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How to Craft a Legendary Brand and Create Raving Fans with Scott Wozniak | Perpetual Traffic EP 610
20 ideas de marketing sacadas de «How to Craft a Legendary Brand and Create Raving Fans with Scott Wozniak | Perpetual Traffic EP 610», de Perpetual…
- 20 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 48 min
- Publicada en 2024
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Teoría de Jobs to Be Done: el producto es solo un medio para un fin
Investigación de mercado y clienteLos clientes no compran productos o servicios por el artefacto en sí, sino que los 'contratan' para progresar hacia un resultado específico en sus vidas o negocios. Enfocarse en el objetivo final (el 'trabajo por hacer') en lugar de en las características técnicas o tácticas intermedias permite crear soluciones mucho más útiles y mejores modelos de negocio.
here's this Theory people don't buy products or Services they hire them to make progress in specific circumstances right that's what clay said and man he's right you are a means to an end and so figure out the job they want to do with you and you can figure out how to become a better more useful tool let me put it people aren't they're buying a 1-in drill bit right they don't actually want a one-in drill bit they kind of want a one-inch hole well actually they don't really want a one inch hole they want a way to hang their momentos on the wall and feel like man this is this is my family I'm…
Escúchalo en el minuto 32:01
Diferencia crítica entre datos demográficos y 'customer insights'
Investigación de mercado y clienteLos datos transaccionales y demográficos (edad, ubicación, historial de compras) no revelan las verdaderas motivaciones de compra; dos clientes con estadísticas idénticas pueden buscar experiencias y resolver problemas completamente opuestos.
people have customer data not customer Insight right we know facts we know what all this is good but it's not Insight man do you know why why' they pick you about your thing they care about how your thing makes their life better do demographically if all you look at their stats those are the same guy man right they're identical uh but man if you want have 2.3 kids statistically this is the same woman but man they are there for different reasons Sarah is bringing her right she needs to thing to be fast and
Escúchalo en el minuto 26:15
Triangulación continua de múltiples fuentes para investigar al cliente
Investigación de mercado y clienteLa comprensión profunda del cliente no se obtiene con una sola herramienta ni mediante una acción aislada. Requiere triangular continuamente distintas fuentes y métodos de investigación (como encuestas, analítica de datos, entrevistas y observación en contexto), contrastando los distintos ángulos a lo largo del tiempo para refinar gradualmente la visión de sus necesidades y comportamiento.
stuff you can do um but yeah I would say it's not a single tool it's a you want to really know your customers think like hey we got to get a different angle we're going to get a slant from here and all of them will be true and none of them will be complete and you triangulate between the different things you see and you're like oh and you trend line over time I mean again continually just do these little drips of insight a little more here a little more there and over time it's like uh process you're just you're refining bit at a time um and to do it again you just get into a
Escúchalo en el minuto 42:18
La generación de clientes apasionados exige diseñar sistemas operativos repetibles, no sobreesfuerzo ni arengas
Retención y relación con el clienteConvertir clientes en promotores entusiastas que recompran y recomiendan no depende de exigir sobreesfuerzo, desgaste personal o motivación forzada al equipo, sino de estructurar sistemas y procesos tácticos predecibles donde la entrega de una experiencia excepcional sea el resultado operativo estándar del día a día.
it's not caring more and trying harder uh this is not a motivational hype thing where you gotta like whip yourself up who already care and so you don't have to give up all your work life balance and hustle like a crazy grinder and there's also a different tactical strategy what I'm passionate about is building different systems so so again already trying is hey just build a different system there are systems tactical things we're going to do and I that's why I love this engine metaphor it's just a system man you put this thing you crank these levers you get the wheels turning and then you get…
Escúchalo en el minuto 23:40
Condiciones para definir y medir a un fan acérrimo ('raving fan')
Retención y relación con el clienteUn cliente solo califica como verdadero promotor o fan acérrimo si cumple tres criterios medibles: recompra con frecuencia o adquiere contratos de mayor tamaño, paga el precio completo sin depender de descuentos y recomienda activamente el negocio a otros.
measures but put measures on it buy more more often second is they pay full price man if they're a raving fan they're not not coming to you because you just hit a discount and sales go up um if they're their loyalty is not to you and you can't discount you can't count that want them coming to you and paying full price that's when it counts so they come back without a discount and they tell this but you stack these things and you say okay do they they come back often enough get a big enough package are they doing it without a discount and and are they telling people about us and when you have…
Escúchalo en el minuto 10:20
Observar al cliente en su entorno: escuchar problemas sin delegarles la solución
Investigación de mercado y clienteLos líderes de marketing deben dedicar tiempo periódicamente a observar en vivo cómo los clientes usan el producto o servicio en su propio entorno. Los clientes son idóneos para describir dolores y frustraciones, pero no para proponer soluciones, ya que desconocen las posibilidades técnicas y operativas del negocio.
any of that cool stuff you do some live observation to your customers get out of your office get out behind your desk go to where your customers use your stuff customers are really good at describing problems they're really bad at at offering solutions to those problems they just don't know your space enough so listen really well to when they tell you what they like and don't like in terms of frustrations and what they dream of but but basically you have to be there to see oh they could actually so go see them I I say it at least once a year maybe once a quarter just get out of your space…
Escúchalo en el minuto 38:02
La segmentación demográfica es insuficiente sin comprender la motivación de uso
Investigación de mercado y clienteClientes con perfiles demográficos idénticos compran el mismo producto por motivos y necesidades radicalmente distintas. Limitarse a saber quién compra a nivel superficial no basta: profundizar en el 'por qué' y en cómo el producto encaja en los objetivos vitales del cliente permite adaptar los puntos de contacto y generar clientes fanáticos.
lunch same demographics but they are there for different reasons I have found almost every company we work with has a Sarah and a Beth a Charlie and an Azie people who come to them that look at different things and they buy the same product but the way they apply it is just different enough that this guy wants this touch and this guy wants that touch and you make raving fans do you actually know these people or do you just know hey we sell a bunch of product on Monday morning uh and it looks like you know women in their 30s are buying it good you're you're on your way you need that data but…
Escúchalo en el minuto 30:20
Priorizar microencuestas periódicas frente a extensas encuestas anuales
Investigación de mercado y clienteEs más efectivo enviar encuestas breves y continuas (de 2 a 3 preguntas mensualmente) en lugar de una sola encuesta larga anual. Este formato reduce la fricción de respuesta y proporciona datos del cliente en tiempo real para iterar rápidamente.
um now there's a lot of smarter better ways to do it I I'd prefer to send a lot of smaller surveys than one big annual can you send it more often it's better to send you know once a month two three question surveys than a once a year 23 question survey so like it just makes it easier gets lots more real-time data but
Escúchalo en el minuto 37:18
Identificación de clientes promotores mediante comportamientos medibles
Retención y relación con el clienteLa condición de fan o promotor de una marca no debe evaluarse por opiniones subjetivas, sino por métricas cuantitativas de comportamiento: comprar más volumen, comprar con mayor frecuencia y aumentar el valor del contrato en el tiempo.
you and and we talk about behaviors of a behaviors of customers or clients in do these three things they're raving fan if they don't they're not right this is have these behaviors right so here's the three behaviors they buy more more often right they come back um churns a huge critical measure in this space how long do they stay with us did do they increase the package over time I there's number on the draw a line in the sand and say how much more and how much more
Escúchalo en el minuto 8:12
El riesgo de generar urgencia mediante descuentos en vez de valor agregado
Oferta y precioBasar las promociones en descuentos de precio atrae clientes sin lealtad real y genera una carrera hacia el fondo que destruye los márgenes; la urgencia y la escasez deben construirse añadiendo valor y no recortando tarifas.
coming to you because you're the cheapest because your price is better their loyalty is not to you and you that hurts you in the long run there there's uh there's a ton of marketing promotions and things you can do that aren't discount promotions there's a lot of ways to add value and drive urgency and create scarcity and all sorts of cool stuff you can do that that we should do that aren't and our prices and it's because do it now or you'll lose your 20% off and so that that that's a rough place to be that gets you in the race to the bottom where you just kind of grind your margins away and…
Escúchalo en el minuto 10:33
Cualquier negocio en sectores comoditizados o B2B puede construir una base de seguidores apasionados
Marca y posicionamientoLa creación de una marca de culto y clientes fanáticos que promocionan activamente el negocio no es exclusiva de gigantes de consumo masivo como Apple o Disney; sectores comoditizados como gasolineras (ej. Buc-ee's) o industrias B2B pueden lograr lealtad extrema dentro de su mercado específico.
guys if a gas station can do it if a commodity company like new cor can do it you can do this uh maybe only your customers will know that's fine but but don't assume hey I'm B2B I'm out like no like but they have been able to build a legendary brand and having been to one yes it can be done in any industry and I think that's whether you're a semiconductor company or whether you're a digital marketing agency or whether you're a worldwide brand like Disney all of this stuff applies it's just that you Brands but they can be done individually in specific Industries which I think is
Escúchalo en el minuto 21:54
Una marca legendaria se define por la voz de sus clientes y no por su propio discurso
Marca y posicionamientoEl valor real y estatus de una marca no se determina por la calidad que la propia empresa asegura tener ni por su narrativa comercial, sino exclusivamente por lo que los clientes dicen de ella y por su capacidad de generar fanáticos entusiastas.
here's what legendary brand is not it's not how good your stuff is it's not what you say it's how good your your fluff is it's what your customers say about you you really want to cut through the noise and say are you a legendary brand or not do you have ravening things that's the
Escúchalo en el minuto 0:00
Estrategia y decisiones de negocioCualquier gran idea estratégica carece de rentabilidad real hasta que se descompone en comportamientos tácticos y trabajo diario; el verdadero diferencial de los negocios radica en la aplicación práctica y no en la conceptualización.
say is if it doesn't translate into actual tactical behaviors and profit and better customers and like that's where true um it says every great idea eventually degenerates in into hard work ideas but man it's the tactic you apply it's the translation into your setting that's when ideas turn into value that's the difference between people who win
Escúchalo en el minuto 3:35
Las empresas B2B y técnicas pueden generar clientes fanáticos dentro de su nicho
Marca y posicionamientoCrear clientes devotos y apasionados ('raving fans') no es exclusivo de marcas de consumo masivo; las empresas B2B, técnicas o comoditizadas pueden conseguir idéntico nivel de lealtad y recomendación, con la diferencia de que su notoriedad se concentra con alta intensidad dentro de su propio nicho de mercado en lugar de ser globalmente visible.
but not us we're busines to business we're technical right or kind of a commoditized industry you just can't do it and man I just got to tell you that's not true we have seen this happen like do no probably over a personally worked with and helped create this that are in just the technical businessto business category just in the last decade um raving fans people who go nuts but here's the thing only their business focus maybe only your customers will know and then you'll be a raving fan you may not be globally famous you'll be you'll be locally famous your Niche will all talk about you but…
Escúchalo en el minuto 19:11
Retención y relación con el clienteCaptar 47 clientes en un año mientras se pierden 44 ilustra cómo una fuerte adquisición queda neutralizada por la falta de un modelo centrado en el cliente y retención deficiente.
our scenario is like we in 2022 we had our best year yet but we brought on 47 customers and we lost 4 four of them and we're like wait a second of the day we were not client Centric I
Escúchalo en el minuto 6:20
Marca y posicionamientoTener campañas publicitarias masivas y reconocidas no convierte automáticamente a una empresa en una marca legendaria si no se invierte de manera equivalente en la experiencia e interacción directa con el cliente.
you don't legendary marketing does not make for a legendary brand in fact Let because they have worldclass marketing and advertising and and they are and say they spent over 1.5 billion dollars in advertising and marketing in just the right and so and yet they don't have any raving fans they have some raving fans they don't have a majority of Raving fans um their brand promise and brand experience and customer client categories um they have legendary advertising and they don't have raving can do there but there's more to the equation and they've thrown part of the they're they're blowing tons…
Escúchalo en el minuto 12:10
Marca y posicionamientoTener campañas publicitarias masivas y reconocidas no convierte automáticamente a una empresa en una marca legendaria si no se invierte de manera equivalente en la experiencia e interacción directa con el cliente.
you don't legendary marketing does not make for a legendary brand in fact Let because they have worldclass marketing and advertising and and they are and say they spent over 1.5 billion dollars in advertising and marketing in just the right and so and yet they don't have any raving fans they have some raving fans they don't have a majority of Raving fans um their brand promise and brand experience and customer client categories um they have legendary advertising and they don't have raving can do there but there's more to the equation and they've thrown part of the they're they're blowing tons…
Escúchalo en el minuto 12:10
Medición y experimentosChick-fil-A genera un promedio superior a 8 millones de dólares por ubicación operando solo 6 días por semana (frente a 2,6-3 millones de McDonald's en 7 días), invirtiendo apenas un 3% a 5% del presupuesto publicitario de su competidor y manteniendo más de 37 años consecutivos con tasas de crecimiento del 15% o más.
um last year was their 37th year in a row that they had at least 15% growth spends three to five% of McDonald's spend on marketing and advertising um a 8X growth rate Beyond them and just really over 24 billion yes they're on they have cleared more than 8 million per location on average it's ridiculous yeah yeah a little they like 2.6 2.7 almost triple McDonald's size and by the way that's in six days to their seven so
Escúchalo en el minuto 15:10
Medición y experimentosChick-fil-A genera un promedio superior a 8 millones de dólares por ubicación operando solo 6 días por semana (frente a 2,6-3 millones de McDonald's en 7 días), invirtiendo apenas un 3% a 5% del presupuesto publicitario de su competidor y manteniendo más de 37 años consecutivos con tasas de crecimiento del 15% o más.
um last year was their 37th year in a row that they had at least 15% growth spends three to five% of McDonald's spend on marketing and advertising um a 8X growth rate Beyond them and just really over 24 billion yes they're on they have cleared more than 8 million per location on average it's ridiculous yeah yeah a little they like 2.6 2.7 almost triple McDonald's size and by the way that's in six days to their seven so
Escúchalo en el minuto 15:10
Nucor Steel domina más del 60% del mercado vendiendo un commodity regulado
Marca y posicionamientoEn la industria de construcción comercial, Nucor Steel concentra más del 60% de la cuota de mercado—superando a todos sus competidores combinados—a pesar de comercializar acero estándar estrictamente regulado por normativas oficiales.
but if you're in the space you know that new Corp is over 60% of the market everyone else put together is not as much as them and they're selling the same dad gum commodity lit literally government regulated steel like it you can't make different steel the engineers
Escúchalo en el minuto 20:26
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