The double helix is a great metaphor to describe the bond between buyers and sellers. Like human DNA, when the integrity of the bond breaks down, the health of the relationship deteriorates – left untreated, serious and long-term damage is caused. Declining revenue, losing market share and an increase in customer complaints are just some of the typical symptoms. As with sick patients, medicating the symptoms might relive short term pain but to regain full health, root cause must be identified & addressed. We are (mostly) born healthy – how we live our lives (our behaviors) within the environment we exist in determines our health and longevity.
Organizations are the same. Created with healthy ideas, products or services, how they behave in the environment will determine health and therefore their ability to perform – to grow, to be successful and prosper.
Too many organizations today are operating from an inside-out view – or “who we are and what we’ve got”. This thinking is leading to behaviors that are increasingly misaligned to the market. Symptoms are being medicated with band aids like CRM, sales force automation tools, training and any number of change management initiatives. By themselves, they at best mask the problem, in the long run however, they simply don’t work.
Behaviour is the “how” organizations operate. It is not its products or service (what). Aligning go-to-market behaviors with the market environment creates the strong, healthy bound between the organization and its customers. Knowing how and identifying the evidence of changes in market behaviour is fundamental to building the right go-to-market behaviors. This requires out-side-in thinking – or as we like to call it – twisted thinking.
What external evidence do you use to determine why, how, & when a customer progresses through the buying process? If you don’t have these behaviours clearly defined, how have you defined your sales process, your marketing activity & collateral, the learning & development programs being rolled out or job definitions & hiring criteria? Without an external view & evidence, what are you using to measure performance? Do you really know what good looks like?
Remember, business results are the outcomes of the decisions your customers make – their behaviours. Your customer’s behaviours are the outcomes of your behaviours. Simply put, if you want to change your results, you have to change your behaviours.
mike matthews – founder twisted thinking