CUSTOMERS ARE WISER

The months rolled by this year but not without teaching me a very significant lesson about customers. Several organizations think they know what their customers want, but the truth of the matter is that only the customers can specify their most invaluable choices. When a company that has a functionality to manufacture a seemingly high level product in the proficiency of their machines and just decides to produce for the market without considering market acceptability, the management had just chose to risk shareholders fund. There is no doubt that customers can decide to buy from the competitor because they know exactly what they want to buy. And this reason may be based on several sentiments from price, quality, to any other thing that the organization might have overlooked.

Recently, the global market continued to witness some customer restraints in the volume of purchases from retail outlets. This means a reflective reduction to the bulk sales. This recent reduction in consumers willing ability to spend money means that more customers will not buy on impulse. Customers buy based on sentimental attraction, though an average customer may deny the fact. This sentiment must be sustained for any wise organization to continue to increase profits. A product that is fascinating enough to make the buyer part with his money is the trick. However, we can only know this product by first knowing the customer. I know of a company that wants to decide for the customer, but have continued to experience massive drop in sales. Apparently too stubborn to yield to the realities of the voice of customer (VOC), but willing to sustain more profit flight.

This economic era of careful spending stipulates that serious management teams should take focussed and drastic to invest more on decoding the customers' dynamic needs through more research and analysis. In a situation where a company is stuck and does not know where to start, rendering excellent service is the first step to getting into each customer's mind. It allows for a business romance that encourages the customer to exude his innate requirements. Only after this revelation and discovery of such hidden necessity can a product manager boast of successfully meeting a need. Getting to the fantabulous discovery does not mean resting or staying longer than necessary in the euphoria of such achievement. It calls for continued review and improvement by following up the more with the customer to harvest more of similar requirements.