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A day in the United States begins at Dunkin' Donuts. This phrase is not just a slogan for Dunkin' Donuts, but also a tribute to Dunkin' Donut's customers who are "busy every day." Hill Holliday, the chain's longtime advertiser, writes on its internal blog that "Dunkin' Donut customers are unpretentious, they are self-satisfied, they like to drink coffee, and they are very polite." These people are busy and use Conn Don's to cheer up for work or play. They don't have time to stay because they have something to do. But these people do enjoy it. This brand belongs to them. ”
Dunkin's Donuts is one of Dunkin' Donut's most recognizable brands and the other is 31 Ice Cream Parlor (Baskin-Robbins), which is positioned as the polar opposite of Starbucks in many ways. Duncan promises that coffee can be taken away in large, medium or small;Starbucks, on the other hand, invites you to sit down and take a break and order a cup of coffee, medium, large, or extra-large. This on-the-go brand is the driving force behind Dunkin's service design. "I'm a firm believer that anything that touches consumers will impact your brand, such as what you offer, how your store is designed, where your store is located, and how your employees interact with your customers. John Costello, Duncan's President of Global Marketing and Innovation, said, "We have a 360-degree approach to service design. ”
Duncan initially formed partnerships with franchisees who knew the market, the community, and their customers very well. But it's also important to note that as a company, Duncan understands its customers and is able to identify target markets with a mission and motivation. "In many ways, our core product, coffee, and our main daily breakfast service, is loved by everyone. Costello said. But Duncan's clients are defined more in terms of individual needs than by demographics.
In order to retain the company's customers, Duncan is selective when it launches new products (according to good service design requirements), whether in stores or online. That means deciding on menu items to make sure you're quick and easy to use, like packed munchkin and hash browns that fit in your car's cup holder. There are a lot of competitors selling coffee and breakfast, whether it's a corner deli or a Starbucks or a McDonald's. Scott Hadler, Duncan's vice president of global consumer management, said that in this crowded market, "speed is one of our brand differentiators."
Duncan offers a mobile app for fast-food customers, and while it's not the first to do so, its app is distinctive, provides store locators, and works with Waze. Waze is a navigation app that uses social resources to tell motorists how to avoid traffic jams. Duncan applies these characteristics directly to the brand.
Americans are clearly happy to continue enjoying Duncan: According to the 2015 Restaurant Report published by the American Customer Satisfaction Index, Duncan's customer satisfaction index reached 78, up 4 percent from the previous year.
The customer is always right" is not a strategy, but a comedy (and a little overdone) that was derived from store management etiquette in the first half of the 20th century. It is often assumed that Harry Selfridge (from the United Kingdom) came up with this statement, but in fact it may have originated with his former employer, Marshall Field of the Chicago department store chain. Regardless of its origins, by the early 20th century, the phrase had become a cliché and had long since fallen out of popularity.
If a customer doesn't understand your value proposition or doesn't care about your company's unique promises and services, then that customer is not the right customer for you. Service design can help you define what is the right customer and then arrange links along the value chain to win and support the customers you want, while excluding some customers that you can't profit from or serve well. Duncan doesn't want people who sit down at Starbucks to work on their laptops, and Starbucks isn't particularly good at dealing with customers who are in a hurry and buy a quick food and go.
Determining which customers aren't worth pursuing or retaining is not only reasonable, it's necessary. However, customers who don't fit you may still come to you, so if they don't want to go anywhere else, then you have to make concessions, even though you don't need to spend money to design an experience specifically for them, but at least in business. Of course, there may be some segments within your customer base, and you will design different customer experiences for them based on different ** and different geographies. But the first thing to analyze is which customers you want and which ones will make you profitable.
So far, we've been writing about our customers as if all of them are the same. Of course, this is not the case. Customers are demographically different. They have different expectations. They all have different missions and different motivations. The most important thing is that they are not the same as what you value to you and how much you value them. In this chapter, we'll look at how to define a customer, how to design a product to cater to the customer you want, look at the different types of customers, and how much effort should be put into each type of customer.
Manufacturers create products of different specifications and different standards, and send the products into distribution channels through appropriate marketing tools and advertising, so that customers can classify themselves to cope with customer differences. This was the classic market segmentation strategy of General Motors, introduced by Alfred Sloan in the '30s – Chevrolet for less wealthy customers, Cadillac for high-end customers, and Oldsmobile and Buick in between.
Service providers also need segmentation. Whether it's a hotel conglomerate with different brands (Marriott offers 16 brands, from the cheap and chic moxy to the luxurious Ritz-Carlton), a health insurer with Bronze, Silver and Gold insurance programs, or a cybersecurity provider with increasingly sophisticated subscription services, it was a key strategic decision to match the product with the product.
The main difference between goods and services is their attributes. Goods are fixed, and customers know exactly what they're paying for. Service is experiential, so service providers have to deal with customers who want great value for money, or who want something special: to make beer drinkers taste champagne. You have to carefully consider the different products you offer to different customers and design the appropriate service experience to meet their expectations while generating profits for yourself. In fact, the process of segmenting customers should start with what is good for you (and what you're good at) and define the right customers from there. Service design can help you regulate yourself and your customers, make sure they feel treated fairly, and that all the services you provide are rewarded.
Making these choices is complicated because businesses have long followed the adage that "the customer is always right." Is the customer always right?The client is only likely to be right if he is the right one for you, and only if you carefully come up with a design that fits you for each other.
Start planning my 2024 service design should start with yourself, from what is good for you. But that's not to say you have to give up empathy with your customers and stop understanding their needs from their point of view. Design should of course start with understanding the customer, but before you can understand the customer's needs, you need to figure out who your customers are and who are not.