Happy New Life! Be Careful What You Wish For

People wish without considering consequences of fulfilled desires.

Is it success delusion or partial success when people get ‘THERE’ (where they want), yet settle for less than full effectiveness & efficiency? They’re disappointed with results but glad they saved money.

They can’t get ‘THERE’ from ‘HERE’. Did they choose the wrong ‘THERE’, methods, equipment &/or journey? Every input affects outputs.

People want treasured experiences, even if they never experience financial treasures. Life enhancements are built with experiences but can be ruined by low-quality.

Analogy: Can sweet orange juice be squeezed from sour lemons? If people can’t afford oranges, what’s available for desirable lemonade? Assessment: Perceived citrus differences are __ & adjustable with (current plus available resources). Uncorrectable differences are __ & can be offset with __.

Urge people to consider which benefits are important enough for optimization efforts.

Create & sustain happiness by connecting comfortable familiarity with adventures.

When people are bored with ‘HERE’, they create an adventure ‘THERE’. If it's more intense than expected, they return to ‘HERE’. Without recognizing current & necessary factors, people’s methods won’t work for full comfort or adventure.

Before planning comfort & adventure upgrades, help customers identify & rate desirability plus necessity of current comfort & adventure factors.

Find ways to prevent stale familiarity & excessive adventure riskiness. Create different familiarity versions by replacing dull comfort factors with adventure. How much can customers reduce familiarity without creating uncomfortably strange experiences? Like strapping in for rollercoaster rides, perceived risk can augment controlled adventures. People don’t always perceive seriousness of risks.

Analogy: Toddlers like edging away from parents, but running-away might be too risky. Children want freedom, but misperceive their readiness to achieve it. They learn by exploring boundaries of independence & ability to take control.

Accurate knowledge & product quality can be the difference between achieving or merely perceiving control. People might be at-risk because they assume products are dependable. Cheap product purchases can leave money for more activities but people are disappointed or injured by pushing beyond personal & product limits.

To create & benefit from treasured experiences of possessions & activities, clarify goals & compare with probable results. Offer optimized value & risk reduction by matching customers’ aspirations with product specifications to successfully implement plans.

Offer guidance to ensure people recognize practical treasures. That might seem like minimal cognitive labor, but it’s unfamiliar to overwhelmed customers. Differentiate your store as a treasure resource by covering step-by-step requirements, so people don’t dig for treasure & get stuck with junk.

Treasure Hunt: Inside the Mind of the New Consumer by Michael Silverstein & John Butman

Consumers might trade down without perceiving differences between cheap & high-priced products.

Smart people don’t pay more than necessary. They imitate smart examples, want to be perceived as smart & want money for security &/or investing in high-quality.

People’s Value Calculus involves financial, practical & emotional factors of paying the lowest prices for adequate quality to fulfill purposes. Cars, jewelry & shoes can contribute to fulfilling fashion purposes though two of those have practical purposes.

If people don’t socialize at-home, cheap furniture might seem good-enough unless retailers emphasize comfort as a health issue. Ask chiropractors how using cheap furniture causes enough cramps & sleep troubles to interfere with people’s experiences.

If at-home socializing is treasured, people will trade up for comfortable, attractive furniture. Help people adjust value perceptions so they don’t undermine goals. If people serve food & beverages, messes can reduce furniture value. If appearance is a high priority, which furniture will look good before & after visits?

Successfully Arrived, Failed to Thrive

In WHAT GOT YOU HERE WON’T GET YOU THERE, Marshall Goldsmith & Mark Reiter analogized Success Delusion with this: "The bear was about to clamp onto an unsuspecting airborne salmon jumping upstream. [An UNUM] headline read: YOU PROBABLY FEEL LIKE THE BEAR. WE’D LIKE TO SUGGEST YOU’RE THE SALMON."

By returning to natal rivers, anthropomorphized salmon might satisfy biological urges, but not nostalgic treasure when conditions change. Starvation, swimming upstream & bear attacks subtract more value.

Why do fish endanger themselves to spawn? Salmon struggle to bypass logjams to reach specific treasured spawning areas.

If people successfully clear obstacles to make another river suitable, fish might not recognize that value & struggle to return to their natal rivers. Should people state 'Fish hatching in this river also return to spawn here'? Or should people prioritize certain fish-stocking techniques & optimize maintainable spawning areas?

In effect, it’s like developing market niches by understanding them & helping them understand your advantage offers.

When your store is integrated in customers’ lives, you’ll learn about motivations & results. Learn about customers’ conditions to scout ahead for obstacles & recommend effective, efficient purchases & plans base on case studies.

Example: ‘(Customer) wanted (result) to create (benefit) & used (products) with (learned skills) to do (methods) & implemented (plans).’

People figure purchases are logical without admitting subtle, embarrassing or hard-to-express criteria. Advantage offers with in-store guidance can connect with customers’ subconscious/nonverbal emotions & prevent embarrassing mistakes.

Example: People might pay so much for luxury boats, there’s barely enough money to buy cheap tarps. Would it be wiser to buy mid-priced boats & rent winter storage units?

Comfortable offers are like keys opening mental locks, so people consider your options to fulfill opportunities.

People limit their opportunities though they can afford better options. Limited spending might prevent money shortages but could limit ability to prevent/solve problems. Explain unfamiliar causes & urge people to consider short- & long-term effects.

If low-quality is disregarded, low-prices seem logical but people also have emotional reasons. You might not identify all reasons but you can test offers to unlock people’s stresses & reveal freedom access. Explain alternatives to trading down.

Explain how offers improve conditions, so trading down doesn't feel reasonable.

Offer Example: ‘(Problem) solution requires __because __. Cheap commodities aren’t strong enough to withstand __. (Store) consultations focus on problem-causing vulnerabilities, so you’ll know what to fix & prevent.’

Trading down can be a short-cut eventually adding stresses instead of being a convenient detour.

Cheaper options can be cheap-shots that insult the intelligence of “smart shoppers” who set expectations plus compare conditions & products.

“No material difference” perceptions, expectations & experiential lessons might include outdated opinions. Explain essentialness of specific options. Gain insights into customers' obstacles by learning about local people’s goals & conditions. People want advisers to understand their current levels & find means to higher levels.

People personally & socially balance “I can go without (result-A) but can’t go without (result-B)”. Those beliefs are affected by potential criticism: ‘Why did you buy that instead of this?’ Those thoughts can be conflicting expectations, needs &/or desires.

Help define plus defend needs & desires. If you don’t explain offer advantages, people might get-by with coping mechanisms instead of optimizing conditions.

Explain why there’s more functional hope in trading up.

Help People Feel Extraordinary

Eventually, people might be intolerant of ordinariness especially when they see treasures displayed via social media. Trading down for commodities maintains ordinariness but hopefully reserves finances for trading up in treasures.

If people tolerate ordinariness to save money, use advantage offers to add logic to emotion.

Example: Some manufacturers make basic cars look like luxury models which possibly reduces luxury model attractiveness. Luxury models can seem logical with added-value of fuel-economy & safety. Frequent &/or long-distance drivers should offset their added risks with updated safety technology. With logic, luxury vehicles seem like investments, not splurges.

Help adjust customers' reasons for trading up & down with guidance about prioritization & fulfillments.

Consultation Example: ‘Why is weight-loss preferred to cardiovascular fitness? Weight management will be easier as you increase stamina. Your ‘Why’ for weight-loss is great. Let’s make your ‘Way’ great also. Benefits are limited from diets or exercise but the combination is powerful. Diets frustrate people. Some give up exercise because benefits aren’t instant, but discomfort is. If people exert too much too soon, their ‘Way’ probably won’t support their ‘Why’. If people try slimming down for social perceptions instead of personal reasons, their ‘Why’ might not support their ‘Way’. Feel better by improving your lifestyle with optimal nutrition & activities to increase stamina. You’ll gain energy from your effort & time investments in your health. Your increased energy will help you maximize your time for other activities.’

People might figure there’s treasure in goals/destinations until journeys become overwhelming. Some figure journeys are/should be treasured. When journeys are treasured, long-term destinations can seem worthwhile. Discomfort discourages people & brings failure delusion. Discomfort doesn’t always indicate failure.

What can you add to plans to reduce discomfort & add enjoyment to journeys?

Success delusion can start anytime in planning, journeys &/or arrival at expected or unexpected destinations. Journeys & destinations can be adjusted. Schedule advantage offers for typical times of customers’ planning, journeys & arrivals before or while circumstantial disadvantages start. When you know what disrupts success, offer to disrupt disruptions.

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2023 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/

Offering Happiness Means Reducing Problems Plus Increasing Benefits

Customer intimacy makes your store a valuable product & information source that improves lives.

You should offer happiness elements based on customers’ definitions & ways of pursuing happiness. Do customers explore new experiences regularly or occasionally to end monotony? Do customers try avoiding problems by repeating experiences to maintain safe, predictable happiness levels?

Problems can cause losses & interfere with pursuits of happiness, so avoiding losses is a high priority. Help customers comfortably balance exploration & familiarity.

Nebulous happiness is hard to achieve. After helping people identify what makes experiences enjoyable, offer necessary products & plan the steps. When people know how to consistently plan experiences, they can avoid mistakes.

People don’t want to lose what they’ve gained & problems make people vulnerable to losses.

Do customers use familiar, but possibly suboptimal ways to mitigate lingering or intermittent problems? Well-known methods & products seem easier & better than what’s unknown. Explain better options to make them familiar.

Expand your knowledge because better explanations can make offers successful. Learn about new conditions & problems, so you can find causes & recommend products.

Stand out from competitors by offering each element of new solutions & experiences including instructions for adjusting for conditions.

Successful offers often depend on these insights: People prefer what’s comfortable & familiar. People are more apt to buy what they want than what they need. People often emphasize avoiding problems more than gaining benefits.

Influence choices by explaining key details to increase desire & familiarity. Offers can seem too good to be true until you explain how products avoid problems & produce benefits.

Offer kits with product explanations & step-by-step instructions, so results & experiences will seem realistic & familiar. Descriptions can virtually build familiarity by helping people audition experiences in their imaginations.

Do you offer enhancements for familiar experiences? Describe enhancements based on added value & reduced frustration. Example: ‘Use Grill Monitor, so you won’t increase the cooking time by repeatedly opening your grill to check temperatures. Plus, you can spend more time with guests. Grill Monitor works by __.’

Offers are more powerful when you improve conditions by decreasing negatives & increasing positives.

Offer stress relief, plus things people can enjoy after problems are solved. Identify problems & distractions you can reduce & which benefits bring happiness. Make things as clear as possible.

Offer to increase specific benefits by reducing specific problems. Example: ‘Tough Shine resists rust, so your car lasts longer & looks good for your pride of ownership & higher trade-in value.’

When multiple step projects are necessary to reduce problems & produce benefits, plan tasks with instructions for specific product combinations in customers' conditions. Explain how different products would change results.

Boost Confidence To Make Offers Attractive.

Reduce people’s frustrations & stimulate confidence with each offer, so they return.

Help people increase skills, boost confidence & self-satisfaction by achieving goals. As people work with high quality products & methods, they’ll become confident in end results. It can increase their confidence in your ability to guide them in future projects.

People accept offers based on confidence in themselves, businesses, products &/or services.

How do customers describe their concerns? Example: What do long-term quality & dependability mean? Do people expect fully solved problems without frequent maintenance, so they can focus on other things?

Happiness can be affected by people’s confidence in their abilities to create & maintain results. People can be more comfortable if somebody explains how product quality matches their conditions & if results will last as long as they need.

Planning boosts confidence when people know what to expect. Confidence also is easier when people know how perceived risks are controlled.

Perceived risks generally decrease happiness. By applying information, you can help people adjust perceptions.

Often people will perceive risks until there are positive actions. That only works when people are confident about methods, products & results. They need know how to solve problems with product & method combinations even as conditions degenerate.

Limited Risks

When customers consider product quality, do they think about inadequate results or total losses? Risk reduction is easier when people know how products fit into causes & effects. Explain why products affect results.

Show how combining resources can produce strengths to avoid specific weaknesses.

When problems happen, guide customers in checking results, determining what to salvage & making new plans for new conditions.

Plans can ease people's concerns with step-by-step instructions of when & how to start projects.

Even when potential risks can’t be eliminated, people want to limit losses at threshold levels.

To eliminate as many risks as possible, advise customers about all necessary resources.

When you help customers compare offers, ask about their current & needed resources to determine if they're ready. Which products, services &/or information would complete their projects?

In dealing with current or potential damage, people should compare repair & prevention options, plus consider risks of waiting. ‘How long can they wait?’ might mean ‘Will conditions decline until problems are solved?’

Without guidance, people might misjudge problems & use inadequate products from discount stores. People feel good about saving money, especially when they feel they’re risking less money. They might save money for a short time until discount store products fail.

People need to know how to compare risks & choose less risky options.

Consult with people on evaluating conditions & combining specific products & information to produce & maintain customized benefits.

Help customers get full value from high quality products by identifying what will fulfill their desires.

Define long-term results & plan methods to maximize key product attributes. It should encourage people to invest in high quality instead of settling for what’s barely satisfactory. Example: Walk-in bathtubs with fast drains are good if pipes are watertight & unclogged. Explain what contributes to corroded & clogged pipes, plus how to avoid problems with proper care.

Avoid Disappointments

When people avoid disappointments by not trying, they deny themselves chances to grow. They compare what they want to what they have & the gaps seem too big.

People don’t always think of incremental growth. If they can’t afford to close big gaps, determine if step-by-step solutions & preventions are practical.
To manage jobs-to-be-done, people need to know what could limit project & experience quality.

Encourage people to buy from you to get advice about methods that fit product specifications. Help people set realistic goals for result quality.

As people describe desired results, consider if those results are compatible with people’s lives. People don’t always know how things are linked.

Example: If customers want flower gardens, do they want to replant each year or maintain the same plants? How will they deal with insects & wild animals? Do they have outdoor pets?

When people have jobs-to-be-done, they might not have clear goals or firm results. They might take steps from tentative starting points & get stuck. Help them define criteria & quality standards, so you can recommend products.

Since conditions restrict possible results, ask if customers are comfortable with those restrictions & possible results. Based on that, you can help them continue.

If they need long processes, milestones should be recognizable to know if they’re on track. To get back on track, they might different methods &/or products.

People might trade down to buy commodities for less important factors that have minor effects on total quality.

Help customers determine if short-term minor effects might have bad long-term effects.

Even if people want challenging projects, they need to match product strengths & limitations with local conditions. To achieve & maintain desired quality, people need to know when to trade up for key products & which commodities could be adequate.

Irresistible Offers

Consumers might resist what you think are irresistible offers because they don't understand some things. When you’re a subject authority, you might not know what confuses novices.

Make notes about what seems to confuse people, so you can offer essential guidance in the present & future. Check advice web sites for people’s questions.

Don’t try to compete directly with big retailers because they succeed with different value propositions. Base your value propositions on your methods of helping people maintain or improve their conditions.

Explain how your offers help to maintain or gain results & avoid problems. Sometimes people want to maintain results plus reduce vulnerabilities.
Those issues may be clear to you, so people need you to clarify & simplify their needs.

When people don’t understand, issues feel complex & risky, so hesitation feels more comfortable than potential mistakes.

Use your knowledge to explain your recommendations, so people feel comfortable. Show you care about people, you know about their conditions & have product knowledge, so they’ll feel more comfortable.

Thank you for using my blog. Please let me know if I should clarify anything.
Copyright 2019 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/

Build Credibility by Managing Expectations & Experiences

Advertisers seem to present products as ideal for everybody. Customer intimate retailers build trust with realistic promises about products for specific conditions.

Prevent disappointment by defining quality according to effects in local conditions because similar products vary in skill requirements & results.
Example: ‘You need (result) because winter is near. (Product A) can __ if you use it before frost hits. (Product B) can temporarily__ if used in cold weather. Come in now & we’ll make the best recommendations by comparing your needs with product benefits & limitations.’

Expectations are based on paradigms. Paradigms define people’s criteria. General criteria can be maintaining or upgrading comfort & preventing disruptions.

Define specific criteria based on people’s experiences. Examples: ‘Does comfort mean firm support or floating on a cloud?’ ‘What kind of disruptions do you expect?’

Manage expectations & experiences by balancing between the minimum people accept & best they can afford.
Example: What can people do to maintain or upgrade favorite experiences? How much disruption will people accept? Ask about budgets, evaluation criteria & current conditions, so you can recommend options to prevent or mitigate disruptions & maximize positive changes. You might suggest adjusting expectations. ‘If you can’t avoid (problem), you can use (product A) to reduce it. If you can’t afford (product A), you can use (product B) to __.’

When you know how people evaluate experiences & what they expect, form checklists of what’s important. After that, use scales to prioritize what will maintain, adjust or create desired experiences. You can ask, ‘When you have a choice between (experience A) & (experience B), how important is __? (1 least important to 10 most important)’

After asking about people’s knowledge & skills, recommend products, services & information for creating what they want. Increase options by improving people’s knowledge & skills with recommended tutorials.

People don’t always know how product quality affects experiences, so offer information based on people’s goals.
Example: ‘Achieving goals depends on product quality & activities, so we’ll help you plan tasks & choose products to maintain or increase your progress.’

Use Testimonials To Plan Experiences.

When people report good results, ask for details about products & methods, so you can advise others who want similar results. When you have permission to use testimonials, you can use those descriptions during consultations & ask, ‘Is this what you expect?’

Descriptive testimonials can help others avoid disappointments by finding experiences compatible with their lives.

When people are frustrated, ask for details of their progress, goals & criteria, so you can recommend products & methods.
Example: ‘Based on your goal & what you’ve achieved so far, it seems you need __.’

Create options by learning about several customers’ similar experiences. After customers choose options, help them replicate what satisfied others. If they go off track, use their criteria to guide them back. Use their criteria to form a system, so they can review changing conditions to determine whether to adjust goals &/or methods.

They also might want to adjust when new products are available.

Find New Options

If something isn’t ideal anymore, what are people’s second choice options? Help them adjust by resetting financial & time budgets, including what they need for learning skills to achieve & maintain results.

When new technology is available, help people determine whether to adopt new options or stay with what fulfills current needs.

Help customers determine if new options fit current goals & conditions or if new goals might be better. If preferences change, advise them if new options might interfere with progress.

Act While Risks Are Small.

When problems start small, people might believe there aren’t serious risks.

When you have credibility from product & local knowledge, your warnings seem credible. People may disregard harsh facts, so persuade them (without excessive alarm) to take action while a risk is small.

Help people determine what to realistically expect. Identify symptoms & offer products with instructions.

People like quick fixes, so let people know if multiple step plans are necessary, plus how long symptoms & remedies might last.

Offer details about tasks before purchases, so people can determine if they’re ready. If they aren’t ready, ask which resources they need.

You can build credibility with knowledge & realistic promises even if you don't have every resource customers need. If you need to refer customers to other stores for some resources, work with those retailers to develop plans & solutions.

Credibility can attract shoppers who need assurances about product quality & whether products are compatible with projects.

Since you sell products, your recommendations could be interpreted as opinions, so refer people to objective information sources. After people accept objective information, show how that information applies to your offers. With applicable information, your offers could be their best options in local conditions.

While discussing consumers' concerns & desired results, search for products & information they can optimally use. That effort can increase trust more than general advice.

Coordinate Resources & Reduce Risks

As a resource coordinator, you can attract buyers who need methods for choosing & using products.

Products aren’t enough until people can fill gaps between current & desired conditions, so promote your ability to offer total solutions.

If people don’t fill gaps, they might risk missing something. They’ll feel exposed to risks & expect things to go wrong.

When people are unsure about results, they’re unsure about buying. Gather information about current & desired conditions plus ways to close their gaps. Provide the steps so nothing is left to chance.

People might hesitate until they know how to evaluate options & decide what to buy. Give them freedom to act by providing information. People might stay in an endless loop of old experiences until somebody removes the risk of new experiences.

Risk reversal (refunds & exchanges) can be used after decisions, but people want to avoid bad decisions. By offering guidance, you & your customers can avoid refund & exchange hassles.

Explore Consumers’ Desired Experiences

Customer intimate retailers can specialize in helping people trade up for superior experiences.

People probably trade down with commodities for minor experience elements & trade up to high quality for the best elements. Their best elements define the overall experience quality.

Compare your current & potential inventory with competitors’ offers based on consumers’ desired experiences, not just prices.

Guide people's choices with questions to fulfill the quality they expect.

While talking to consumers, explore these issues:
What did buyers expect & actually experience? Were their expectations based on advice, observations or product instructions?

On a 10-point scale, how frustrated or satisfied were they? If major improvements are possible, can they afford those?

If a 10 doesn’t seem possible or practical, which level is possible & practical? If a 10 requires incremental improvements, can they afford the resources & learn skills?

What are they willing to do to remake, improve & maintain experiences?

If short-cuts are possible, do they think the quality will be too low?

They can decrease or eliminate minor elements to have more time & money for important elements. Which elements do they want to increase, decrease, eliminate or add?

How often can they afford their experiences? Do they own necessary products or do they have to buy or rent some things?

If they want a peak experience, how long should it last?

Do they want similar or different peak experiences?

Do they want something similar or different than the most popular experiences? Do they search for the next big thing?

Are they open to suggestions? Which options would make their experiences better? If they want to adjust experiences, which options might change things too much?

Do you have processes for gathering experience descriptions so you can introduce possibilities? You can gather descriptions by asking customers & checking the internet for consumers’ reviews.

Descriptions can help people find experiences compatible with their lifestyles, so they prevent dissatisfaction.

What Makes Experiences Valuable?

Beat competitors by helping people create experiences instead of just pushing products.

Though the primary value of experiences is immediate enjoyment, memories are valuable long-term benefits.

Some experiences are created by combining multiple elements, so help people choose & create the best elements to make their experiences special.

Help people determine how to create experiences with criteria for choosing elements possibly based on previous experiences &/or observations. People want the same or better experiences they see in pictures & videos, so ask them bring those.

Even when people enjoy experiences, they may want variety. Some might want more challenges.

You might offer a more physically assessable version, so people can do a version of an activity despite handicaps.

If there are popular experiences you can’t accommodate, divide experiences into elements. You might accommodate or create enough elements for satisfying experiences. Do people enjoy fast speeds, competition, social contact, being outside & easy-to-use equipment?

Some, who enjoy those elements, can’t afford or don’t know to implement full experiences. Help people adjust what they can control, so they can create a satisfying adaptation.


Thank you for using my blog. Please let me know if I should clarify anything.
Copyright 2019 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/

Qualified To Improve Customers’ Lives an Experience at a Time

Promote products in contexts of experiences. Example: Bicycle seats can be designed for people who have back injuries.

If you promote a back support seat for a price, people won’t instantly think about experiencing enjoyable rides without back pain & good health from exercising. Your ads should get people immediately focused on benefits.

Jobs-to-be-done are purposes, experiences &/or tasks that create benefits. Jobs-to-be-done (exercises) can be combined with benefits (enjoyable rides).

Customer Intimate retailers know products are special for specific people because of important benefits. By learning about people & products, you can find products to fit experiences.

Urge people to invest in satisfying experiences when they trade up. Trading up to buy better tools can bring better results without injuries.

Experiences are apt to come from combining products & activity insights. Activity insights explain using products to increase benefits, work around limitations & reduce risks. Example: Ways to use tools without suffering repetitive motion injuries.

Customer satisfaction requires focusing on their details. Dedication to details shows people are important to you.

Some important details are: Do customers want new or repeated experiences? If they want repeated experiences, do they hope to improve results?

Experiences can be as satisfying as the best parts or as unpleasant as the worst parts. Compare customers’ previous experiences & expectations to decrease disappointments & increase satisfaction.

Disappointments are gaps between experiences & expectations. Some gaps can be from misunderstandings or quality problems. Which products & insights could you add to eliminate gaps?

Did customers misunderstand product specifications? Would better products realistically fulfill expectations?

As you help customers review projects, were they disappointed with product instructions or project plans? You might clarify things or adjust results.

As you do this with customers, you’ll gain insights for attracting your niche by improving your offers.

Help Customers Shape Experiences by Shaping Conditions.

Describe how you increase benefits & help people avoid problems.
Example: Using a boat & trailer should include easy transporting, launching & cleaning (removing invasive species).
In which conditions will people use a boat? What’s apt to stick to it?
Focus on making the hardest tasks easier with products &/or technique adjustments. Should people use specialized products for removing specific objects or general cleaning materials?

Customer Intimate retailers should accommodate people’s physical limitations with adapted products & instructions.

Product leaders might brag about the latest technology but neglect personal issues. You should show how products improve customers' lives by addressing personal issues.

Ask customers to express goals & related frustrations, so you can help with plans, materials & tools.
Example: ‘Many things can interfere with your home improvement goals. When you notice problems, bring questions & pictures, so we can keep your projects on track. Whether you need new or established products, we can make technology work for you, so products & methods aren’t confusing.’

Consulting with customers will put you on the front lines of making products fully effective & efficient. As you solve problems, you'll learn about customers’ issues & fine-tune your retail specialty.

When basic competitive offers are similar, you can improve offers by asking about consumers’ details. With details about conditions & people's techniques, you can increase benefits &/or decrease problems by adjusting what people do.
Example: If you & competitors sell similar plants, satisfy customers with better insights about using plant subspecies or planting at different times in different places.

Believable, Meaningful Promises

People are often disappointed by big claims, so sometimes they only believe small improvements. Improvements just have to be significant enough to solve &/or prevent problems.

You’ll learn what customers need & believe by tracking responses to ads & communicating in your store.

Combine benefit promises & explanations about how experiences are improved.
Example: ‘(Product) lets you adjust humidity & heat to achieve your desired comfort. (Product) adds the moisturizing warmth you need on dry, cold winter days. Instead of paying more for a separate heater & humidifier, invest in (product). This one unit requires less space & electricity. You can put it where you need quick, concentrated comfort. Now you don’t have to wait while other products spread humidity & heat in each room.’

Since preferences vary, each improvement can add to your superior options & people can choose the best experiences.
Example: Determine from start to finish what makes boating safe & pleasant. What can you offer to make steps safer or more pleasant? How can you make necessary routines easier & improve results?

You can guide people to choose experiences with product & project checklists plus suggested safety & pleasure criteria. These criteria would include descriptions of important benefits.
Potential Offer: 'When you use these checklists to ensure your safety, it’ll be easier to focus on pleasure. It’ll be easier to plan your pleasure because these experience planners will guide you in choosing & using products.'

Ask about people’s possessions, plus current & desired results, so you can coordinate what they have with new products to avoid gaps.

Check if new technology is backward compatible, so people don’t rely on unsuccessful combinations.

Explain causes & how to avoid negative effects. ‘If you don’t have (product), (problem) can happen because __. Tell us what you expect; we’ll explain how to make it happen.’

Suggest criteria for determining if they already have full benefits or should upgrade. Compare benefits of new & previous versions. ‘If you expect (benefit), it’s time to upgrade.’

They might want to upgrade because they don’t have a complete benefit.

You can have methods to design complete benefits by comparing & contrasting product specifications with current & desired conditions. ‘I understand your current conditions are __ & your desired conditions should be __. Product A can fulfill your main expectation. Product B can fulfill your secondary expectations. Let’s consider __.’

People reject some products because they lack time to learn how to use products &/or for setting up projects. What would streamline project set up?

If product instructions cover multiple conditions, you can help people focus on what fits their needs.

People buy multi-purpose products to save money & conserve space. Some multi-purpose products produce lower quality results than specialized products. Help people choose products by comparing needed results & product quality.

Be sure to offer benefits that justify people's personal & financial costs.
Example: Better quality products can produce faster, longer lasting results, so people can reduce some personal & financial costs by not needing to repeat some tasks.

Help people plan, so they can recognize if they’re prepared for conditions. If necessary, you can offer other resources or refer people to other businesses.

Improve Services with Processes

Customer Intimacy can be a matter of using details to create experiences.

Processes make it easier to produce predictable experiences. Processes can be verbal. Ask questions, present ideas & ask for feedback.

After you present products & ideas for customers' needs & desires, ask for details about how well their gaps would be filled. Specific answers can bring chances to explore opportunities.

Here are potential issues:
What interferes with achieving & maintaining positive conditions?
Ask about what people enjoy & present potential options to help them determine what would be comfortable.
Are people confused about conditions &/or potential changes?

People tend to feel more confident about controlling what’s familiar, so they may want similar experiences even if significant changes might bring benefits.

Explore people’s tolerance for risk. Some might feel a situation is risky, but it might feel tame to others.

You can offer different options, so people will be ready for contingencies. People can choose other options if changes don’t match their main plan & resources (including skills).

Here are question examples for starting a verbal process about social experiences.

Group Events: If customers like parties, which factors added enjoyment before? Do customers want more of these factors or do they want a different experience? How much help do they want with planning?

With the answers, you can recommend a product mix to enhance activities & suggest how to make activities fit event expectations.

Events for a few people: Factors/resources: Sunshine & a lawn can be combined with food & games to make a picnic. Would customers enjoy preparing food together? Do they want warm or cold food? Do they like physical activities or board games?

Each answer adds small details but also brings you closer to special experiences.

Here are examples for a verbal process about building projects.
Is the enjoyment based mostly in simple products or skillfully using complex products?
Does this desired experience require adapting current products or using new product versions?
How much time do they have to learn about products?

When people improve their experiences, they can enjoy their memories of experiences. Memories can be valuable because memories last longer than most experiences can. Ongoing experiences can be enhanced which enhances memories.


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