Kiwis are good at doing the hard yards of getting started and turning out new ideas, then let asurprising amount of value slip through our fingers.
Forte Management director Tony Smale says thatit is time New Zealanders recognise the strengths, and major weaknesses of our national character,and compensate where we need to.
He bases his analysis of New Zealand’s culture on international studies and benchmarkingcarried out by independent scientists. Having identified kiwi character quirks, Smale says byadjusting our thinking we can create and harvest much more value.
•Align the value propositions
•Immunise the firm and its people against the tall poppysyndrome
•Exploit company know-how, trade secrets and other valuable assets
•Createand harvest more value from the distribution channel
Smale says the research shows we tend to ‘think for our customers’, interpreting what theywant, value and how much they value something from our own perspective, not theirs. “Implicit inmarketing theory is understanding the customers’ perspective,” he says. “When we do, we willfind that we can customise our offerings better, create value where none appears to exist at themoment. When we conduct business in a way that matches the customers’ expectations instead of ourusual short term transactional approach we will create extra value.”
Smale says it isn’t that we always get it wrong, as some customers want to do business the sameway we do.
“The key is in knowing the difference and reacting accordingly – because that will deliver usextra value – usually at no extra cost,” he says.
The most obvious, practical way to achieve this is to employ locals in markets or immigrants inNZ businesses to act as interpreters. In other words use others to help to transform marketinformation into knowledge, and by doing so align the value proposition.
The research also shows that Kiwis are more susceptible than others to the tall poppy syndrome,and that it contributes to our self-deprecation, our underselling and our negative language. Whileit’s unlikely we can eliminate our TPS, “but there are things that we can do to build confidenceand create a culture within our firms that immunizes ourselves and our staff against the negativeeffects,” Smale says.
Staff performance will improve as a result, as well as the quality of engagement with customers.Smale says a change of organisational cultureis required, creating one that fosters positivity andperformance, that creates the confidence to address poor performance and the willingness torecognise, develop and reward top performers.
“This will provide the confidence to engage with our customers on their terms, without feelingthat belittles us,” he says.