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Customer types
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來自 University of Maryland, College Park 的課程
Master Class for Corporate Entrepreneurs
12 個評分
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University of Maryland, College Park
12 個評分
課程 5（共 5 門，Specialization Corporate Entrepreneurship: Innovating within Corporations）
從本節課中
Building the Business Model
This module challenges you to develop and apply the Business Model Canvas tool to scope a corporate challenge or opportunity. You will learn how to identify and communicate the nine elements of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure.
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Dr. James V. GreenDirector of Entrepreneurship Education
Maryland Technology Enterprise Institute
Next thing we want to talk about is the costumer types.
Even within a segment, customers come in various kinds of roles or types.
I sort of prefer to call them roles but
the customer discovery crew calls them types, so let's stick with that.
The types come about from the fact that most sales, you might even say every
kind of sale, needs more than one customer or kind of customer involved.
It's certainly true of a complex business sale.
There's somebody in a business who is going to use to product,
there's someone else who is going to pay for it,
there's someone else who's going to decide on it, etcetera, etcetera, etcetera.
But even in consumer sales, things can be complicated.
Think of a mobile app that you're selling to a teen.
Unless that teen comes from a high income district,
it's unlikely that they're the ones that are going to be paying for it.
Someone else is going to be paying for
it, which means someone else is probably going to approve of it.
Someone else is going to recommend it, and so on, and so forth.
These are customer types.
Let's start with a typical role of the end user.
The end user is the person who will actually use the product or service.
In the case of the teen, it's the teen who's going to be using the mobile app.
In the case of the business software,
it's the analyst who's going to be using the software in their day to day work.
The thing about end users is, they may or
may not be important to the overall decision.
If you're doing customer discovery and all you talk to are end users,
you're not going to find out anything about why that company or
enterprise or family won't buy it because you're not talking to the other roles.
In some cases, the end user's important.
In a lot of cases, they're just not that important.
They sort of have to take what they're given.
So a value proposition that mainly solves an end user pain,
you have to pay special attention to the other roles in the customer segment and
make sure you've got those roles nailed in terms of understanding them.
In particular, you have to understand the role of the decision maker.
The decision maker is the person who actually makes the decision.
They have the authority or the clout to decide what the solution gets adopted.
In business, they're typically an executive or a manager,
they're typically a level or two higher than the end users.
They may in some organizations be multiple levels higher, and
they maybe fairly removed from the problems that make the end user
in pain or want gain in the first place.
In a consumer situation, the typical decision maker is the mom or
the dad in the family, it's the person who's going to pay for it.
You could also have teachers.
You could have coaches.
You could have doctors who make, who are decision makers for individual consumers.
Social workers, in some cases, might be the decision maker.
It's the person who has the authority or
the clout to decide which solution gets adopted.
And typically a decision maker is highly influenced by the needs and
wants of the other customer types, with the possible exception of the end user,
oddly enough.
But they will listen to everyone in the ecosystem and
they try to reach a balanced and fair decision in most cases.
So, they're going to be influenced by the other roles.
The decision maker may or may not be the same with the payer.
This happens all the time in enterprise sales,
where procurement is actually the payer.
And procurement isn't going to sign off on anything till they've have a chance to
review it and they have pains and gains all their own that you have to understand,
or they're just not going to buy into it.
So they're the person that has the budget for the solution.
They're often a powerful decision maker.
They often don't appear until pretty late in the process.
They say yeah we gotta talk to Ed.
Ed's the guy who's going to pay for this thing.
And Ed walks in and says, why wasn't I consulted about this?
I don't want this thing.
We're already committed to something else.
Blah blah blah.
So beware.
Identify the payer early, and figure out who they are, and
try to figure out something about their pains and gains.
They're typically motivated by cost, benefit, ROI,
and they're typically insensitive to the needs and wants of other types.
Purchasing could care less whether people like it.
All they care about is that it's the low cost or high ROI solution.
Now, they may have emotional needs of their own that cause them to act
differently but those are their business motives that appear.
Another role you find in certain decisions is influencer.
They're a person who kind of weighs in on a solution or a purchase.
There's all kind of different influencers.
They may actually be outside the organization or family.
So a typical influencer's a thought leader, is somebody who everyone looks to.
Or in a lot of businesses, there's an organization,
there's a company that's thought to be the leader.
So, we always do what so and so does for their IT.
They think about all this stuff really well.
We sort of follow them.
They get excited by features or value propositions.
And sadly they're the ones that you often meet first when you're trying to sell
something.
And they'll get very excited about your product.
They'll love it.
Unfortunately, the payer, the decision maker, the end user,
all those other people have to be taken into account.
You can't just go with the influencer.
You have to weigh their power to actually influence things and a typical,
typical sad scenario is that a powerless Influencer gets really excited
about some product or solution your offering and it just never gets anywhere.
Month after month passes and no decisions being made.
That means you have a powerless Influencer.
A recommender's slightly different from an influencer.
A recommender is a person who formally is asked to recommend solutions.
So, it may be somebody who has looked at all of the possible network
monitoring tools and has the five criteria that you need in order to pick.
They dream up the feature list that you have to meet in order to sell a product.
And they typically have a pretty rigid conception of their task.
They're removed from end users.
They're even removed from decision-makers.
They're sort of in a world of their own.
And all they care about is sort of, does this thing conform to their checklist.
And then finally, a role that you've gotta pay a lot of attention to,
particularly in business situations, is the saboteur.
A saboteur is someone who actually loses out if your solution is adopted.
And so, they may not admit it and
they may be covert about it, but they're trying to make sure it doesn't happen.
So typically, it's a person or group who is benefiting from the current situation.
Let's say there's an in-house business intelligence group and
you have a new business intelligence solution that's going to make ordinary
users able to do their own analyses.
You can imagine that that business intelligence group is not going to be
happy about your solution.
And they may not say so, they may say it needs more study or
it lacks features, or this and that, but in fact they're against it.
Another is a professional who actually gets money from band-aiding
the existing problem.
So if you have somebody who's a consultant, who comes in and gets paid
to solve a problem that won't go away, and your solution gets rid of that problem,
it doesn't take much imagination to think that that person's going to be a saboteur.
Saboteurs occur in consumer stuff too.
If you have some new video game and
your little sister doesn't like it, your little sister can veto it or
sabotage it or make it impossible for the parents to come to a decision.
So saboteurs exist in consumer situations, as well.
And identifying potential saboteurs is a key part of customer discovery.
Those are probably the main roles that you run across in most kinds of sales.
You could imagine others.
But, most solutions involve multiple quote, customers and
you have to understand all of their wishes and needs, their towers of wishes and
woe, their jobs that they need done, so on and so.
This is one reason why you focus on a customer segment,
it's hard enough to do this analysis in one little segment.
It's almost impossible to do it for quote, everyone.
So you gotta pay attention to the end user, the payer, the decision maker,
the influencer, the recommender, and yes, the saboteur in order to do your job.
Thanks.
