Entrepreneurs and new business owners often fail to appreciate the difficulty of attracting new customers. Entrepreneur magazine refers to this as “field of dreams marketing.” It is assumed that unlocking the shop or advertising a service will result in customers coming through the door or ringing the phone. In reality, however, getting new customers is an expensive and lengthy endeavor.
This is why experienced businesspeople will do all they can to hang onto a customer once they have one. It is significantly cheaper and more effective to keep an existing customer than get a new one. That does not mean it is easy to keep them though. What are some best practices for building shopper loyalty?
First, great companies know what their customers want. This does not mean successful entrepreneurs must be telepathic. Nor do they need to give every customer a survey at the cash register (please no more). In retail, most customers are signaling what they expect when they walk into a store. If it is a clothing store, they just might be there for some clothes. If it is a coffee shop, guess what? They want coffee.
Businesses occasionally spend far too much time and money on the assumption customers might want something other than the items already on the shelf. Nobody proves this point better that Google. One of the most successful companies of our time still rolls out their flagship product as a simple search field in the center of a big white space. They know people who go to a search engine just want to search.
Second, great companies give their customers what they want. If a customer enters an electronics store to purchase a phone and the clerk spends 20 minutes trying to sell her a tablet, selfie-stick, or camera, then the customer’s satisfaction level will be low. Perhaps she will purchase the phone, but she will not be eager for a return trip. Had the clerk simply sold a great phone, the customer just might have popped back in sometime for that tablet.
Today’s shoppers value their time, are well informed about products, and typically know what they want when they enter a shop. Major American cable companies are learning this the hard way as customers leave them in droves for smaller, nimbler streaming services that will simply give them what they want without pressing them to pay for many channels they have no interest in.
Third, successful businesses give customers more than they want. This is not the same as selling them more than they want to buy. For example, if you walk into the Asian coffee retailer J.Co and order a cup of coffee they will give you a donut too. Surprise! No one complains about a free donut. Even customers who refuse it for health reasons will be impressed that it was offered. That extra benefit, although small, draws people back. Giving away donuts is much cheaper than advertising for new customers and it eventually increases sales.
How to apply this principle will depend on the particular business. A cleaning company can refill the bathroom soaps, a bakery can include a serving knife, and a dress shop can give away a nice garment bag. To be most effective, these should be unadvertised surprises. They are not a benefit the customer is paying for; rather they are examples of going above a beyond. These little extras increase customer loyalty and will improve sales.
Fourth, the best companies give customers an excellent value on what they want. There are few shoppers in this world with truly unlimited budgets. In reality, most people are motivated by good prices. Walmart climbed to the top of the retail world with its motto, “Always the lowest price. Always.” This does not mean a business should strive to be the cheapest option every time. However, it does mean that customers should never be overcharged and pricing schemes should be clear.
Start-up companies are sometimes tempted to overprice goods and services because they are desperately trying to build good income streams. This is a temptation that must be avoided. Customers who feel they are getting what they want at a reasonable price will likely return for more. If they do, it will not take long for new businesses to grow a healthy income.
Knowing what a customer wants, giving it to them (with a little extra), and at a good price will draw them back again and again. Implementing these ideas is not rocket science. New business people can find inspiration by imagining themselves on the other side of the counter. What would they want if they were doing the shopping?
“Do unto others as you would want them to do unto you” is a great rule for building customer loyalty. The results can be truly golden.
Too connected: FTC eyes Facebook antitrust lawsuit
(BUSINESS NEWS) Following other antitrust hearings, we’re expecting to hear more about the FTC’s antitrust lawsuit against Facebook, soon.
Facebook might be wishing it had kept the “dislike” button.
On September 15, the Wall Street Journal announced that the Federal Trade Commission was preparing a possible antitrust lawsuit against the social media titan. Although the FTC has not made an official decision on whether to pursue the case, sources familiar with the situation expect a determination will be made on the matter sometime before the end of 2020. Facebook and the FTC both declined to comment when asked about the story.
The news comes following a year-long investigation by the FTC that has looked into anti-competitive practices by the Menlo Park-based company. This past July, the United States House of Representatives held hearings in which they grilled the CEOs of Amazon, Apple, Google, and Facebook regarding their business practices. In August, Facebook CEO Mark Zuckerberg also testified in front of the FTC as part of the department’s antitrust probe into the organization.
The FTC seems to be especially interested in Facebook’s past acquisitions of WhatsApp and Instagram, which they believe may have been done to stifle competition. In internal emails sent between Zuckerberg and Facebook’s former CFO David Ebersman back in 2012, the 36-year-old seemed worried that the apps could eventually pose a threat to the social media conglomerate.
“These businesses are nascent but the networks established, the brands are already meaningful, and if they grow to a large scale the could be very disruptive to us,” Zuckerberg wrote to Ebersman, “Given that we think our own valuation is fairly aggressive and that we’re vulnerable in mobile, I’m curious if we should consider going after one or two of them.”
When Ebersman asked him to clarify the benefits of the acquisitions, Zuckerberg stated the purchases would neutralize a competitor while improving Facebook.
“One way of looking at this is that what we’re really buying is time. Even if some new competitors springs up, buying Instagram, Path, Foursquare, etc. now will give us a year or more to integrate their dynamics before anyone can get close to their scale again.” Zuckerberg said.
This isn’t the first time the FTC has investigated Facebook either. Last year the agency fined the company $5 billion for the mishandling of user’s personal information, the biggest penalty imposed by the federal government against a technology company. As a part of the settlement with the FTC in that case, Facebook also promised more comprehensive oversight of user data.
If the FTC does pursue an antitrust suit against Facebook, it could end up forcing the social media giant to spin off some of the companies it has acquired or place restrictions on how it does business. Considering how long it will take to file the litigation and prove the case in a courtroom, however, it seems that Zuckerberg will once again be “buying time.”
What you need to know about the historic TikTok deal (for now)
(BUSINESS NEWS) No one really knows what’s happening, but the TikTok deal’s impact on business, US-China relations, and the open internet could be huge.
So, maybe you’ve heard that Oracle and Walmart are buying TikTok for national security!
Um, not exactly.
Also, Trump banned TikTok!
Sort of? Maybe?
The terms of the proposal seem to shift daily, if not hourly. The sheer number of contradictory statements from every player suggests no one really knows what’s going on.
Just one example: Trump said the deal included a $5 billion donation to a fund for education for American youth. TikTok parent ByteDance, said, “Say what now?”
Here’s what we think we know (as of this writing):
Oracle and Walmart would get a combined 20 percent stake in a new U.S.-based company called TikTok Global. Combine that with current US investors in China’s ByteDance, TikTok’s parent, that would give American interests 53 percent. European and other investors would have 11 percent. China would retain 36 percent. (On Saturday Trump said China would have no interests at all. But that does not jibe with the reporting on the deal.)
Oracle would host all user data on its cloud, where it is promising “security will be 100 percent” to keep data safe from China’s prying eyes. But reporting has differed on whether Oracle will get full access to TikTok’s code and AI algorithms. Without full control, skeptics say, Oracle could be little more than a hosting service, and potential security issues would remain unaddressed.
Walmart says they’re excited about their “potential investment and commercial agreements,” suggesting they may be exploring e-commerce opportunities in the app.
The US Committee on Foreign Investment in the United States, which is overseen by Treasury Secretary Steven Mnuchin, still has to approve any deal.
As for the TikTok “ban” – which isn’t really a ban because current users can keep it – the Commerce Department postponed the deadline for kicking TikTok off U.S. app stores to September 27, to give time for the deal to be hammered out. Never mind that it’s still not clear whether the U.S. government has authority to do that. Unsurprisingly, ByteDance says it doesn’t in a lawsuit filed September 18.
Whatever happens with the whiplash of the deal’s particulars, there are bigger issues in play.
According to business news site Quartz, moving data storage to Oracle mirrors what companies like Apple have done in China: Appease the Chinese government by allowing all data hosting to be inside China. A similar move could “mark the US, too, shifting from a more laissez-faire approach to user data, to a more sovereign one,” says China tech reporter Jane Li.
In the meantime, TikTokkers keep TikTokking. White suburban moms continue to lip sync to rap songs in their kitchens. Gen Z continues to make fun of the president – and pretty much everything else.
And downloads of the app have skyrocketed.
Hobby Lobby increases minimum wage, but how much is just to save face?
(BUSINESS NEWS) Are their efforts to raise their minimum wage to $17/hour sincere, or more about saving face after bungling pandemic concerns?
The arts-and-crafts chain Hobby Lobby announced this week that they will be raising their minimum full-time wage to $17/hour starting October 1st. This decision makes them the latest big retailer to raise wages during the pandemic (Target raised their minimum wage to $15/hour about three months ago, and Walmart and Amazon have temporarily raised wages). The current minimum wage for Hobby Lobby employees is $15/hour, which was implemented in 2014.
While a $17 minimum wage is a big statement for the company (even a $15 minimum wage cannot be agreed upon on the federal level) – and it is no doubt a coveted wage for the majority of the working class – it’s difficult to not see this move as an attempt to regain public support of the company.
When the pandemic first began, Hobby Lobby – with more than 900 stores and 43,000 employees nationwide – refused to close their stores despite being deemed a nonessential business (subsequently, a Dallas judge accused the company of endangering public health).
In April, Hobby Lobby furloughed almost all store employees and the majority of corporate and distribution employees without notice. They also ended emergency leave pay and suspended the use of company-provided paid time off benefits for employees during the furloughs – a decision that was widely criticized by the public, although the company claims the reason for this was so that employees would be able to take full advantage of government handouts during their furlough.
However, the furloughs are not Hobby Lobby’s first moment under fire. The Oklahoma-based Christian company won a 2014 Supreme Court case – the same year they initially raised their minimum wage – that granted them the right to deny their female employees insurance coverage for contraceptives.
Also, Hobby Lobby settled a federal complaint in 2017 that accused them of purchasing upwards of 5,000 looted ancient Iraqi artifacts, smuggled through the United Arab Emirates and Israel – which is simultaneously strange, exploitative, and highly controversial.
Why does this all matter? While raising their minimum wage to $17 should be regarded as a step in the right direction regarding the overall treatment of employees (and, hopefully, $17 becomes the new standard), Hobby Lobby is not without reason to seek favorable public opinion, especially during a pandemic. Yes, we should be quick to condone the action of increasing minimum wage, but perhaps be a little skeptical when deeming a company “good” or “bad”.
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