiming its safer or doing everything possible to reduce the game’s length and increase its fun factor?

It’s not customer rejection that kills a business. It’s customer apathy.

Don’t allow your customers to become apathetic. They cared about your business once. Keep giving them reasons to care by asking what they care about and delivering it.

How do you make sure that you’re in the right business?

How to Start an Innovation Project So It Ends ‘Happily Ever After’

How to Start an Innovation Project So It Ends ‘Happily Ever After’

by | Mar 8, 2022 | Innovation, Leadership

When you were a child, you knew that the best stories began with “Once Upon a Time” and end with “And they lived happily ever after.”  As an adult, you know that stories can begin and end any number of ways. 

As a leader trying to grow a business, it may seem like all your innovation stories end with “And then we cancelled the project/disbanded the team/got distracted by the needs of our current business”

Why is that? 

How can you change your innovation story the endings to “And they lived happily ever after (because they launched lots of cool new stuff that people loved and paid for and that led to new revenue and lots of growth and happy employees and other wonderful happy things)”

While there are hundreds, if not thousands, of answers to those questions, one of them is in the way you start the story.

How the story begins

Think about the last time you kicked off an innovation project.  What did you say?

Story 1: “We need you to work on X and we don’t want you to be encumbered by what we’ve done in the past.  We want you to explore, think creatively, and really push our thinking.

Story 2: “We need you to work on X and, to save you time, here is everything we did in the past.  Use this as a starting point and build from here.

Story 3: We need you to work on X.  Here’s what we did in the past, but we’re not tied to it.  Look it over and let me know what you think we should do from here.

There’s nothing obviously wrong with any of these. 

Just like “Once upon a time,” they start with clear direction – we need you to work on X.  Even better, they all express your positive intentions and support (push our thinking, save you time, let me know what you think) for the team.

What could possibly go wrong?

How the story ends

The team returns from their quest, which usually involves a lot of research, to present their findings and recommendations.  They are excited by what they discovered and eager to continue their work. They conclude their presentation and turn to you, eagerly awaiting your response.

If you started with #1

Thinking of all the freedom you gave at kickoff, and sigh. “That’s good work but we already knew most of that.  We wanted you to push our thinking, but I don’t see a lot of new here.”

The team nods and tries to point out the new insights but to no avail.  The gather their things and walk out.  At best they feel dejected, like they failed an important test.  At worst, they’re angry, feeling like the whole exercise was a trap.  They know you’re disappointed and, as a result, the end is near.

If you started with #2

Thinking back to the dozens of files you gave them at kick-off, you lean forward and say, “That’s good work but we already knew most of that.  To be fair, you built on what we had but why did it take so long?”

The team looks at each other, trying to hide their confusion.  They built on what you gave them and delivered it on time.  Not knowing quite what to say, they gather their things and walk out.  Frustrated, they feel like they were set up to fail.  After all, why would you give them so much time if you didn’t want them to use it?  They know you’re frustrated too and brace themselves for the repercussions.

If you started with #3

You think back not to the kickoff but to the meeting after that, the one where the team presented their research plan.  You take a deep breath and say, “That’s good work but we already knew most of that.  To be fair, you did warn me that might be the case.  I can see where some things shifted and where we gained new insights.”

The team nods and lays out the implications of their findings.  They layout the milestones between today and a potential launch, and detail next steps to hit the next milestone.  As before, you debate the insights and the plan, ultimately coming to agreement on what happens next.  The team gathers their things and leaves the room, motivated to continue their work

What went wrong?

Three stories began but only 1 is on track for a “happily ever after.”  The first two stories began with such promise, but they ended with dejection, anger, disappointment, confusion, and frustration.  Why?

Unrealistic expectations

If you started with #1, you set unrealistic expectations.  As a leader in the organization, you know more about the business than the team so it’s not realistic to expect the team to tell you something you don’t know.  As someone with years of experience in the industry, you know that things don’t change overnight so even research that’s a few years old is still probably more right than wrong.  Expecting the team to “push your thinking” and tell you something you don’t know isn’t realistic.  Worse, it’s not fair.

Orders, not ownership

If you started with #2, you made it very clear from the start that you’re the expert by telling the team to take past work as a given and build on it rather than question it.  You probably also gave them a timeline and told them to come back to you at the next milestone.  You did all this to help the team work efficiently and you wanted them to feel ownership, to question the work and take the time they need, even if it’s less than the time given.  But the team did exactly what you asked because you gave them orders and, in most companies, success comes from following orders.

What went right?

What did you do in #3 that put the team on path to “happily ever after?”

You were honest and transparent about past work. By sharing past work, you made it clear that you trusted the team to think critically and creatively, to analyze past data and make decisions about what should be kept, questioned, and discarded.

You invited the team to challenge you.  When you shared the past work, you gave the team insight into your current hypotheses and biases.  By admitting that you’re not tied to past work, you made it clear to the team that you were open to discussion and willing to change your mind. 

You empowered the team to take ownership.  By asking the team to review past work then come back to you with suggestions and plan, you gave them ownership of the process.  When they left that first meeting, they were responsible for the work AND how the work got down.  They were project owners now

The End (almost)

Good intentions aren’t enough to set innovation projects and teams up for success.  How you start the story by setting expectations and empowering the team has a huge impact on how the story progresses and whether or not it ends “happily ever after.”

How do you start your stories?

5 Innovation Frameworks Decoded: When to Use What

5 Innovation Frameworks Decoded: When to Use What

by | Feb 28, 2022 | Innovation, Stories & Examples, Tips, Tricks, & Tools

In Part 1, you learned the What, Why, and How of 5 popular Innovation Frameworks – Human-Centered Design (also known as Design Thinking), Systemic Design, User-Centered Design, Lean Start-up, and Agile.

But as anyone who grew up in the 1980s and watched G.I. Joe will tell you, knowing is half the battle.

The other half is doing. More specifically, doing the right thing at the right time.

This brings us to Part 2 – the When of our 5 Innovation frameworks.

The Innovation Process

Before we get into the specifics of when to use each framework, let’s get clear on the activities that need to happen and the order in which they need to happen. In other words, we need to define an Innovation Process.

I know that sounds like an oxymoron. After all, you know that innovation is not a linear process. At best, it’s iterative. Usually, it looks and feels like this:

But you also know that this image doesn’t inspire confidence in senior leaders because it looks like chaos and doesn’t haven’t a timescale. 

So to make the process more palatable to the powers that be, the Innovation Process is often shown as linear. Something like this:

Of course, that means that we, the innovators, must explain that the work isn’t, it’s an infinite loop with exit points at each step, and not every project can or should complete all the steps. It’s not perfect, but it serves its purpose (reassure senior leaders that we have a plan), so we’ll use it to help guide us to when to use each Innovation Framework.

Frameworks in the process

Now that we know the basic order in which activities should occur, we can return to our frameworks to determine which ones will best serve us in each step of the process.

“But wait!” some of you may exclaim. “Can’t we use them all?”

You can, but you don’t need to. Human-Centered Design and User-Centered Design are incredibly similar, and trying to use them both is more likely to confuse than clarify the work to be done.

“I knew it!” others will laugh, “that’s why I only use (fill in the framework).”

You can, but you shouldn’t. Every innovation has its strengths and weaknesses. The most successful innovators pull the best approaches and tools from each framework into their process.

Here’s how I think things fit together:

How to Interpret:  The thicker the colored band in a column, the better suited the Innovation Framework is for the phase in the process. For example, Human-Centered Design is excellent for Diagnose, Design, and Develop phases, useful in De-Risk, and ok in Deliver. In contrast, Agile is not at all suited for Diagnose and Design but is excellent for De-Risk and Deliver.

In Diagnose and Design, lean heavily on Human-Centered Design because it keeps you open to all the types of people involved in the problem and the solution (not just users). If you’re operating in a complex environment, like healthcare or education, being in Systemic Thinking to make sure you don’t miss non-human elements like regulation, technology, or geopolitical dynamics that could also have a significant effect on the problem and eventual solution

In Develop, start weaving in elements of Lean Startup, especially its focus on building business models and not just individual products or services. Tools like the Business Model Canvas are a huge help here and reveal critical but non-product/service assumptions that need to be tested.

In De-Risk, Lean Startup and Agile become (relatively) interchangeable, so use the language that best resonates within your organization. The key here is to apply the Scientific Method to your solution through rapid prototyping and testing.

In Deliver, you’ve launched your solution, and the goal is to scale. Agile is designed for this, but it’s essential to keep the human/user at the center of continuous improvement efforts.

You’re now even more of an expert on five popular innovation frameworks, ready to talk the talk and walk the walk with the best of ’em. Right?

Maybe.

This is all the opinion of one person in a world of experts who think and who do. So what did I miss? What did I get wrong? Drop a comment, and you’ll make us all smarter!

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