Guest post from Robbie Kellman Baxter:
In the past few
years, we have seen what we thought of as “disruption proof” businesses get
disrupted by new and unexpected competitors.
Banks, by Paypal, Venmo, and ApplePay.
Taxis by Uber & Lyft. Hotels by AirBnB.
If you want to move to a more nimble, recurring revenue model, or even if you
just want to enjoy deeper relationships with the people you serve, here are
five things you can do.
In the past fewyears, we have seen what we thought of as “disruption proof” businesses get
disrupted by new and unexpected competitors.
Banks, by Paypal, Venmo, and ApplePay.
Taxis by Uber & Lyft. Hotels by AirBnB.
More recently in the
wake of the novel coronavirus, we have seen a second wave of disruption coming
from outside forces, rather than competition. Many organizations have been
blindsided by the implications of social distancing. Some of these businesses are proving resilient
though, pivoting to new ways of packaging value, going digital, doing delivery,
and rethinking the way they can serve their organizations.
wake of the novel coronavirus, we have seen a second wave of disruption coming
from outside forces, rather than competition. Many organizations have been
blindsided by the implications of social distancing. Some of these businesses are proving resilient
though, pivoting to new ways of packaging value, going digital, doing delivery,
and rethinking the way they can serve their organizations.
Almost by definition,
we can’t be fully disruption-proof, but we sure can mitigate risk.
we can’t be fully disruption-proof, but we sure can mitigate risk.
Subscription
businesses seem to be among the most resilient of businesses. This resiliences
is due to their recurring revenue, but also because of their focus on
continuous tinkering to layer in value for the people they serve. Because they
are more focused on customer engagement than just on the initial purchase, they
are forced to develop agility and flexibility are core cultural strengths.
businesses seem to be among the most resilient of businesses. This resiliences
is due to their recurring revenue, but also because of their focus on
continuous tinkering to layer in value for the people they serve. Because they
are more focused on customer engagement than just on the initial purchase, they
are forced to develop agility and flexibility are core cultural strengths.
If you want to move to a more nimble, recurring revenue model, or even if you
just want to enjoy deeper relationships with the people you serve, here are
five things you can do.
Step 1: Set up for Success
The most resilient
businesses have a forever promise they make to their customers—it’s like a
mission, but completely focused on the customer’s goals and challenges. If you use a forever promise as your north
star, it will guide you through these uncharted waters more effectively than
focusing on “quarterly capitalism” and just trying to hit this month’s forecast.
businesses have a forever promise they make to their customers—it’s like a
mission, but completely focused on the customer’s goals and challenges. If you use a forever promise as your north
star, it will guide you through these uncharted waters more effectively than
focusing on “quarterly capitalism” and just trying to hit this month’s forecast.
But you need the right
culture for this approach, the right metrics (hint, the main KPI isn’t topline
revenue) and the right resources. You
need a cushion of cash to allow you to focus on the long term. You need people on your team with both
strategic and operational skills—two very different kinds of people. And you need leadership that has a longer
time horizon so you can invest in relationships.
culture for this approach, the right metrics (hint, the main KPI isn’t topline
revenue) and the right resources. You
need a cushion of cash to allow you to focus on the long term. You need people on your team with both
strategic and operational skills—two very different kinds of people. And you need leadership that has a longer
time horizon so you can invest in relationships.
Step 2: Focus on your
Best Customer
Best Customer
If you’re a going
concern, you probably have some customers that are better than others. These “best customers” likely have a greater
lifetime value than the “not best customers”.
But there may be other attributes—they use your products regularly and
well. They are not disproportionally
more expensive to serve. And they may be
superusers, people who invest their own time, money and reputation for the good
of your organization.
concern, you probably have some customers that are better than others. These “best customers” likely have a greater
lifetime value than the “not best customers”.
But there may be other attributes—they use your products regularly and
well. They are not disproportionally
more expensive to serve. And they may be
superusers, people who invest their own time, money and reputation for the good
of your organization.
For example, they might
refer in new customers, or speak at your events, or provide feedback on product
direction. You need to know who these
best customers are, and be able to recognize them if you see one in the flesh
(or on Zoom…) by asking a couple of questions.
Once you know who they are, you can optimize not just your products, but
your whole business—how you market, how you onboard, and how you support these
people.
refer in new customers, or speak at your events, or provide feedback on product
direction. You need to know who these
best customers are, and be able to recognize them if you see one in the flesh
(or on Zoom…) by asking a couple of questions.
Once you know who they are, you can optimize not just your products, but
your whole business—how you market, how you onboard, and how you support these
people.
If you know who you’re
serving and focus on them, you’ll be way more likely to keep them in a crisis.
serving and focus on them, you’ll be way more likely to keep them in a crisis.
Step 3: Make sure your
product market (PMF) fit starts at the moment of transaction (and doesn’t end
there)
product market (PMF) fit starts at the moment of transaction (and doesn’t end
there)
Most organizations
understand the concept of PMF. You want
a product that your specific, clearly defined audience wants to buy. You don’t
want to have a product that’s got a little bit for each of several markets, but
doesn’t “nail it” for any one audience.
And you don’t want to build products just because “you can”.
understand the concept of PMF. You want
a product that your specific, clearly defined audience wants to buy. You don’t
want to have a product that’s got a little bit for each of several markets, but
doesn’t “nail it” for any one audience.
And you don’t want to build products just because “you can”.
But if you’re going for
long-term engagement and loyalty, whether you use subscription pricing or not,
you need to think about PMF beyond the headline benefit that drives customer
acquisition. You need the engagement
features which will deepen the relationship over time, and make your products
and services into habits.
long-term engagement and loyalty, whether you use subscription pricing or not,
you need to think about PMF beyond the headline benefit that drives customer
acquisition. You need the engagement
features which will deepen the relationship over time, and make your products
and services into habits.
And it is your
responsibility to continue to tinker with your offering to continue to deliver
on your forever promise on your forever promise in the best way possible. Don’t wait til customers complain or cancel,
you need to get in front with continuous improvement.
responsibility to continue to tinker with your offering to continue to deliver
on your forever promise on your forever promise in the best way possible. Don’t wait til customers complain or cancel,
you need to get in front with continuous improvement.
Step 4: Track Churn Like
a Hawk
a Hawk
Churn is when customers
leave. You want to understand why people
leave, and why they fail to join too. If
they’re telling you that your product is too expensive, or that they don’t seem
to have time to use your products, that’s a nice way of saying that they don’t
value them enough to invest time or money.
So try to understand why. Make a
list of these churn drivers, as well as the “failure to launch” drivers of
people who are familiar with your offering but not interested, even though they
fit your “best customer” profile. And
then focus on fixing them.
leave. You want to understand why people
leave, and why they fail to join too. If
they’re telling you that your product is too expensive, or that they don’t seem
to have time to use your products, that’s a nice way of saying that they don’t
value them enough to invest time or money.
So try to understand why. Make a
list of these churn drivers, as well as the “failure to launch” drivers of
people who are familiar with your offering but not interested, even though they
fit your “best customer” profile. And
then focus on fixing them.
Step 5: Use your
microscope and your telescope.
microscope and your telescope.
Sometimes organizations
with the most loyal “disruption-proof” members find themselves with some unique
risks, due to this deep engagement.
These organizations tend to use their microscope, carefully evaluating
the engagement and happiness of current happy members, at the expanse of using
their telescope. Make sure you spend as
much time looking out on the horizon, checking for competitors, changing
environments, and new technologies—risks sure, but also opportunities to
evolve. Also look in the other
direction, at your prospects, to be sure that prospects continue to find your
value proposition, and how you deliver on it, compelling. The advantage of “members” is that they don’t
look for new options—they’ve committed to you, but don't confuse inertia of
existing members with being disruption proof when it comes to attracting
tomorrow’s members.
with the most loyal “disruption-proof” members find themselves with some unique
risks, due to this deep engagement.
These organizations tend to use their microscope, carefully evaluating
the engagement and happiness of current happy members, at the expanse of using
their telescope. Make sure you spend as
much time looking out on the horizon, checking for competitors, changing
environments, and new technologies—risks sure, but also opportunities to
evolve. Also look in the other
direction, at your prospects, to be sure that prospects continue to find your
value proposition, and how you deliver on it, compelling. The advantage of “members” is that they don’t
look for new options—they’ve committed to you, but don't confuse inertia of
existing members with being disruption proof when it comes to attracting
tomorrow’s members.
When it comes to disruption-proofing your
business, the best thing you can do is focus on taking good care of your best
customers first. It’s the relationships
that matter in terms of driving loyalty today, and helping you anticipate what
they will need tomorrow.
business, the best thing you can do is focus on taking good care of your best
customers first. It’s the relationships
that matter in terms of driving loyalty today, and helping you anticipate what
they will need tomorrow.
Robbie Kellman Baxter is a bestselling author, speaker and consultant with more than 20 years of experience providing strategic business advice to major organizations including Netflix, the Wall Street Journal and Electronic Arts. In the past ten years, her company Peninsula Strategies has advised over 100 organizations on subscription and growth strategy. Her first book, The Membership Economy was an international best seller. Her new book, The Forever Transaction, was released in April 2020. It has been described as a true game-changertaking readers through every step of the subscription business process—from initial start-up or testing of a new model to scaling the operation for long-term growth and sustainability to revamping your culture so everyone works together to optimize customer lifetime value. For more information about Robbie go to https://www.robbiekellmanbaxter.com.
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