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WHAT YOU SHOULD STOP, START, CONTINUE
During my keynote, I also shared the importance of Stop, Start, Continue - asking your customers what you should stop, what you should start, and what you should continue doing. One of UnMarketing’s first clients was a private school in the Toronto area with re-enrollment issues. When parents decided not to send their children back the following school year, the school found out too late to deal with the issue(s) and possibly keep the student. Together, they implemented a survey system to test customer satisfaction.
They emailed 120 families with children currently enrolled in the school. The school started the conversation, engaged with the parents, and got them talking about their experiences. They allowed them to answer anonymously or
leave out their contact information. Some feedback was basic, like wanting more variety on the lunch menu. Some pointed to more serious issues for the children. There was also a lot of positive feedback, with stories of happy customers.
The positive feedback is great for so many reasons. You can learn what’s working and drum up testimonials for your business, which is always great for attracting new customers. Thinking about this for your business, you can imagine some of the answers; more food and drink options, more tee times, and lower fees, but the key here is to find those you have yet to think of.
The answers to these three simple questions give us a good picture of where we are sitting with our market and how we can improve. This is the true brand
statement for our business, more than any fancy framed motto we hang on our office wall. We need to be taking the pulse of our employees and customers - paying attention to how our actions affect their choices and how our brand is represented.
You can do this today with your employees, vendors and customers to learn how your business is doing. It is a tremendous step and opportunity for engagement, but it can’t be the end. As a leader, you must be open to feedback and listen. One of the dangers of leadership without awareness is innovation for innovation’s sake alone. In the face of new technology, leaders must ask WHY before adoption. If the answer is “to seem cool or cutting edge” or “because my competition is already there,” we must pause and think.
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