More on trust

It takes 20 years to build a reputation and five minutes to ruin it.

-- Warren Buffett

 

In an earlier post I wrote about the importance of trust for premium pricing. But trust extends beyond confidence in the product; trust is even more important when considering working with a vendor.

"Body scans are never saved."

The new scanners used by TSA in major airports show a virtually naked view of the travelers. Ignoring the discomfort of having ANY strangers see us naked, the TSA insists the images are looked at by officers in a remote location and not by staff at the machine, and that the images are deleted immediately after the passenger is cleared through security. Yet pictures from these machines continue to pop up on the internet. We just don't trust the vendor of the machines or the TSA to do what they say.

"We won't spam you."

We give our names and email to a trusted vendor who abuses it when revenues are off. Over the protests of the "good" marketing people, the execs or sales people or "bad" marketing people insist that the downside of spamming customers is offset by the increase in revenue. "If we can make a million, who cares if we lose only 10% of our names?" But the vendor has lost more than that. Trust is gone.

Trust is earned

Why do we buy Toyota instead of GM? Design and quality over decades.

Why do we buy Apple instead of Microsoft? Design and quality over decades.

Why do we buy this instead of that? Design and quality over decades.

What can you do to increase trust with your customers? Isn't this really what marketing is all about?

Steve Johnson

Steve Johnson

Steve Johnson was a founding instructor at Pragmatic Institute, a role he held for more than 15 years before he left to start Under10 Playbook. In his return to Pragmatic Institute, Steve supports the complete learning path for product teams, ensuring they are fully armed for success. 

Over the course of his career, Steve has helped thousands of companies and tens of thousands of product professionals implement product management processes. He has worked in the high-tech arena since 1981, rising through the ranks from product manager to chief marketing officer. Steve has experience in technical, sales and marketing management positions at companies that specialize in both hardware and software. In addition, he is an author, speaker and advisor on product strategy and product management.


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