Features vs Benefits

Often we are very good at communicating features of the products and or services we sell, neglecting to tell the customer about the benefits. So what’s the difference; the difference is that benefits are the real value to the customer, the ‘thing’ which every customer will use every time. Features can simply be a factual statement about the product or service and are generally the ‘things’ that only some customers may use some of the time.

When we sell features, we are making the customer do all the work to figure out why they want ‘it’. However if we answer the question “what’s in it for me” from the customer’s perspective, understanding the actual result for the customer, then we are talking value. So think result, value and therefore benefit from the customer’s perspective. Which of the following sells the benefit?

  1. “battery included”
  2. “ready to use out the box”
  3. “you’ll never have to see that disappointing look on your child’s face when his/her toy won’t work because you forgot to buy batteries”

 

Getting the Operations to Think Strategically

From my experience there are two areas in which strategic thinking amongst the operations is most effective; the scope of the business and the rules to win. Discuss the scope of the business and what it means to the ops team, and discuss the rules to win for the organisation and what these mean to the ops team.

Out of these two discussions, the executives will learn the perspectives of the operations and their impact on achieving strategic objectives. And the operations will actively engage in strategic thinking.

As a result of these inclusive conversations the organisation will more likely achieve its strategic objectives.

Strategic Decisions Require Action

Merely making a decision changes very little. Acting on a decision is what counts. It sounds very obvious but there are many teams who repeatedly will have a conversation amongst themselves and all agree on what the ‘right thing’ to do is without the follow through action. Call them Strategic Theorists or Pie in the Sky Conversations, it is often blamed on the ‘busy’ness of the business’. The point of the strategic conversation is make the necessary changes so that the business can get busy in the right direction; the ‘stuff’ that counts. Therefore the conversation is not complete without an action plan which holds people accountable to each other in implementing the decisions. It is a very clear, who must do what by when, first steps to taking action.