Chapter 3
Retail secret three: want? Got. Need!
The military jargon of missions and the business jargon of channels have no place in working out why on earth a person, a living and breathing human being, might decide to spend money with you. The sooner we start to think of customers as people, actual people, the better.
In this chapter we explore
- how customers think in terms of needs, not missions
- the role framing has in setting expectations versus needs
- the reality of customer loyalty (it doesn’t exist if you’re a retailer).
Regimental thinking
Customers don’t shop at your business according to a planogram, or with a map and a five-point strategy. They come to you with a bunch of needs, some explicit, some vague. Some upon which the ...
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