All Customers Are Irrational
Understanding What They Think, What They Feel, and What Keeps Them Coming Back
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- $7.99
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- $7.99
Publisher Description
As many businesses are discovering, customer behavior doesn’t always make sense. That really shouldn’t be surprising. As recent studies have shown, people tend to base their decisions on more subconscious, emotional desires than on rational, practical choices. What’s more, customers aren’t able to tell you accurately why they do what they do. Combining recent research findings with real-world examples from his consulting practice on customer experience, William J. Cusick examines how the subconscious part of the brain drives the decisions and behavior of every customer on a daily basis and introduces the concept of "the irrational customer." All Customers Are Irrational shows why businesses must change their approach to attracting and retaining customers, and proposes ways they can alter their strategies on everything from customer research, product design and website development to call center management, employee recruitment, and retail store layouts, by focusing on what customers are actually doing instead of what they’re saying. Honest, direct and insightful, All Customers Are Irrational will help businesses tap into the impulses and motivations that both attract and retain consumers for the long haul.
PUBLISHERS WEEKLY
According to Cusick, CEO of Vox, a customer experience consulting firm, companies that emphasize gaining new customers rather than satisfying their current customers do so to their own detriment. He reveals how a focus on customer retention would significantly reduce marketing and sales costs while dramatically increasing overall profitability. A brief overview of behavioral psychology elucidates seemingly irrational customer behavior and lays out appropriate strategies. Cusick is adamant that the ability to speak to a customer's emotions best gleaned by direct observation, rather than through surveys or focus groups is the key to a better business model, and by redefining "customer satisfaction," companies can take advantage of the newfound power that consumers hold in sharing their experiences through social networking sites and word-of-mouth. The upbeat tone and detailed examples of companies that get it right Zappos is a particular favorite lend much-needed verve to an overworked subject. While Cusick makes his point well, he is repetitive and his advice will be familiar to most readers.
