This is what happens when you don't understand the needs and act in a hurry. In fact, there are similar situations in our daily work and life. For example, we spent a lot of time in the workplace and stayed up late to produce a report that the boss wanted. The layout was beautiful and the paragraphs were clear, but the boss read it and said, "This is not what I want." For example, in life, you chase girls, buy flowers and invite people to watch movies for dinner, but girls always ignore you. As a result, another boy didn't spend much money, and the girls agreed to be their girlfriends. You are angry and ask a girl the reason, "why did you choose him instead of me?" I'm so good to you? Why? " (Here is a growling expression) People only reply "You don't understand me at all, and you don't know what I want". You want to cry without tears.
Many people just consider and try to solve the problem from their own point of view, but this approach can't really solve the problem. So how to really solve the problem? "Restart-Solving Problems and Breaking the Limitation of Thinking" gives its own plan, that is, when solving a problem, we should not only start from our own standpoint, but also consider the needs of the other side, and find out the overlapping points of the needs of both sides through analysis, which is an indispensable key step to solve the problem.
The author of Restart is Naoki Sakata. His career started from the marketing department of Unilever, and he has accumulated rich practical experience in marketing. Later, he worked as a consultant to provide market support for other enterprises, and then he created a co-creation platform where everyone can participate in enterprise planning meetings, with the aim of eliminating differences between enterprises and consumers and realizing direct communication between enterprises and consumers.
The author comes from rich practical experience and does not write advanced theories after restarting. It is his own practical experience summary and case sharing. He can look at one case to solve problems like a story, which is easy to understand but thought-provoking.
The solution given in the restart is divided into three steps:
1. Find the problem that really bothers each other;
2. Know your own ability and potential;
3. Combine each other's problems with their own abilities and try to solve them.
The purpose of finding each other's real problems is to find each other's real needs. These needs are either misunderstood. For example, there are often enterprises that regard means as an end, or do not hide from being discovered. What we need to do is:
1, find the real demand, and don't take the means as an end.
For example, USJ (Universal Studios Japan) is a movie theme park. There is a Japanese proverb "There is Disney in the east and USJ in the west". USJ has always wanted to build a theme park different from Disney, that is, to implement a differentiation strategy with Disney in operation.
However, in order to deliberately distinguish it from Disney, this differentiation ignores the real needs of customers. For example, for the theme of their own movies, children can't entertain themselves, and the dilapidated pirate ship built at a high price is evaluated as shabby by tourists. After 200 1, USJ fell into a continuous downturn, and the number of tourists decreased instead of increasing.
Later, through market research, USJ found that customers did not pursue "differentiation from Disney", but parents living in this area wished to "give their children a special experience". Although this is something Disney is good at, there is no Disney in this respect. Since customers have this demand, why not meet it? Through strategic adjustment, USJ meets the needs of customers to experience Disney-style experience and becomes a theme park shared by the whole family.
No longer differentiated for the sake of differentiation, USJ achieved a great reversal by understanding and meeting the real needs of customers. In 20 15, the number of tourists reached1390,000, making it the fourth largest theme park in the world.
There are many cases like this. For example, a vacuum cleaner manufacturer has changed the way of expanding sales by improving the performance of vacuum cleaners, that is, enhancing suction, because the positioning of this company is to liberate people from the boring housework of sweeping the floor. Performance is only a means to liberate the labor force, and it is also one of the means, so a more automated sweeping robot has been developed and achieved success.
2. Discover the hidden needs of customers.
Some customers' needs are hidden under the surface needs, and even many of them are not shown at all. If we can dig out this hidden demand, we may be able to develop a new market.
For example, most people used toilet paper to clean up after going to the toilet, and there was no problem all the time. However, TOTO clearly put forward the concept that only toilet paper will leave residue, and developed a washable toilet, which opened up a new market and better met the needs of consumers.
JINS, who entered the glasses industry as a latecomer, found through investigation that most consumers will feel tired when using computers and smart phones for a long time, but the market is full of myopia glasses, and there are no glasses that can prevent myopia in advance. Consumers don't know that they need an eye that can prevent myopia. On this basis, JINS launched JINS PC, which can block blue light, prevent eye fatigue, and make those consumers with no eye problems become consumers of glasses, greatly expanding the market share of glasses.
Due to the lack of understanding of the demand side, many enterprises are begging for food in golden rice bowls, wasting resources. What we need to do in this step is to fully mobilize our own potential and resources, better satisfy consumers and get the greatest benefits for ourselves.
For example, as early as 2000, the railway company JR East Japan became a station with a daily passenger flow of160,000. However, because the station is already in a crowded state, it is impossible to further increase revenue by expanding passenger flow.
But what if you need to increase the income of the station?
Through the analysis of the station, it is found that the passengers passing by here are a huge and valuable resource. These passengers have certain shopping and catering needs, so in 2005, a large-scale commercial facility was opened in Dagong Station, so that customers can realize their shopping wishes without leaving the station.
Through this measure, corporate passengers have become shopping consumers, further expanding their turnover. This business model has been widely promoted in China and Japan.
In the case of limited resources, we can also cooperate with our original competitors, share resources, jointly expand the whole market and achieve win-win cooperation.
In Spain, there is a small town, San Sebastian, with a population of only 6.5438+0.8 million, which is a tourist attraction comparable to Paris, Barcelona and Florence. The way it takes is to build itself into a gourmet city. But the small town was not a city of food at first. Although there are some good restaurants, tourists will not go to such a small city for a specific restaurant. In order to attract tourists, the town shares recipes through every restaurant, so that no matter which restaurant here, you can eat delicious dishes.
After discovering the needs of customers and knowing their own abilities, it is easy to find a solution to the problem by using the coincidence of the two. But in this process, it should be noted that sometimes the solution needs to break some common sense.
For example, at present, employees in the workplace are all working in offices, but this situation leads to many physical problems such as backache and stiff shoulders. Some enterprises are also trying to solve this problem, such as training employees to sit correctly and exercising after sitting for a long time, but these can't completely solve the problem and affect work efficiency.
A furniture manufacturer named Okamura is also aware of this business opportunity. They question that "employees always sit and work" and solve this problem by creating new common sense, that is, developing lifting tables. When working, employees can stand and sit by adjusting the height of their desks. Experiments show that in this way, you can relax your body and relieve fatigue.
The above cases are only a small part. There are 30 cases in the book Restart, which introduces in detail the story of combining one's own ability, discovering the real needs of customers, and providing solutions for customers by eliminating differences to achieve mutual benefit and win-win results. Through reading, learning this problem-solving thinking and applying it to your work and life will greatly improve your problem-solving ability and efficiency, so as to work and live better.