Jeroen KraaijenbrinkJeroen Kraaijenbrink • 2nd • 2ndStrategy and Leadership Consultant | Global Top 20 LinkedIn Creator | No-Nonsense Collaborator, Educator, Mentor and Author | Enabling Leaders to Improve Through Strategic Insight and Guided Execution |Strategy and Leadership Consultant | Global Top 20 LinkedIn Creator | No-Nonsense Collaborator, Educator, Mentor and Author | Enabling Leaders to Improve Through Strategic Insight and Guided Execution |
Visit my website
1h • Ever heard of an “infatuation interval?” You should, because it determines to a large extent how successful your products and services are—and especially for how long. This is what it means.
In his book, “Slingshot,” Gabor George Burt introduces the concept of an “Infatuation Interval.” It is a key part of his Slingshot framework that is definitely worth reading in its entirety.
An Infatuation Interval is the period during which customers are so excited about a product or service that they, as Burt argues “become temporarily blinded by any shortcomings or possible defects and are in a trance of positive affiliation.”
During the Infatuation Interval it is primarily the customer’s emotions at play, and in particular their excitement about the novelty of the product or service.
Once this period is over, customers enter a second phase, which Burt calls the Entitlement Period. During this follow-up phase customers “consumers feel entitled to all of the offering’s perceived benefits and demand more.”
In short, during the Infatuation Interval, customers are more excited about a less-than-perfect product, while during the Entitlement Period they are less excited and demand a perfect product.
Whereas the change from Infatuation Interval to Entitlement Period will be gradual, the radical difference between the two phases creates a clear case for serving as many customers as possible during the Infatuation Interval.
After all, during that time they are more excited, less complaining, more willing to pay, and more likely to be ambassadors for your product or service. Burt provides us with three ways to leverage this period to make optimal use of it:
1. Extend the Infatuation Interval by creating a product or service that is simply fascinating and which has diverse facets of which discovery takes some time. Another way to do so is to hold back supply so that demand overshoots supply.
2. Create a stream of Infatuation Intervals by continuously innovating, extending or improving your product or service. By launching new updates, upgrades, add-ons, or features, you keep the product/service interesting and customers excited.
3. Create infectious infatuations so that the excitement of one group of customers spreads to other groups of customers. This happens, e.g., when you target one specific market segment first, after which you market it step-by-step to other target markets.
I believe there’s many organizations who can benefit from actively managing the Infatuation Interval of their products and services to make and keep them exciting for customers. Can you create and extend your Infatuation Interval?
In his book, “Slingshot,” Gabor George Burt introduces the concept of an “Infatuation Interval.” It is a key part of his Slingshot framework that is definitely worth reading in its entirety.
An Infatuation Interval is the period during which customers are so excited about a product or service that they, as Burt argues “become temporarily blinded by any shortcomings or possible defects and are in a trance of positive affiliation.”
During the Infatuation Interval it is primarily the customer’s emotions at play, and in particular their excitement about the novelty of the product or service.
Once this period is over, customers enter a second phase, which Burt calls the Entitlement Period. During this follow-up phase customers “consumers feel entitled to all of the offering’s perceived benefits and demand more.”
In short, during the Infatuation Interval, customers are more excited about a less-than-perfect product, while during the Entitlement Period they are less excited and demand a perfect product.
Whereas the change from Infatuation Interval to Entitlement Period will be gradual, the radical difference between the two phases creates a clear case for serving as many customers as possible during the Infatuation Interval.
After all, during that time they are more excited, less complaining, more willing to pay, and more likely to be ambassadors for your product or service. Burt provides us with three ways to leverage this period to make optimal use of it:
1. Extend the Infatuation Interval by creating a product or service that is simply fascinating and which has diverse facets of which discovery takes some time. Another way to do so is to hold back supply so that demand overshoots supply.
2. Create a stream of Infatuation Intervals by continuously innovating, extending or improving your product or service. By launching new updates, upgrades, add-ons, or features, you keep the product/service interesting and customers excited.
3. Create infectious infatuations so that the excitement of one group of customers spreads to other groups of customers. This happens, e.g., when you target one specific market segment first, after which you market it step-by-step to other target markets.
I believe there’s many organizations who can benefit from actively managing the Infatuation Interval of their products and services to make and keep them exciting for customers. Can you create and extend your Infatuation Interval?
No comments:
Post a Comment