Commercial Construction & Renovation

MAY-JUN 2017

Commercial Construction & Renovation helps our subscribers design, build and maintain better commercial facilities by delivering content to meet the information needs of today's high-level executives.

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CRAFT BRAND AND MARKETING 106 MAY/JUNE 2017 CBAM-MAG.COM With space being scarce on a skiff, choosing a dedicated casting platform or a high performance cooler strong enough to pull double duty improves what the fisherman can do on a small skiff. The insight for developing Yeti coolers came from its founders, Ryan and Roy Seiders, because they lived the life of fisherman/ out- doorsman who put serious demands on their equipment. Maybe you already have insight like the Seider brothers. If so, act on it. Otherwise here is how you can develop unique customer insights for your craft brewery. Step 1 Create a small team of your own people who actually have been around your customers. Do not involve any customers during this step (yes, I realize this sounds internal focused, bear with me). Step 2 Ask each person to describe what they "see" and "hear" when watch- ing customers enjoying, buying or talking about your brew. Create exact descriptors of what everyone sees or hears. Make no interpre- tations as to what anything means. This will be hard for people so try this. Have everyone think of their brain as a video camera. You want them to hit playback, without any editing. People should only describe "exactly" what they have person - ally heard or seen. Ignore anything that sounds like: someone said this or told me that, or I think this is what's going on. Don't let people interpret what they think they saw or heard. Force them to use "playback only." Step 3 What should start to emerge are different patterns of what people are doing and saying. These are likely very different customer type show- ing themselves, so next name the different customer types. Example: Beer snob – the person who painstakingly tastes a beer. Or maybe Party Person – the one who seems to go from beer to beer with little deference for what they are drinking. In this step, there are no wrong behaviors or bad customer type, nor should you be judging what anything means. Your job is to cap- ture what's going on and try to group common behaviors styles of people. In all likelihood, you will see multiple types. If you only see one type, keep pushing the team for anything else they saw or heard. Did anything look or sound unusual? You have to prime their minds to remember difference their brains recorded. Step 4 Summarize the descriptors of each type of customer, with a name that everyone on the team identifies as that customer type. Don't be surprised if you have three, four, or five different cus- tomers' types. If you have dozens of dif- ferent customers, go back to Step 3 and ask what so some of the types have in common and reduce the number of groups to 3 to 5. The goal is to help everyone recognize customer enjoy your brew, enjoys it in a number of ways and for different reasons. The second goal is to identify common customer types is so you can effectively focus your resources. You effectively deploy a strtagy do this if you have doz- ens of customer types. Step 5 Identify unique insights with what you learned. Looking separately at each group, ask these questions: • What really matters to these people? There is no formula or software that will spit out what you need to do. It takes intuition and gut feel based upon your insight from this type of exercise.

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