Implementation consultant centralized training observation (2)-ten taboos in demand Research

In the afternoon course, we asked all our implementation consultants to conduct surveys based on their businesses. The lecturers also read our business survey questionnaire before, I have a certain degree of understanding before I come to the stage to interview the client played by the lecturer. I have listened to the course of the survey and participated in some research comments. I made some comments to our students from the perspective of a bystander. I also summarized the content of these comments and summed up the "Ten taboos of demand research ", we expect this summary to be useful to all our implementation consultants.

1. I was not prepared to go on stage. Limited time. I took advantage of the company's previous standard template and went on stage. I didn't know much about the objects to be investigated, or even did not perform basic stakeholder analysis. As a result, when I arrived at the site, it is found that the interviews in the survey cannot be conducted at all, because you are not familiar with the business of the survey, you are not clear about the position of the survey object, and you do not understand the business that you are concerned about, naturally, it cannot be pulled.

2. There is no division of labor among the investigators. Three people look like a team, but when I ask a question, I know that it is actually just a "guerrilla", or even a "zombie" in the shanzhai, because there is no primary or secondary team, if you want to ask questions, you may not be eager to ask questions. After the investigation, no one recorded the results, and all of them were dizzy.

3. There is no center of gravity in the interview and it is randomly dispersed. The survey is actually centered on the business units you are concerned about. However, when you do not pay attention to guiding the customers in many surveys, the customer who is talking about it will get off the question 108,000, when the research object turned around, it was about time. You saw that 80% of the questions were not started yet.

4. Ask a question by leaps and bounds. Now, how is the meeting cycle? The second question is to immediately ask how the results of your plan are settled, and I will repeat it later to ask which departments are involved in your meeting? Preface if you fail to answer the following question, you cannot go into a question. As a result, your knowledge is limited and your customers will be dizzy.

5. The survey does not start or end. I asked a question as soon as I got on the stage. I didn't have a good start point or opening remarks, and it was very blunt. After that, I even said, "Thank you for your cooperation ". It is a bit like police's suspect investigation. Even if it is over, it will not summarize and review the content of the investigation, and inform you of the work arrangements for implementing the next step and the work to be assisted, you just leave.

6. Use the product language for research, instead of the customer's business language. All the terms used in the questionnaire are software terms, but we did not consider that the customer's familiar field is in the business field. We directly talked about the terms of our pom product, the customer may not really understand these terms. In this case, the result is that the customer does not want to tell you that he does not understand them. Then, the customer will not answer your questions, or talk to you.

7. Dig out a well with a hoe. Looking at the questionnaire is a question, the answer to this question will be obtained as soon as the result comes up. But I don't know what to do during the interview, but it needs to be done step by step. Do you have to ask first ....? If you have another question ,... How is it done? Is there any difficulty in doing so? Is there any improvement measures. Instead, the customer directly threw the questions in the questionnaire to the customer, and the customer began to be dizzy on the spot. It was better to know where to begin to answer the questions.

8. More than the survey object. Have you ever seen more reporters than the respondents said? If you have ever seen it, it must be an unqualified reporter. The same is true during the investigation. If you don't say high on your own, the customer will be cold. You are here today to guide the customer to speak. You listen to more records, this is not the case when you talk.

9. Make a commitment to the customer's site. Provide the customer with on-site commitment, such as some functions and requirements. But I don't know, this will often lay a great hidden danger for yourself. After all, this is only a survey, and without careful consideration, the promises are often impulsive results, at this time, impulse will often make your project pay the price.

10. Use the data/documents of third-party customers directly. This is a fatal problem. As a result, the customer may feel that you are unreliable. Today, you can get the data of other customers to me, and then you can get my data to others. Secondly, the real estate industry is very small. Your third-party customers may know about this one day. At this time, you and the company are waiting for a lawsuit. Furthermore, there is also a moral bottom line of competition in the same industry. The implementation consultant should have a moral person and should not do this. Even some customers deliberately use this to set you up. They just want to see if you will keep your company confidential (such as operating procedures and data.

 

Of course, in addition to the above ten taboos, there may still be many problems that I did not think about, or because they are closely related to a specific business, which is something I did not think, you are also welcome to add.