daniel chigunwe
Tariro Manamike
I often wonder if business executives and managers ever consume their own products or services.
Because if they did, surely, they would realise that their offerings might need some serious upgrading.
Think about it: how can a restaurant owner serve consistently undercooked chips or overcooked rice without realising that something is off? Or how can a clothing store repeatedly fail to handle customer complaints, yet remain oblivious to the growing dissatisfaction?
This disconnect often stems from a lack of engagement with the product or service from the perspective of the customer. Executives and managers are so focused on the operational or financial aspects of the business that they forget to view things from the consumer’s standpoint.
If these decision-makers stepped into the shoes of their customers, they would have a much clearer understanding of the gaps that need to be addressed.
Take, for example, a streaming service that offers content with frequent buffering or glitches. Would the CEO or product manager sit through a poorly functioning movie experience and still claim it’s providing value to the user? Likely not. Yet many of these companies continue to push substandard products and services without considering the customer experience.
It’s not just about food or entertainment—this applies to any industry. For instance, consider a tech company that releases a smartphone with numerous software bugs or hardware issues.
If the executives actually used the product daily, they would experience the frustrations firsthand: constant crashing apps, delayed notifications, or battery issues. That would prompt immediate changes, right?
But instead, these companies often rely on customer complaints and reviews as the first line of feedback. By the time they receive these complaints, the damage to their reputation is already done.
The same principle applies to customer service. Imagine a bank that leaves customers on hold for over 30 minutes just to check their balance.
If the bank manager had to endure the same frustrating experience, would they not immediately improve the call response time or hire more agents? A poor service experience sends a message: “We don’t value your time.” And that’s a dangerous message for any business.
Another example is the retail industry. Have you ever walked into a store where the shelves are disorganized, and items are mislabelled or missing prices?
It’s frustrating, but somehow, these problems persist because the people running the business are not directly interacting with the daily consumer experience. They may look at sales figures, but they don’t engage with the shopper’s frustration in finding what they need, nor the potential sales they lose due to a lack of attention to detail.
So why do these issues continue? It’s because there is often a disconnect between management and the ground-level experience.
Business leaders might have impressive data analytics and customer surveys, but nothing can replace the insight gained from directly engaging with their own product or service. It’s about creating a feedback loop—where management actively participates in the consumption process and refines their offering based on real-time experiences.
This is where empathy plays a critical role once again. If executives consistently consumed their own product or service, they would naturally develop a better sense of what works and what doesn’t.
They could respond faster to customer needs, improve product quality, and ensure that the business is aligned with its promise of value.
Whether it’s a small local joint making fresh chips or a major tech company, the principle remains the same: you need to be in touch with the customer experience.
Consuming your own product isn’t just an exercise in quality control—it’s about understanding the heartbeat of your business. And when business leaders fail to do this, they miss the chance to improve, innovate, and ultimately succeed in an increasingly competitive market.
Tariro Manamike is a seasoned media and public relations professional with over a decade of experience in broadcast journalism and strategic communication. She is passionate about human-centred design, business communication, and their impact on the bottom line. Tariro writes in her personal capacity and can be reached at [email protected]
Bongani Ndlovu