Did you know that eating soup out of a blue bowl makes it taste saltier?

Because the brain is an acute pattern cognising and pattern re-cognising system, this is just one of hundreds of fallacies, biases, errors, illusions, and blind spots that are a natural part of the every-day life of our brain … like today.

When you’ve flipped heads five times in a row and you now think that tails is somehow “due,” that’s an error called the Gambler’s Fallacy. Statistically, the chances you’ll get heads on the sixth flip is exactly the same as it was the first five times.

When people vote for a candidate just because they’ve heard her name before, that’s the Salience Effect.

Here’s a selection of these mental quirks, compiled in the book The Art of Thinking Clearly by Rolf Dobelli:

ALT

There are many customer satisfaction surveys conducted by thousands of companies each year. The main problem is that they prove nothing because customer satisfaction is not the same as customer replication.

For example the Net Promoter Score (NPS) is widely used to predict corporate growth by asking this question: How likely is it that you would recommend our company/product/service to a friend or colleague?

However the NPS provides no causal connection to value-creation or business growth and therefore is no more able to do this than other customer satisfaction surveys. This is a fact of statistical science.

The reason is because NPS asks the wrong question. A much better question for measuring value-creation is the WOMBAT SCORE about customer replication.

THE WOMBAT SCORE:

Have you told anyone yet through word of mouth
about your satisfied customer experience with us?

Those who respond with a YES are called WOMBATS and have already demonstrated value-creating behaviours, such as buying more, remaining customers for longer, and (most importantly) replicating other WOMBATS who also replicate.

 

REPLICATION

REPLICATION

REPLICATION

replication

REPLICATION

REPLICATION

REPLICATION

WOMBAT SCORE does provide the causal link of proof of value. WOMBAT SCORE is a primary tool of WOMBAT Leaders. There are two WOMBAT SCORE leadership objectives:

  1. The first objective is zero2one.

  2. The second objective is one2ten.

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THE BOOK:

WOMBAT SELLING: How to sell by Word of Mouth

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WOMBAT selling is all about replication, replication, replication. 
A WOMBAT (Word Of Mouth Buy And Tell) is a satisfied customer who replicates another satisfied customer. And so on.
Michael Hewitt-Gleeson says, "Replication is one of the most astonishing facts in the universe that we know of in science. Life only exists because genes replicate. Culture only exists because memes replicate. The purpose of business strategy is to harness the awesome power of replication for profit.
WOMBAT Innovation Cover-Iphone


WOMBAT innovation is all about revenues, revenues, revenues. 
WOMBAT innovation is all about designing brand new products or services that create brand new satisfied customers who replicate other brand new satisfied customers. And so on.
x10 Thinking is the kind of thinking required for both WOMBAT selling and WOMBAT innovation.
 


http://www.schoolofthinking.org/wp-content/uploads/2013/06/X10_Thinking_The_Book.jpg2.gif

Always remember that WOMBAT innovation is a customer-driven process.
You can design your innovative or new idea and project how customers will pay you for it and your sales team can provide you with real customer feedback on a daily basis. 
WOMBAT innovation questions keep the focus on the new idea's revenue-generating potential:
  •  How will customers obtain the new product or service?
  •  When will customers pay for the new product or service?
  •  How will the new product or service get to the customer?
  •  How will customers replicate new customers?
  •  How will new customers replicate new customers?
WOMBAT Innovation and Compensation
When it comes to selling new products sales teams sometimes err on the side of pushing established products, rather than new ones, especially if the established ones yield easier conversations, faster conversions, and greater commissions.  
To ensure your sales staff is putting its best effort behind the new products try to continually adapt the compensation structure to incentivize the sale of new products. This can get sales people talking about the innovation and if customers are not buying it then sales people feed that back to you.
Metrics and KPIs for new revenues are: 
% revenues from new products/services that simply did not exist 1, 2, 3, 4, 5, 6, 7, 8, 9, 10 business quarters ago