“When you try to be everything to everyone, you end up being nothing to no one.” John Lydgate, 1370-1449

These are wise timeless words, but easy to ignore to remain relevant.

It is a complex statement for businesses, particularly in an economic slowdown as it might seem like any client is better than no clients. Growth typically comes from light to non-current customers, but even so it’s imperative that you remain true to the core narrative of your brand.

We are hearing feedback from our research clients, that customers are becoming more prone to negative feedback, or even worse, there is a growth in stealing and aggression. Front facing staff can be met with an increasing level of unsafe situations, beyond their job specification. In challenging economic times, with cost of living pressure, anxiety is growing.

Clearly feedback is a critical part of any customer focused business, but the challenge can be is all feedback worth listening to? Being everything to everyone, you end up being nothing to no one. The challenge is maintaining a clear self awareness and understanding of customer priorities. Not all customers are equal, and often times many customers are best to ignore.

The old adage, “The customer is always right”, is actually wrong.

In our research we gain and monitor systematic customer feedback, and much of the analysis goes into setting priorities. It’s not about creating a business that is placating all customers, but honing a precision in attracting and retaining the right customers. Customers seeking the quality of product or service being offered, and willing to pay the price, return after positive experiences, share positive word of mouth, and be constructive in the growth and innovation of the business.

Having a clearly defined narrative (who we are, who we are not and where we are heading) is critical in defining the business priorities and how to respond to research feedback.

Being confident as to the identity of your business makes you more resilient to negative feedback about your stores, on-line, products, pricing and/or other aspects of the business.

A clear narrative supports leadership and the wider team to avoid making reactive decisions in a vulnerable economy to appease all current and potential customers, losing the strong sense of self that will support growth moving forward. Evolving one’s narrative is great, not killing it to please.

How flourishing cities evolve is also about the narrative. Who we are, and the community’s values, traditions, behaviours, and social dynamics that shape how people interact. The cultural context of local main streets, arts and culture, education, environment, government, health, infrastructure, housing, lifestyle and economy. Politics and the need to please all is tricky.

Yet, a city with that holds a strong sense of what is is, and is not, is critical. This becomes organic over time. I can recall a flourishing city project targeting youth a few years back. An interview I did with someone from Portland Oregon confidently proclaimed the city as having a ‘strong sense of self and a forward thinking mentality,’ without missing a beat.

Other examples …

Paris: A city of timeless elegance and intellectual vibrancy, Paris embodies romance, art, and cultural refinement.

Copenhagen: A beacon of sustainability and balanced living, Copenhagen thrives on eco-consciousness, innovation, and social welfare.

Tokyo: A dynamic metropolis of contrasts, Tokyo seamlessly blends cutting-edge technology with deep-rooted tradition and precision.

What is your narrative, that of the business you work for and the city in which you live?