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"Customer Profile " — Transcript · YTtoTranscript

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"Customer Profile "

FA Model Zoom · 11,985 words · 60 min read · EN

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Below is the complete, readable transcript of "Customer Profile " by FA Model Zoom on YouTube. Read the full text, copy any part you need, or generate a transcript for any video with our free tool.

good evening, Doctor. Welcome. Hello, sir.

Hello, sir. I can hear you well now. Yes, we can hear you too. We can hear you, sir, but there's some echo. If you have another device running, please mute it. It's not running a device, but maybe it's the speaker. I'll lower its volume. Yes, that's fine. Yes, that's fine.

I just couldn't hear when you said its volume. Okay, that's fine. I'm fine now. Yes, fine. Okay. Uh, can we start in exactly five minutes? Is that five minutes, or should we start now? Okay, one

second.

Engineer, are you with us? Let's start now. Okay, we'll introduce you, sir. We'll

introduce you, sir, but before you speak... Yes, okay, go ahead. Okay. Peace, mercy, and blessings of God be upon you. With you is Tabarak Mahmoud. I will be with you today in our session entitled Customer Profile. Welcome, heroes. Imagine you've launched a new project, investing time, effort, and money. You've created a powerful social media campaign, offering

deals and discounts, but suddenly you discover that the people you're reaching are n't even interested in what you're offering. That's frustrating, right? This is where something crucial comes in: a customer profile. Simply put, a customer profile is your customer's business card. For example, who they are, what they do, what they like and dislike, what motivates them to

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buy from you, and what might prevent them, even if they need the product. When you understand your customer well, your marketing becomes smarter, your message clearer, and your efforts yield faster results. Instead of hitting all the right targets and wasting money, you'll focus on the people who will actually listen, buy from you, and come back. In

today's session, we'll learn how to create a clear picture of our customer and how to gather important information about them. That's why we've decided to offer you a special session on... Customer Profile with the distinguished engineer Khaled Nasser El-Din, with over 35 years of experience in technology and marketing. Founder of the first

Egyptian company offering digital marketing solutions, author of the book "A Modern Vision for the 22 Immutable Laws of Marketing," and co-founder of a training company focused on empowering youth through advanced digital programs and skills. Let's clear our minds and focus on the engineer. I hope you all benefit fully. Let's begin. Welcome again,

Engineer. You can start now. Welcome, Tabarak. You've practically completed the entire lecture in just a few minutes! Fahd, now we'll talk about... I'm Khaled Nasser El-Din, and I'm happy to be with you today. The lecture will be about an hour long. We'll get an idea of what a customer profile is, which is the customer identification card,

how we create it, what it consists of, and we'll learn more about it in more detail and how it benefits us. In its marketing, we'll start with what a customer profile is and its importance. There's a

difference between a customer profile and an Ideal Customer Avatar. You can flip the slide to see the difference between a customer profile and an Ideal Customer Avatar. It's also called ICP, which stands for Ideal Customer Persona or Ideal Customer Avatar. They're essentially the same thing. So, if you hear it this way or that way, they're the same thing.

Of course, the explanation is in English; I'm speaking Arabic, but the expressions are in English because this science comes from there. Marketing is an applied science. What does that mean? It means that some people were interested in how people sell and how people buy, so they researched the best practices of successful companies and individuals in the

marketing field and began documenting them. This led to the science of marketing, which is constantly evolving. They discover things that can improve the marketing process, so it continues to develop, and books are published about it. These books that reach us are all in English, so we can translate the terms into Arabic, but... Often, Arabic translation doesn't

convey the correct meaning intended from the source. That's why we also make sure we know the English terminology. For example, I feel there's a slight delay in the audio, and I do n't know if you feel it too, but it's not a problem for me. The audio is fine, there are no problems.

Okay, then we'll also cover customer types: what types of customers are common, how to create a successful customer profile, and how to gather information. First, to create a customer profile, we need to collect data. Then we'll discuss common mistakes in customer profile creation,

how to implement a customer profile, and finally, we'll have a case study. We'll examine a case study from a consultation we received and successfully implemented, thank God. We'll do a short lesson, and then there will be questions and answers. Please flip two slides.

Could you please flip one slide? I've already talked about this one. Let's move on to the next one.

Okay, what is the customer profile card? What does it consist of? It consists of something called demographic information or demographic data, something called consumer behavior, and a gap in the market. That's a summary of the topic, but there might be some other things added to it, and we'll go through these in more

detail in a little while. What's the benefit of using a customer profile? The next slide explains the benefit of a customer profile. First, it saves money in the marketing process in general and in advertising in particular. Second, it helps us tailor our products to customer desires. Third, it helps salespeople communicate with the customer in the language they

want to hear, in the way that suits their desires, needs, aspirations, and dreams. You can move on to the next one. Okay, I just want to pause here briefly and talk a little about marketing. There's a common misconception about marketing among most people. If you ask people... Regarding marketing, someone might tell me it's

advertising, someone might tell me it's sales, someone might tell me it's promotion, someone might tell me that I should do good promotions. All of this is incorrect. Marketing is a slightly bigger process than that. It's a process, or a system that starts at one point and ends at another, and it continues with us. What is the goal of this system?

Its goal is the exchange of value between two parties. One party is called the business, which is the supplier of the product, and the other party is the customer. The supplier of the product is called the business, and this product can be tangible, intangible, or an idea. For example, tangible goods like food, clothing, electronics, or real estate. Intangible goods, we might sell you a service like training, consulting, cleaning, or farming. We might also sell an idea, like offering to hire someone. Most of us sell these things, but marketing is a large process that ultimately achieves the goal of value exchange between the business and its customer. What does value exchange mean? Value means something useful to the customer. Value for the customer is something beneficial to them. Yes, it

solves a problem for them, helps them achieve a goal, fulfills a desire, or satisfies a need they have. Marketing consists of a series of steps, one of which is the customer profile. It's small, but important. Why is it important? Because it allows me to identify the customer I want to focus on selling my product to. That's number one.

Once I identify the customer, I can identify the product. So, first, I conduct market research to find out where similar products are sold, who sells them, what they're for, and who they sell to. I look at my competitors, those who came before me, before I even started the business. I see what their

similar or competing products look like, how much they cost, and who they sell to exactly. My skill in entering the market is to refine my product, making some modifications and changes to suit a specific customer segment, solving certain problems for them or fulfilling certain needs that my competitors haven't fully addressed, just as I

intend to do. So this is the way one can enter the market with confidence that they can find a place for themselves in that market. Marketing is a set of activities, as we said at the very end. I will repeat this word at the very end, that lead to the sale process. But marketing is not the same as selling, nor is it advertising or promotion. Marketing, selling, advertising, promotion, and

publicity are branches of marketing activity. We call them part of the marketing mix. And I will tell you the evidence for that. Since we said that marketing ultimately leads to selling, then if the product is bad, will it sell? I mean, if the product is not suitable for my customers, will it sell? No, it won't sell.

If its price is more expensive than my customers' capabilities, will I be able to sell it? No, I wo n't be able to sell it. If I sell it in a place where my customers don't go, where they can't reach it, and I can't reach them, will I be able to sell it? No, I won't be able to sell it.

If I made a very good product and no one heard about it, will I be able to sell it? Of course, I can't sell if there are other things besides advertising, promotion, and the sales process itself. Direct selling determines the success or failure of the marketing process. Moving on to the next slide, this is where

the importance of defining a customer profile comes in. This is done through research. Research is part of the marketing process, and it's usually the first step: market research. In 99% of successful marketing efforts, market research begins with market research. I look at all the things I mentioned earlier: my product, its competitors in the market,

how much it sells for, what it achieves, its appearance, and its target customers. So, to be able to compete effectively, I create something called a customer profile. I write some data that defines my target customer. Keep in mind that my target customer might be two or three types of customers I can work with, or even five.

My skill lies in choosing the right ones. The most suitable customers I can deal with, for example, five, fall into three categories. I would create three customer profiles, targeting each in a specific way. You might ask, " Why can't I target every customer in the market?" Because that would put me in unfair competition with established players,

scattering my efforts across a large number of customers. I wouldn't be able to tailor a product to suit specific customers, as I want it to appeal to everyone. I would n't be able to price it appropriately, nor would I be able to direct my promotional or advertising efforts to a specific segment. The more customers I have,

or the more diverse their types, the larger my advertising budget needs to be. Someone asked a question. Peace be upon you. And upon you be peace and the mercy of God and His blessings. There was a simple question. We're saying now that our product can suit more than one person. So, if we define... The

specific limit or the maximum limit that will be targeted or will have demand for my product. Do other people have different ways for me to reach them so that I can then expand my presence in the market for them? It is possible for you to try to target all customers, but do you have the ability to target all customers?

No, not right now. But later on, we can say that we can take them with us, or take a part of them, one by one. This is possible, right? And so, look, the point is that no company in the world can target every customer in the market. I mean, the companies that target the

most customers in the market are mobile phone operators. Mobile phones target most customer segments, and that's why their marketing budgets are enormous, the number of people working in marketing is huge, and the number of products and the amount of technology they spend on is in the billions. Their budgets are in the billions. If your budget is in the

billions, fine, try to target many customers, but only as much as your budget allows you to cover a portion of the market. And you also have to consider the competition. The smart ones are the ones who enter the market to fill a need that is n't fully met, try to develop it, and try to fully meet it and

improve their service. So, the point is that we We determine maybe two, three, or four types of customer profiles that we can cover with our resources. It's a matter of resources, market, and competition. So, depending on your capabilities, you can cover or not cover. Marketing means we put in all these marketing efforts so that our

efforts and resources don't go to waste. Let's say, for example, you live in a country like Egypt, which has 100 million potential customers. Theoretically, you could deal with 70 million, which is fine. But your customer profile will only reach one million of them. So, you don't need to spend marketing or promotional expenses on

more than that one million. You don't have to spend on all 70 million, just on the 70 million, so you can focus on that one million customers because you won't get that one million. You'll still take a percentage of them. It could be 100 customers out of the million, or it could be 1000 customers out of the million.

They will deal with you properly, so you spend money to get 000 customers out of a million. You don't advertise everywhere, on bridges, on TV, on all channels, on the radio, and on all online media. You can't target everyone. You focus on one type of customer, one, two, or three, so that you can

adjust your resources to them and stay focused. I answered you, yes, I got it and understood this point. But there was another question: if, for example, the market needs are currently met, but at prices higher than what I will do, then at that time I can compete. For example, if my price is low, then I am

competing on price, and I am offering the same value that these people offer, but at a lower price. At that time, these people will definitely start to lower their prices or start to react to what I will do. So how can we deal with something like that?

Entering a price war means your price shouldn't be too high unless you have a significant advantage they can't match. There's a clear equation between quality and price: the higher your quality, the higher your costs, so your price needs to increase to maintain the same profitability. Yes, that's right. At the same time, customers always link quality to price. If your price is low, they might assume your quality is low. Pricing is a crucial part of marketing and should be studied separately. These are called pricing policies, and there are many. For example, there's penetration pricing, where you aim to penetrate the market with a low price and then capitalize on it. You start by acquiring a customer base with a good database and prior experience, allowing you to acquire them at a low price and then capitalize on it. There's also bundle pricing, where you sell two products at a discounted price compared to buying just one. And then there's value pricing or premium pricing, where you... You price high and ensure

your quality is good, your functionality is good, and you set a high price because you want a specific type of customer. You need to be aware of your value proposition, to see that there's something fishy going on. Sometimes, certain products, if their price is lowered, won't sell because the customer won't perceive the

quality as good; they'll be deceived. There's something called perceived value, which is the expected value in the customer's mind. It's very important to work on your customer's perception. You understand what I mean? For example, you might buy a t-shirt for 5000 pounds, then buy the same one for 500 pounds. But when someone sees you wearing the 5000-

pound t-shirt, they'll know you bought a very high-quality t-shirt. Not just anyone would buy it. If someone has 5000 pounds and is willing to spend 5000 pounds on a t-shirt, they're not doing it to cover themselves; they're doing it to attract people. I see it in a specific way, just like cars. One person buys a Nissan

Sunny, and another buys the latest model Mercedes. Both cars will get you where you want to go, exactly as they say. Cars are means of transportation, but the person who buys the Mercedes isn't just looking for a car to get them there safely. They want a social image. They're buying social status; they

want people to see them in a certain light for their own reasons. They have specific incentives that make people see them in that light, and they can achieve those incentives, so why don't they? That's why the idea is that the skill isn't just in the price. The skill is in knowing how to select your customer,

whether it's from the affluent customer or the customer below them. Each customer segment has its own advantages and disadvantages. The general public has a large number of people, but their purchasing power is low. So you keep climbing the pyramid until you reach the very top. For example, there might be only 10,000 people out of 100 million. 100 people might

buy a villa in Al-Saher, for example, or let's say 100,000 people might buy a Mercedes. But each segment has its own suitable products, so you have to look for your own niche. That's why you need to identify the segment that isn't heavily covered, where the competition isn't strong, or where you can have a competitive advantage. Start competing in that segment where the

competition isn't strong right now, so you can eventually reach the strong competition. In other words, find the segment where you can compete and win first, so you can then move up to the next level of competition. You can even stay in that segment and dominate a specific market. For example, Coca-Cola. Yes, it's boycotted, but we can still provide examples.

Why hasn't Coca-Cola expanded into all kinds of drinks in the world? Because the demand for them isn't as high as for Pepsi. Coca-Cola focuses on carbonated water. Why does Coca-Cola want to be number one? One of them is always there, and it has the largest market share. It's the biggest market share, bigger than Pepsi.

I'm speaking as an Egyptian company. I know it's the largest abroad, but I'm speaking generally in Egypt. We don't see much of the product here, okay, that's not the point. I'm talking about the company's policy, their marketing strategy. They focused on one product; the rest is secondary. I mean, they don't even advertise it, you see, the other

drinks they make, but they didn't dominate the beverage market. For example, they could have made juice, for instance, or made non-carbonated juices. Why didn't they? It would have scattered their efforts, even though they're a huge company with huge budgets. But they preferred to stay in this area. So these are preferences for each business. It's the business that determines its policy

in general. Do I want to expand into many branches, or do I want to focus on one segment and remain number one in it? Being number one always has other advantages, no matter what. You always like number one, right? So let's move on to the next point. Right now, I have something called a Customer Profile, and I have

something called a Buyer Persona, and something called an Ideal Summer Avatar, or Ideal Customer Profile. So, a Customer Profile is the real information, as we said: age, location, nationality, income—all this real information about a type of customer. Okay? And we'll see in detail what it looks like next. There's something called a Buyer Persona. I turn

this information into a character, meaning I draw it, write its story, and give it a name. We'll see what a Buyer Persona looks like next. We've done it before; let's

see what it looks like. I write the story of this Buyer Persona so that people working in marketing, sales, and all departments of the company, even production, can see and imagine exactly who might buy from me. Next, there's something called an Ideal Customer Avatar, which is the best type of customer. You can deal with the type of customer who

will profit the most, the type I sell to easily. For example, I might deal with a customer with a specific profile, say, " This customer's profile is [age range], one of their details is [age range], between 25 and 40." But after dealing with a group of customers and building my data, I looked back at it and

found that those aged 35 to 37 are the best type of customers I've dealt with. So what does this mean? It means they have unique characteristics. They are a part of my customer profile. I can tailor more services for them. I can send them a message asking, " What do you like about my service?

What don't you like about my service?"—the 35-37 customers I mentioned earlier. I'll ask them, "What would you like us to do to get you to buy more from me?" They'll tell you things, and then you can create a separate profile for them and offer them services. They're the ones who buy, so they'll

buy more from you, and also so you can attract customers like them to buy from you. Okay, these are the ideal customer avatars. Understood so far? Okay, let's move on to the next slide. This is what Bayer Persoda looks like. We made this for a startup. This startup was producing software applications. This software application works with AI. This application does the work of an architect.

You know, when the computer came in, architects started using programs to help them draw instead of drawing with a ruler and a large canvas. They started drawing on the computer. Among the most famous programs for architects is AutoCAD. Surely some of us have heard of AutoCAD. There's also Rite and some other programs. And there's something called 3ds Max, which

converts architectural drawings into perspectives, meaning a three- dimensional shape. After we made the customer profile, this software or application, which this company made, this startup made, lets you give it Promote writes to him, tells him, and gives him the coordinates of the area where you want to build a villa, an apartment building, or a

compound. You give him some specifications and details, like, " I want the gardens to be at least 60%," or " I want you to utilize most of the space so the client can make more profit," and so on. There are many things you tell him to consider. Within fifteen minutes, he'll have created 60 to 70

different design options for the available land. Of course, this kind of effort would take an army to produce even one- tenth of this, but we can offer this advantage to a 27-year-old named Faisal, who works with 3D Max, loves freedom, wants to live independently, wants to work at Renlance, wants to have his own office (

or doesn't want an office at all), wants to work from a cafe or anywhere, and works whenever he wants. The persona we've written about, and the virtual image we've included, is called a Bayer Persona. How does a Bayer Persona help us? It allows us to have someone we can consider when developing the product. When we want to improve

our product, create ads for it, or contact them, we know how to communicate with them. We also know what their films look like, what they want, and what might bother them. By defining the Bayer Persona in this way, we can tailor the product. For example, when we mentioned in the persona that they

work with 3ds Max, the product team created the RAM in a 3ds Max format so they can use it and make the necessary modifications. When we said they're 27 years old, we can communicate with them in a suitable language. We can communicate all the promotional messages or discuss when they meet with a salesperson and the salesperson creates a

demo. He should speak to him in a language that suits him. We can choose salespeople close to his age, not too far apart, so that they are the ones who deal with him, because he will be more comfortable with this type. This is the benefit of creating a buyer persona. Where do I create the buyer persona? From the customer

profile. I create the customer profile first, and then I imagine a specific type of customer within that profile and draw their personality. So the buyer persona has more of a story and a form so that I can imagine them when I design promotional campaigns for them, when I design the product, and when I talk to them in the sales process

itself. We will move to the next slide, which has a story and problems. My customer can be a consumer or a business. If he is a consumer, I call him a B2C customer. If he is a business, I call him a B2B customer. Now, can a company that sells B2C also sell B2B?

Yes or no? I will tell you yes, sometimes it works, and sometimes companies that sell B2B work. Sometimes companies sell B2C, but in the case we discussed, there was one type of customer profile— people like Faisal—so that's B2C. There's another type of customer profile—medium-sized architectural firms and small to medium-sized consulting offices— so that's B2B. So, what's the

benefit of dividing clients into B2C and B2B? There are many benefits. One benefit is that I can also direct my promotional activity in a specific direction. If I'm doing B2C, I can work on specific channels and communicate in a specific way. B2B works on different channels. Usually, when I mention B2B, you say, "Oh, so we'll use

LinkedIn to reach them," for example. But there are other benefits. The decision-making process for B2C is different from that of B2B. B2C decisions are usually a bit more emotional; they prefer things that are associated in their minds with other things or that they like. B2B decisions tend to be more rational. For example, if I'm selling to a company,

that company will examine the product, and several parties will be involved in making the decision. In B2C, it's a single party. So, theoretically, B2C sales are easier than B2B sales, but B2C sales are more complex. Let's

look at the next slide and move on to B2B. We'll look at the business customer. If I'm selling to a company, I have a decision-maker. This decision-maker could be the company owner, the responsible manager, the managing director, or even the head of the department that requested my service or product. So, that's their final decision. But there are

other types of people who influence decision-making, like influencers. An influencer is someone who directly impacts the decision-making process. For example, if I'm selling a technology product, the IT person will be involved. He'll tell him, "No, because we work with this technology, we need technology compatible with this specific topic. So, I prefer this product over that one, or this seller

over that one, because their products are compatible with our equipment or software." Then there's the user who says, "No, but I want to use this product to ask about it." And in a buyer, the buyer might be the purchasing department. They'll say, "No, we conduct a tender. There's no 'I want this' or 'I

want that.' We'll hold a tender, find the best price, and get it." Usually, a committee makes the decision together. That's why business-to-business (B2B) is usually more difficult and its cycle is longer because committees are involved. A decision can take two, three, or even a year. In contrast, a business-to- consumer (B2C) can go into a supermarket and

buy toothpaste without giving it a second thought. This tooth or that one, and I'll walk. Business to succeed is usually easier, but it also depends on what I'm buying. For example, if I go in and buy a washing machine for the house, well, I'll also have someone else who influences the decision-making, who is it? Which is

my wife, so we both go together to buy, and I tell her, "I think this one saves electricity," and she tells me, "But I'm comfortable with this type," or I tell her, "But this one is cheaper," so we start negotiating together until we make a purchase decision. Usually, this purchase decision can be made in the same time, or we'll go around to

four or five shops until we find what we need and buy it on the same day. So, B2C can also have more than one decision-maker, but it's not as complicated as B2B. Its cycle is bigger, and each one of these types has opportunities and challenges. So, just because B2C is easier, everyone should go and sell to what? For the average customer, let's

go back and say, "Okay, the customer profile in the next slide, what does the customer profile consist of?" We'll say, please, could you please move on to the next slide? I'm sorry, there's a

delay, so you'll find I've repeated the request several times. So now, the customer profile consists of personal information, which includes démoralization, pinpoint accuracy, pinpoint accuracy, and motivation. Okay, let's explain what information or démoralization means. It's in the next slide.

Regarding démoralization, the first thing is age. This age is usually a range. As we said earlier, my range could be 25-30, 25-40, 40-50, 50-60, or 60 and above. So when I define the customer profile, I have a range. When I define the persona, I select a specific person to represent this entire range.

Then there's gender, which is male or female, because some products... Some products are sold to men more than others, and some products are sold to women. For example, if I open a men's clothing store, I won't talk to women. I mean, I wo n't advertise to everyone; I'll only talk to men, right?

And my store might be for young people, not older people, so I'll talk to people of a certain age. I might also talk to a specific nationality if I work for a company in a certain country. For example, I might sell a competitive investment product to Egyptians working in the Gulf. I've done this before,

so I can specify the nationality. I can also specify the income level. I might say, "I want people with an income above this amount," because they are the ones who can afford to buy my product. I can also specify the education level. I might want to sell one product to doctors, another to

engineers, another to lawyers. And I can also specify the job title, especially if my client is B2B. I can specify who I should sell to within the company: the IT person, the marketing manager, or the accountant. So I can specify the job title. And I started working on it, so I designed my product according to the job

I am targeting.

Yes, this is part of the Custer Profile, meaning this is the second thing after when he buys and where he buys from? What does "when he buys" mean? What does that mean? There might be specific seasons for buying certain things, like what? For example, schools. School students start buying things in September, for instance, after the holidays end. Then, in October,

with the start of the school year, they go and buy. Those who sell things for summer sell them, and people buy summer items at the beginning of summer. Similarly, if we're talking about agriculture, there are agricultural seasons when specific equipment or agricultural materials are purchased. So, where do they buy from? If I'm talking about the

category we call "Genzie," which is young people, those born after 2000, they mostly buy online. Most of their purchases are online. So, "Where do they buy from?" is an important point. There's a customer profile within the system that shows how they buy. They ask their friends for recommendations, meaning a customer who has bought before. For example, in one

marketing project, customers would ask if anyone had bought before, saying, "Tell us about..." Has anyone ever bought a very expensive product before? Inform us about someone who has bought it before so we can talk to them and see if they liked your product or not. Does the customer buy through discounts, so whenever you have a discount they come and buy,

or how exactly do they buy, or do they search for something on the internet to know what to buy, or what do they do? He joins groups, for example, on Facebook. How will this information benefit me? It would be helpful for me to be present in the places he searches, and also what his Perches Cycle looks like

? Is his purchasing cycle long or short? Does his purchasing cycle involve tenders, or does he buy directly? Is there one decision-maker or a committee? This is something I also write in the customer profile. The next point, on the following page, please, is about the " Bin," "Gen," "Motivations," and "Obstacles." What does that mean?

What point is pressing on him that causes him pain, so he wants my product? For example, maybe the lights keep going out, so he wants a generator. What's your pen? The lights keep going out, the electricity cuts out, so he wants a generator or solar power. It could also be that the cost of electricity is high,

causing him frustration, so solar power would be another option. Now, what's the "Gen"? You might not have a problem, but you want to save money, so you want to earn more. So, I'll create a marketing solution that will help you sell more and earn more. That's your "Gen." Maybe you buy because you have a specific goal you want to achieve.

For example, if you buy a certain product, your company... They will reward you because you achieved savings for them, for example, in the number or number of working hours. You may have made more profits for the company. And there are obstacles, which are what prevents you from buying. Well, the price of the

product is high. It is true that it will save me in the long run if I buy solar energy, but its price is normal. So what is the benefit of me knowing these things? If I solve these problems, then I will know how to sell. If I say something is expensive, then I prevent

my customer from buying. But if I know how to give him an installment or I know how to rent to him, then I have solved the problem of this high price. And this happens in what? In technology, now there's something called the cloud, and software is sold by rent instead of being bought.

Software prices have dropped, and more people can afford it.

What happened? I can still hear my voice; can you hear it too? Is it still going, or am I just having a really bad experience? I mean, the sound is just a little delayed, but if it's still going, it's still going. It's just a little delayed for us; it arrives a little late. A little late,

but a little late is a lot, like 30 or 40 seconds, for example. Yes, within a certain range, for example. Okay, okay.

I just like to feel reassured that people are with me, focused on what I'm saying, and that there's nothing we're stuck on, something we do n't understand. But I have a question: when we answer each of these points, are we supposed to come up with just one answer, or can we come up with several? And

how many answers do we use for each of those answers? We start by using "we have," meaning that this "pin" can have more than one "pin" for the same profile. So, the same customer can have multiple "pins." We can say that the order of the customer profiles, as you presented them from the first slide to the last slide, is as follows: we proceed

point by point, answering each one individually. Yes, exactly. And remember, as I mentioned, you can have more than one profile. For each profile, you look at everything related to it: age, gender, demographics, and so on. Then you look at its "pin," gene, motivation, and obstructions. You write these in the customer's profile itself. So,

if we have two different ages, each age might have its own characteristics and traits. We keep each age in its own separate profile. Exactly like that. We say age group, age group, why? Because I take a range of ages. Okay, that's great, thank you. Okay, well, we also need to know something called the Maslow

Pyramid. This is in the next slide.

Oh, regarding this information, do you get it from real-world experience or just based on feelings? I'll answer you. In a few minutes, we'll go to your slide. Look, when you analyze customers, you find the pyramid, meaning the pyramid of needs. This pyramid of needs tells you that when a person adapts themselves according to their needs, what does that mean? I mean, if

he is completely destitute, all he thinks about is food and drink, right? These are the psychological needs that are at the very bottom. Then, you have provided him with a job so that he can afford to eat and drink, but he will start to think about something else. He will say, "I want to dress well,"

or "I want to live in a rented apartment." So, he starts to climb the pyramid of Maslow's hierarchy. Then, he climbs another step. You have provided him with food and drink, and then he can afford a rented apartment. Then, his social needs become social. He wants to sit with his friends at a cafe, for example, he wants to dress

well, he wants to move from his current accommodation to a slightly better one. So, he has social needs that he wants to fulfill after he fulfilled the first two needs at the bottom. Then, what does he reach? No, I want to live in my city, and I want to be a member of

such-and-such club where such-and-such people are, and I want to get such-and-such car, and so on. Then he goes all the way up, the one who has achieved all his material desires, so he wants fame, and he wants to be a member of parliament, he wants to have a bigger role in life, you know? So we, as builders, are

supposed to understand this pyramid, why? Because it's not appropriate for me, the guy at the bottom, to talk to him and say, for example, " I have a really good painting, you can hang it up here." He'll tell you, "I actually want to eat. My problem is food and drink, not art." Don't tell me, "Take

this rose, enjoy it, smell it, you'll find it nice." No, my problem is food and drink. So you also have to choose your customer, understand where they are in this pyramid.

Yes, okay. So how do I get the customer? This is the answer to the question I asked a little while ago. Someone wrote a question: How do I do it? In the first point, market research. Market research, if you know how to do it yourself, do it yourself. If you don't know how, then you'll

get someone who specializes in market research. Usually, it's market research companies that do this. And there are two types of market research: online and offline. So I'll tell you the details of market research in a bit. What are the elements? The market research is how they do it, but what I want to tell you now is the summary of

market research is that you do segmentation or identify the segments of consumers or customers who can deal with you, and then you make two targets. The difference between targeting and segmentation is that, as we said, you identify, for example, five segments who can deal with you, but it is better that you focus on two or

three of them. So, targeting is when I choose a part of the segments that I see exist in the market that can deal with me. I choose them based on what? Based on what we mentioned earlier, the competition for them might be limited. Their demands haven't been met by competitors, or perhaps these three types are the ones with the

financial capacity to deal in my product. So, I conduct market research, then segmentation, and then targeting. After targeting, I tailor my product to the types I've chosen. One product might fulfill the demands of all three customer profiles I've selected, or I might design a specific product for each customer profile, even if it's the same product but with

different specifications.

Next, we'll discuss how I conduct my market research. There's something called surveys. I distribute survey cards with questions to a specific group of people. This survey can be done offline or online. Online, I do it, for example, through Google Sheets or a website called SurveyMonkey. I send the link to everyone, and each person receives a link with a different number.

Keep in mind who filled out what information while they were filling it out. Then there are interviews. Sometimes this happens to me. For example, I was in a hypermarket, and while I was shopping, a polite person stood there with a notebook, jotting down some questions. He'd ask me, "Can I ask you a few

questions?" I'd say, "It won't take long, just three or four minutes." So, he'd ask me, " What do you think of the place? Do you feel comfortable walking around?" I'd say, " Comfortable, no, not really." Then he'd ask, "How many times a month do you come?" I'd say, "Four times." He'd ask, "

What's your favorite day of the month? Do you come in the morning or the afternoon? What product are you particularly interested in, the one you buy from us? Is there anything you wish we had here that you can't find? Do you buy electrical appliances or food products from us?" He'd ask a few questions, and then it's over in those

three or four minutes. The interview, and then he thanks me and that's it, he moves on to someone else. There's something called Behavior Analysis. Behavior Analysis means that someone might be sitting and observing people, how they look, walking in the hypermarket, how many people come alone, how many men come to buy alone, how many women come to

buy alone, how many men and their wives come together, how many women and their children come together, okay? So what does it begin with? He studies the needs he sees and comes back with a report. There's another type where I gather internal information myself. For example, someone who's been working for a while now, like a hypermarket, might have been

working there for a year. They might have data on peak times, the fastest-selling products, customer complaints, how complaints are categorized, and how the business is doing. They start by looking at the data they have and how they can use it. There's something called social media analytics. There are programs now where you give them specific keywords, and they go to

social media to see who's talking about certain topics you've posted or your company's name. They gather information about how people think, what they're saying, what they want, and what bothers them about you. These programs are used by large companies with many customers who are concerned about their reputation, like all telecommunications companies. Companies like

Samsung and Apple, and others, all have these programs. Social media analytics, and website analytics, which is how many people visit your website. Let's say you have a business website, it will tell you the total number of visitors broken down by the day, where they come from, where they go, which pages they visit, which

pages they leave, what search terms they use, which

products they focus on, and which products they add to their shopping cart (their shopping basket) and then remove. It can give you a lot of information that can help you improve your marketing efforts.

Most of what we've discussed is primary data, meaning it's the main information. There's also secondary data that you can rely on, which comes in ready-made reports created by research institutions. These reports are available for free and for a fee. Of course, the paid ones are much more valuable. For example, some research institutions create reports on agriculture in different countries about

specific crops. Regarding technology, who sells it? So you're interested in a report from one country in a particular field, and you go and buy something. This has its benefits, and that has its benefits. Some people rely on a specific type of data source and ignore the rest. But of course, it's best to do the whole thing. This gives them more

accurate information so they can't leave anything to chance. After gathering all this information, they do a data analysis. This could be done by someone else specializing in data analysis, who then produces a report detailing all of this. Finally, after this research, they generate customer profiles that they can use to refine their product because they now know a

lot about what customers in the market want and don't want. Oh, someone asked for a break for prayer. I already prayed Maghrib before I came in, so if anyone wants to pray, or if you need a break, I have no objection.

We can take a break of just 15 minutes for Isha prayer and then come back. Is that convenient for you? Okay. Okay, so now it's 9:30 and 5:00. That's reasonable, God willing. Okay, thank you.

Peace be upon you. And upon you be peace. Or not yet? Yes, you can continue. Okay, so we were just talking about market research. We learned that there's something called primary data and secondary data. Primary data is the kind of data that's done specifically for me. People go out and do surveys, they send questions to

people, they meet people in something called focus groups. People sit together, so a researcher might gather 15 or 20 people and chat with them to get results. There's also observation and experimentation. As for secondary data, this is data that research companies have already created for specific products or markets. So this is also secondary research. It's something

easy to buy ready-made and get general information about my market. Let's move on to the next one.

In a quick overview, we'll take something like common mistakes. The big mistake is that one shouldn't do Any research, as our friend was telling us a little while ago, assumes that you want to work on everyone, meaning the entire market. You can't work on the entire market because your resources won't be enough.

Plus, the competition will be fierce. Every competitor will have a specific market segment they're working on and dominating, so you won't be able to compete with them. You'll be putting in a lot of effort for nothing, and you'll find yourself losing money. This is why so many people open businesses and lose money, go bankrupt, and

shut down. They didn't do enough research before opening the business, and they don't even know what their customer is like, what they like and dislike, how they buy, how they interact, what makes them buy, and what makes them not buy. This is a sufficient reason for the bankruptcy of many companies. They open, flex their muscles, spend all their money, and

find there's no return. So, it's forced to shut down. This is the first assumption: that you don't do market research, or that you make a few assumptions and work on them, or that you say, "All customers love this thing"—that's also an assumption. Or that you talk to five random customers and they tell

you, "We like this" or "We don't like that," and then you base your assumption on all types of customers liking or disliking this based on those five. When the sample is too small, it doesn't give accurate results. The five might only tell you one thing, and their opinion might not reflect the majority. You

might not know what customer A is, what really hurts them, or what motivates them to buy. Consequently, you're working on A without realizing it. You're not providing what removes their pain or what motivates them to deal with it.

Something very important is that you update your customer profile. Yours every now and then, we'll see in a little while, the KD will display it. Let's move on to the next thing. We'll emphasize what

we said before: the smart person who uses customer profiles intelligently knows how to write messages directed at their customers effectively. Marketing messages—the ones we see in ads, on social media, on websites, or anywhere else—shouldn't be done haphazardly, without thought. They should be based on specific customer profiles that we work with. Therefore, the

content writer should also write the foundation. Choosing marketing or promotional channels is very important. As we said, for a certain customer, I'll work on LinkedIn and Twitter links for that customer, and I'll focus more on search engine optimization to bring them to my website and encourage them to read more. For each type of customer, I can focus on a

set of character channels. For example, I'll tell you

What is the purpose of Instagram for all visual things, such as images? Just like clothes and travel, tourism works really well on Instagram. I can see people, I can see certain places in the world and people enjoying themselves there. Food also works on Instagram; food influencers and travel influencers work on Instagram. Clothes also work well because people

see what each other is wearing, and this motivates them to do the same. We mentioned that some customer profiles are motivated by seeing someone similar to them doing something, so they want to do the same. So, customer profiles allow me to improve my product or service, its design, to suit my customer's desires. Customer

profiles also allow me to segment customers and deal with each segment in a different way. Ultimately, this improves my conversion rate from someone who saw the ad or followed my social media to someone who subscribed and interacted with me directly. Now we move on to the last point of the case again. I would like to

tell you about an experience I personally had in consulting with a client who was an agricultural investment company. My client was an agricultural company that had an idea. He had thousands of acres, so he had the idea that he wanted to bring people into small companies with him. What does that mean? It means each person takes an acre, buys an acre from what they

have, but they'll plant the same thing on both, and they'll market the entire harvest. He spent two years trying to market this, but he couldn't. Then he came to me and said, "I really want to market this, I want to sell it." So I told him, " Describe your product to me." He started

describing it, and I started learning from him. I learned what the agricultural product looked like—what he would plant on the acre and what he offered the customer. What he offered the customer was a complete partnership: he planted, and the customer paid for the acre, including the four years of cultivation until harvest. So why didn't he, for example, get financing? Because

banks don't lend money, and he did n't want to take a loan from the bank. He came up with this idea, and he was the first to do it. He spent two years trying, but he couldn't. So I said, "Let me also look at your marketing strategy. I saw the product, how he

was trying to sell it, and its price." Regarding his promotional efforts, I told him, "Even if you spent 100 years, you wouldn't figure it out. Let me think of a way to sell." The first thing I thought of was customer profiles. We did research and identified three

customer profiles that the company could engage with or that could influence its decisions. One type is someone over 50—anyone over 50 with a decent income—but who is worried about retirement in a few years and their income being gone. They want something to generate income. This product involves them participating in a feddan, two

feddans, or ten feddans. The return per feddan is split equally between the client and the company. The company cultivates and oversees the farming, bearing all agricultural costs after the first four years. The client pays the cost they are told, which covers farming for those four years. The company owns the land, the water, and the wells necessary for

cultivation. So, the client receives income from the outset. From the fourth year, he receives an income that covers living expenses, or the difference between his pension and his previous salary. We

named one of the profiles Saeed when we created a persona for him. The second profile is of a man in his thirties, between 30 and late forties, working in an Arab country. He's Egyptian and works in an Arab country. He doesn't currently have a financial problem, but he's also open to returning at any time, whether because he loses

his job or because he simply wants to go back and live in his country. Even if his income is lower, it won't be comfortable for him. He knows he can return at any time. We called this person smart. He also has a goal: to return to his country and live among his family. He wants to live a

normal life in his homeland. The third persona is of a woman in her thirties. This woman has a young son and daughter. 10 years old, so what's the problem? Her problem is that she has a middle-class income, but she's afraid she won't be able to afford to marry off her children when they grow up. She's worried

that they'll grow up one day, and she'll be expected to prepare her daughter for marriage and help her son get married. Many people think this way. Some don't; they say, "It's enough that I educate them; they'll manage. They'll work and take care of themselves." But some people do think this way, so we worked on the three people.

Part of our effort involved hiring actors to film this, and we created ads for these videos. We also created a fan page so that people who look like these people would register, and sales representatives would contact them. I'll tell you about one of them, Saeed. Saeed is the 50-year-old person, so we created a script for

the video he'll make. Saeed is worried and thinking, and his voice says, "I'm over 50 now, and I'm living well, thank God, but in a few years I'll retire and receive a small income." How will I manage to live? How will I meet life's obligations? If I had saved up a long time ago or bought an apartment and rented

it out, it would have made up for the difference in income. But where am I going to get two or three million pounds now to buy an apartment? Of course, this was a few years ago. A decent apartment cost three million pounds, a very good one. The salesman, whose name is Tamer, will tell him, "

We were dreaming of securing our future and the future of each one of us, and this dream has become a reality. We planned, experimented, consulted experts, and chose land with enough water because it's in the desert and irrigated from the underground aquifer. This aquifer is huge, and we will plant crops. The profits from these crops should be

good, according to the feasibility study." He will go on to tell him about the feasibility study, and Saeed will tell him, "I don't understand agriculture, I can't afford it, and I don't have the time. We..." We put his fears inside the script so Tamer could respond to them. We put his dream or his initial big worry, and then the

objections he might have. We put them in and Tamer responded to them until Saeed was finally convinced and said, "I'm with you." Then we thought of a specific script to work with, and it worked and succeeded very quickly, generating sales beyond their expectations. I'll tell you something else too: we put three people on the list. After

working for a while, we started monitoring the situation. We wanted to see if the person we chose worked well for us or not. We'll move on to the next two slides.

This slide summarizes the three people I told you about. Saeed is over 50 years old, and his big problem is that he's retiring soon. Zaki is the one who works outside of Egypt, and he's between 30 and 45 years old. His problem is that he'll have to go back one day, whether he likes it

or not. And this woman, Layla, is a mother of two; she's invested in her children's future. So, we'll see what happens next. Let's look at the next slide. We found that Saeed is handling approximately 32% of the purchases. So, the people who signed contracts are from Saeed's target group—that's 32%. Why did he limit them to 32% and not a

higher percentage? Because not everyone over 50 has the financial means to invest. The investment, by the way, was paid in installments over three years. In the fourth year, production begins, the harvest is harvested, and they share in the profits. The investment was also paid in installments so that everyone could afford it. The

50+ age group living in Egypt does n't have enough income to build large airports like the people working in the Gulf. Of course, people working in the Gulf usually have higher incomes, otherwise... Kanoosh traveled, meaning 3%, 63% of them work in the Gulf, and 5% of the women's group. Of course, initially we divided the

advertising budget equally, then we changed it to a proportional system. So that was the first change we made. The second change was that we found that the category of people like Zaki, who lives abroad, aren't those under 30 or anything like that; they start from 35 to 45. They are the ones who actually generate actual sales, so we changed

the scope of our ads to only address this category, from 35 to 45. Women, because they are 5%, so we made their ads awareness ads only, meaning ads that convert into sales. Why did we do that? Because we found that, although the percentage of women who actually sign contracts is small, they are an influential factor

in men's decision-making. For example, a woman might see the ad and talk to her husband, and that's what we actually found. So there's a certain percentage of them. From the guys who come to sign contracts, we asked them, and they told me, "My wife saw the ad, so I filled out the form and came. I mean,

when the sales team called, I came to sign the contract." So we made adjustments after seeing how things were working and after seeing the conversion of actual purchases or investments that happened. So we've almost reached the end of the session, and all that's left is for me to give you a small exercise to see

if any of you can do it. You need to define a specific product you want to sell, identify the customer you can sell to, what the message is, what you'll modify the product to suit that customer, and what the marketing message will be. So if anyone wants to do this exercise, they can do it.

What's going on?

I'm like, "Is no one interested in solving this, or even thinking about it?" Let me know. Hello? Yes, can

you hear me? Yes, we're here. What are we going to do? Sorry, my network is down. Okay, this is like a small X-size model. You've graduated and you have a product you're thinking of selling. This product could be a commodity, an investment product, or a service you want to sell. So, I want you to define the product

and identify a customer who can deal with you on this product, and describe them—create a customer profile. Okay, based on the four steps mentioned, right? Forget those four steps. You have a product, so I want you to say what this product is and define a customer profile that can deal with it. Okay,

we can talk about animal feed, for example, because that's our current focus. What's the focus on? Animal feed. That's great. Okay, as for the people I'll target, they 're farmers. Okay, which farmers will I target? Right now, we're thinking between two things: either we start with farms that are just starting out, or farms that are already

established but not large—medium-sized farms. To put it more accurately, that's good, that's what we're currently working on with the client. Okay, if we define an age group for these people, then most of them are definitely in their age group, say around 40. There's a concern for people who own public farms or have experience.

But first, I want you to specify whether these farms belong to individuals or companies. Currently, if we consider companies, we realized it would be difficult to compete because large companies already have people in their pockets. So we thought it would be for individuals, and these individuals are average, meaning they own farms, neither large nor small, so we

can convince them to work B2C. See, now you're thinking a bit more strategically. I'm thinking of having individuals, not companies, because it would be difficult for me to enter those companies. That's very good. So you're working on a B2C basis. You'll work with people, yes, that's great, keep going. Okay, we said how we can reach these people.

Our idea is that my product will offer them what they currently need. If they import, for example, this feed from abroad, the cost is currently high. So, I'll give you feed manufactured here in Egypt, but it will offer you the exact same value you're getting, at a reduced price. But when you spoke to us in the session, we mentioned that

sometimes these prices make a difference to someone, and they say the quality is low. So, I thought that when we reduce the price, there shouldn't be a huge gap between the two prices. We should have a middle ground. For example, if we say 30, we could put 25 or 21 or 22, so that the person doesn't feel that the

difference is too big and therefore the quality is low. Very good. Now, you'll also have the problem of proving that the quality of this product is very close to the imported one. We've already taken that point into account. Exactly, we've already included this point in our plan. We said we'd test it on things we actually have,

things we've tried with other people. I'd start by saying, "Look at this picture of a cow. For example, it weighed this much, and after a week it weighed this much. This is thanks to my product." I'd describe how they can use my product to achieve these results very well. Besides that, there's another point I'll offer them:

my feed will save you from giving the cow a lot of water. The water content will be reduced, so it saves you money on water for the cow's drinking water. It's very good. If we were to do a case study, for example, we could take someone who owns a farm and ask them what they were experiencing

and what changes they started seeing when they began using our product. We'd also discuss any concerns they might have faced. For example, we could use our product... Our feed might be a concern, for example, because of its high fiber content. But I'll tell you that over time, I'll teach you how to accustom the cow to this fiber

without harming the cow or causing you losses. We've developed a plan for how to introduce our feed so that the cows can adjust without any worries about them. I understand the concerns that arise. I'll play the role of the farmer and ask you, "Where do you manufacture this?" Okay, we're currently located in Lower Egypt, near

Alexandria. This is before we become a startup. So, if we're already established and starting to distribute, I'll tell you, "My location is in Alexandria, near Alexandria." Okay, I'll start after... So I'd tell him, "My company is located in such-and-such place. And what about you? What qualifications do you have that allow you to manufacture animal feed with new specifications,

saving water, and its price is comparable to imported feed? We already have doctors. What's your secret? What's my secret?" "Oh, okay. Why were you the one who managed to do this? Did you surpass foreigners, for example?" " No, we already have. This idea is implemented in other countries, but it's not implemented here. That's the

idea." So I'd start by telling him that this idea is implemented in other countries, like Brazil, China, and Mexico, but it's not here yet. It hasn't gained popularity here in Egypt. No one has used it. Is this idea new abroad? They've done something successful, so you're transferring it to your country. You've done a

kind of technology transfer, so you've managed to implement it just like they did there. They've had this idea abroad for maybe a year or two, so I started... I'll bring it up here, because our goal isn't just to be present, but to create other companies under us so we can expand the field in Egypt further. This will start to bring down livestock

prices, because the impact of feed is significant. If feed prices decrease, livestock prices decrease. So, we're not just affecting farmers or farms, but also ordinary people, people walking in the street. Anyone can buy meat at a cheaper price. But what guarantees that my livestock won't suffer from your feed? Because my feed hasn't changed the

cow's physiology or anything about it. On the contrary, my feed has added another dimension: quality and flavor. In other words, my feed has helped make the meat more tender, and most Egyptians like tender meat. Yes, but this will take time. It will take time to prove this point. It takes time because if we don't get

our idea across correctly, or if it's not clear—for example, that the animal eats your feed, goes through its growth cycle, stays for a year or two, then is slaughtered, and then you taste its meat and it's tender and good—you need time, right? I agree with you. But if we're talking about livestock, or

people who rely on selling livestock or livestock feed in general, some people sell young livestock for slaughter, or the part that's for canes... Look, I'm discussing this with you, not saying the idea is bad. I'm trying to play the customer's role, you know what I mean. So you have to be prepared for the

customer's objections. No customer buys without objections. These objections could be about price, quality, your ability to serve them, or they might doubt the information you're giving them. Be careful. I know what the customer might do and how they think, so you need to have responses you can give them. Your responses should be genuine, realistic, and

actually implementable, not just empty promises. I understand what you mean, because before the money or the sale, you need to know what the value is. Yes, exactly. You need to know what value you have and how to deliver it to the customer. The customer can't pay you for something without knowing what value they're

getting. You understand? So you need to know what the value is. Even if you sell it for more than the imported version, you can sell it if you can justify its value. I understand what you mean. Yes, good. You're thinking in good directions. I like the idea, and good luck. Any questions? Anyone want to ask questions?

Thank you very much, Doctor. Does anyone else have questions? Okay, let's

close the

questions here. And with that, we've drawn a clear picture of our problem. We learned how to get to know him even before he comes to buy. Always remember that understanding the customer is the first step to success. Thank you for your attendance and effort. A special and big thank you to Engineer Khaled for the

valuable information he provided us today. Your presence with us today was an honor for us. Thank you for the wonderful session. Thank you for your effort with us. We hope to meet in other sessions with you, God willing. Thank you very much. Thank you. Good luck, God willing.

Engineer, are there ways to contact

Engineer Tabarak? Okay, one moment. The doctor has left, so I will call him and see if he sends LinkedIn or anything. I will send it to you. Okay, thank you very much. One moment, no one leave. I will send you the attendance form now. The

attendance form was sent in the chat, guys. We register in it, and whoever registers in it can leave.

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