Many times when I’m working with companies on their customer experience efforts, I run into the same problem: “self-centeredness.” This isn’t a character flaw of Forrester clients, just a bias that’s shared by many people involved in making decisions about how companies should treat their customers.
What do I mean by “self-centeredness?” It’s when we (it happens to all of us) think that customers look more like us than they really do. It’s a natural bias that people have when they don’t posses a clear picture of their target customers (a more technical term for this type of bias: self-referential design). As a result, companies often make decisions based on the misconceptions that customers:
- Think about their company more often than they really do
- Know more about their products than they really do
- Understand their product nomenclature more than they really do
- Care about how the company is organized more than they really do
- Understand the domain more than they really do
You spend 40+ hours per week in your job and probably another 20 hours thinking about it when your not at work. Do you really think that your customers are spending even a fraction of that time thinking about you? No way!
- Keep an eye open for self-centeredness. It’s impossible to totally eliminate personal biases, but if you recognize that they creep into decision making processes, then you can spot and minimize them. But don’t just look for them in what you do — your co-workers are also prone to be self-centered.
- Develop a compelling picture of your customers. If people have a vivid understanding of their target customers, they’ll be less likely to be self-centered. That’s why we often recommend that companies create and use design personas to develop a clear picture of key customer segments (you’ll certainly hear more about personas in my future posts!)
The bottom line: If you assume that your customers don’t know very much about your firm — you’re bound to be more right than wrong.