quarta-feira, fevereiro 23, 2011

Quem são os clientes mais rentáveis? (parte III)

É por coisas como a que se segue que a minha leitura de "How Companies Win" de Rick Kash e David Calhoun foi um reconfortante dejá vue:
"Demand profit pools exist because demand is not homogeneous. Indeed, in the world of demand, no size fits all, which ultimately means that in any given market there are likely to be multiple distinct pools of demand. (Moi ici: Chamo-lhes clientes-alvo, os autores chamam-lhes demand profit pools)

Demand profit pools are groups of customers who make similar decisions based on the common needs they want satisfied. Any given market, whether in consumer or business-to-business industries, will have several distinct demand profit pools. These should be defined not simply by who these customers are or what they purchase but, most important, on why they make the decisions they make.
Too many companies still try to be all things to all people and end up being very few things to very few people instead. You cannot just decide to sell everything to everyone walking through the door. That was a strategy for mediocrity in the supply era, and it is a recipe for failure now as demand flattens or declines. Today, you need the discipline to first ask Do I want to serve the low-profit customer or the high-profit customer? (Moi ici: Diferentes tipos de clientes-alvo procuram e valorizam diferentes experiências. Servir um tipo de clientes-alvo significa proporcionar um dado tipo de experiências, muitas vezes incompatível com o querer proporcionar outras experiências a outros tipos de clientes) And then follow through with all the response entails. To do so is to make demand profit pools central to your proprietary view of the market and how you will compete and win within it.

There are several demand profit pools in every single market, even in seemingly commoditized categories. No matter what industry you are in, from apparel to hospitals and from financial services to fast food restaurants, it is important to understand the demand profit pools within it.

Because of this, it is possible for apparently similar companies to pursue very different strategies, and still all be profitable. The challenge then is having the discipline to determine which demand profit pool(s) to focus on and then to align everything you do to serve that demand better than the competition." (Moi ici: Concentrar, alinhar a empresa em servir melhor do que ninguém um grupo de clientes, os clientes-alvo)

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