Time: The Rise of the Sheconomy
In the hierarchy of activities that people despise, getting a car repaired is in pole position, sort of the auto equivalent of having a tooth pulled, except you bleed money and don't get a smiley sticker as you leave. Garry Rosenfeldt, marketing-research director for Midas International, knew this. After their cars were fixed, only 1 in 4 Midas customers returned to buy other services. Even dentists see their customers more often than that.
To ascertain what might make it more pleasant — or at least less odious — for customers, Rosenfeldt set up an experiment in late 2008 in which customers were recorded before and after they brought their cars in for repairs. He found that while auto shops inspired fear and loathing in men and women alike, the two sexes had different ideas about how to improve the experience. (See an infographic of the growing buying power of women.)
Since Midas is in the testosterone-y world of engine blocks and overhead camshafts, it needed to aim for what the men wanted, right? Nuh-uh. "From a financial point of view, I'd rather have a woman in the shop than a man," says Rosenfeldt. They're better customers, he believes, more loyal and evangelistic. "They talk about looking for 'their guy,'" he says. And once they find him and trust him, he adds, "they spend more."
Over at Best Buy, Julie Gilbert, a senior vice president whose job it was to figure out high-end male consumers, had already come to the same conclusion. She liked to do her research in living rooms, so she got herself invited to a couple of rich guys' homes to figure out why they'd buy widgets and peripherals at Best Buy but not pricey home theaters. Almost from the first home she visited, she realized she was talking to the wrong person. "The women took over the conversation," Gilbert says. "They had incredible passion and intensity about the store experience, and for every issue they also had a solution."
What these two and many other businesses discovered is the Sheconomy.
Everyone knows, or has long suspected, that the purse strings are held by women. It's oft repeated that they make 85% of the buying decisions or are the chief purchasing officers of their households. The difference today — one that has enormous consequences across global economies — is that women are also the earners. ...
... To appeal to women, the changes in a product or service or even the way a company is run have to be more profound. "Women have a more comprehensive decision process," says Barletta. A guy, she suggests, is a targeted shopper. He will book the first hotel room he finds at his price point. For a woman, the secondary characteristics are key: the gym, the spa, the sustainability, the thread count. Get the guy right and you've made a sale; get the woman right and you have a customer. ...
...Midas' retooled approach was oddly similar: change the balance of power in the relationship in favor of customers. Let them in on the process. The company instituted a program called the Midas Way. Using Philadelphia as its pilot city, it personalized the business, making Midas stores, ironically, more like dentists' offices, with appointments and checkups and lots of explaining. Employees of Midas stores, including mechanics, were offered training. Smile, they were told, even when talking on the phone. Most of all, make sure every customer who comes in, even just for the $21.99 oil-change-and-tire-rotation special, is shown exactly what will be done on a checklist. "The benchmark for success is, we ask the customer: Would you be able to explain what happened at Midas to your mother?" says Rosenfeldt.
While it's still early, and the auto business is still tough, the results are marked. In Philadelphia, Midas' retail sales are up an average 13% since December, when the program was instituted. "Some stores completely did a 180, literally, to the month that we started this program," says Rosenfeldt. Cautious that it might be a fluke, Midas tried the program in St. Louis and got similarly encouraging results. The Midas Way is now being rolled out to the rest of the U.S. The women's input "spawned a whole different way we execute our retail model," says Rosenfeldt. ...
