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A Marginal Situation

In a general election, influencing the marginal voters can potentially make the most difference to the end result. Die-hard Tory or Labour supporters are unlikely to change their voting patterns overnight – but if most of those who are unsure could be persuaded to vote for the same party, it could completely change the final result.  

This is why, in the recent US elections, Barack Obama and Hillary Clinton have expended a disproportionate amount of energy in trying to sway ‘floating voters’ and by targeting certain groups of people (women; racial minorities; religious groups etc).
 
Focus on the margins
The importance of marginal groups should also affect any project designed to influence customer behaviour. Both your company and your main competitors will probably have a band of loyal customers who are unlikely to switch allegiances. But in your research, how often do you spend most of your resources on selecting and analysing a fully representative sample which covers your whole market, when you really need to understand your marginal customers? 
  • Perhaps you need to focus on the potential switchers – those customers who have no strong allegiances.
  • Spend time and effort in trying to understand them, and their needs.
  • They could potentially give their business to either you or one of your competitors, but a small shift in their opinion could easily tip the balance in your favour.
A case in point
For example, imagine that you’re running a holiday complex and have some good repeat customers. However, you’re worried about a nearby competitor whose business seems to be expanding and who could steal some of your customers.
 
Your first impulse might be a temptation to investigate your strengths and weaknesses across your whole customer base. But you don’t need to do this. Most of your stalwarts will always come back to you. Similarly, your competitor will have customers who are never likely to change their allegiance.
 
Although you need to know the overall size of your market, and the relative blend of customers within it, detailed feedback from your most loyal clients probably won’t help you to attract those who are more fickle. You need to identify those who are less committed to either place – both to you AND your competitor - and to find out what would encourage them to stay with you or to switch from the opposition.
 
This same principle can be applied to many different types of projects in the retention or acquisition arena. So, next time you are setting up a project and specifying your sample, pause and ask yourself, “Who really matters in this particular situation?” Do you need to know detailed information about everyone, or would you gain more valuable material if you just zoom in on the marginals?
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