> > I still say customer needs are the rule. Even fringe > >Uh huh. That's an easy way to go broke, too. This analogy is akin to >wanting to watch another movie in coach than the rest of the plane- you >either spend the $$ for 1st class and get personal screens (two accounts), >bring your own DVD player (Mike's "crossover cable" solution), or fly >an airline that has personal screens in coach anyway (Boingo). You don't >complain about it if you just can't get it (but if you do, I'd like to >be there when you go "customer is always right" and have the stews laugh >at you, OK?)
I didn't say that you had to accommodate every customer because that's obviously impossible. But companies better adapt or be prepared to lose them to competitors that will. (I think I'm beating a dead bubble here.) To continue your analogy: JetBlue is one of two profitable airlines even with customer-is-always-right screens on every seat - now with live TV. Did they need to further differentiate by adding live TV to every seat? I expect a few fringe business customers said, "It would be great if I could watch CNBC on my cross-country flight." Next I bet some annoying customer will ask a stew if they have internet access. And JetBlue will soon announce free wireless on all cross-country flights instead of only in their terminals. I know the futility of complaining to companies following dying business models so I'll pass on your offer. I think the point I'm trying to make is that customers define the business - fringe customers may soon become the bulk of my business. I assume customers are right. Then my decision is to either adapt my business or have them move on. If I don't care, I let them go. If I want them to stay, I adapt. When T-Mobile lets one user use multiple machines, they will have adapted into that new "personal area network" fringe. -Mike O.
