Continuado daqui.
A imagem (retirada daqui) ilustra de forma concreta como os clientes não são todos iguais.
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Á empresa da figura tem muito melhores margens com os pequenos clientes do que com os grandes. Deve apostar em pequenas séries, pequenas quantidades.
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Qualquer empresa, para fugir a um mercado de commodities, um mercado infestado de tubarões, e conseguir um posicionamento diferenciado sustentado é fundamental abandonar a postura de considerar todos os clientes como importantes e adoptar a preferência pelos clientes-alvo.
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Os clientes que uma empresa tem não podem ser uma herança histórica, têm de ser o resultado de uma reflexão e decisão.
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"Production-driven companies measure success by capacity utilization and profitability as opposed to marketshare and customer retention and satisfaction. A customer-driven company is very focused on satisfying customers, but it lets customers lead so to speak. It provides what customers demand, often times creating huge resource conflicts within the organization.
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A market-driven company chooses the markets in which it wants to secure a leadership position. It develops an intimate and deep understanding of the target market so that it can combine this knowledge with the understanding of its own technology to best address the needs of strategic customers (i.e., those in the selected target markets). A market-driven company offers customers products and services they did not know they wanted, but are delighted to have.
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Marketdriven companies solve problems customers did not think were solvable.
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A key difference among these three types of firms -- production-driven, customer-driven and market-driven -- is how they view the scope of their business, i.e., what they sell (products, services, technologies), where they sell (channels and geographies), whom they sell to (i.e., target markets) and their relationship with other members of the value chain. Is scope taken as a given
(i.e., production-driven), a response to customers’ demand (i.e., customerdriven) or an opportunity to create strategic differentiation (i.e., market-driven)?
A key difference among these three types of firms -- production-driven, customer-driven and market-driven -- is how they view the scope of their business, i.e., what they sell (products, services, technologies), where they sell (channels and geographies), whom they sell to (i.e., target markets) and their relationship with other members of the value chain. Is scope taken as a given
(i.e., production-driven), a response to customers’ demand (i.e., customerdriven) or an opportunity to create strategic differentiation (i.e., market-driven)?
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Scope has a significant effect on customer value, and therefore the viability of your business long-term."
Scope has a significant effect on customer value, and therefore the viability of your business long-term."
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Porquê toda esta preocupação com a identificação dos clientes-alvo?
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Por causa do dinheiro que se perde.
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Por causa do dinheiro que não se ganha.
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Por causa da formidável quantidade de recursos que se desperdiçam, ao trabalhar para o alvo errado.
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Como é que isto se relaciona com a ISO 9001?
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Continua.
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Trecho retirado de "Winning Without Competition: How to Break Out of a Commodity Market."
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