Leio o artigo "Let Emerging Market Customers Be Your Teachers" de Guillermo D’Andrea, David Marcotte, e Gwen Dixon Morrison, na revista Harvard Business Review deste mês de Dezembro e pergunto:
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Qual a novidade? Qual a diferença para os mercados dos países desenvolvidos? Não vejo diferença nenhuma!
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"In developing economies, the retail aisle is where the marketing action is—it’s where customers make purchasing decisions. McKinsey studies show that in China, for example, as many as 45% of consumers make those decisions inside stores, compared with 24% in the United States." (Moi ici: Nirmalya Kumar, Thomassen & Lincoln pelo menos, apontam para a mesma tendência nos mercados dos países desenvolvidos)
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Segue-se trecho retirado de "Retailization : brand survival in the age of retailer power" de Keith Lincoln, Lars Thomassen & Anthony Aconis.":
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"Shoppers have grown increasingly sceptical of brands and retailers alike and their endless marketing claims. They have become increasingly informed, thanks to the internet, as they are able to compare prices, service levels and features at the click of a button. This is knowledge they actively use as a weapon in their increasingly aggressive and independent shopping behaviour. Shoppers are squeezing the brand to perform and be priced according to their wants.
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When these super-charged and scarily informed shoppers are out there they do not waste time. Their loyalty stretches only a couple of seconds: as Rolf Eriksen, CEO of H&M, told us in the Preface, ‘Our success depends on what customers think when they meet us, and we believe that our customers spend four seconds to decide whether they like the meeting or not.’
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The Economist (2005a) reports that shoppers waste no more than six seconds on average looking for a specific brand before they settle for an alternative. This is fascinating stuff.
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In a 2004 report, retail experts POPAI described how more and more brand decisions are made in-store. In Europe, 75 per cent of the purchase decisions are made after the shoppers enter the store. In the United States, the number is 70 per cent (Liljenwall, 2004)."
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Voltando ao artigo da HBR:
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“Customers buy the cheapest or the best. Whether the economy is strong or weak, developed market consumers tend to buy across the price spectrum. They might show up at the register with a high-end digital camera, medium-quality linens, and cheap sunglasses. Emerging market consumers focus on essentials, favoring the lowest-priced items that offer acceptable quality, even when it comes to luxuries. They tend to know the exact price of everything they want and refuse to pay more.
They also refuse to buy in greater quantities than they need, even if that means they must purchase an individual piece or two from an opened package in a traditional outdoor market.” (Moi ici: E o que é isto senão a aplicação deste artigo de 2005 “The vanishing middle market” que tantas vezes cito neste blogue)
O mesmo primeiro trecho retirado de Retailization serve para suportar este outro trecho da HBR:
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“Consumers care about quality, not status. In developed economies, many companies successfully position their brands as status symbols. But in areas with low incomes, that strategy often falls flat.
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