Satisfação dos clientes: Condição necessária mas não suficiente.

Larreche ensinou-me a considerar várias etapas associadas ao valor:

Uma empresa pode originar uma quantidade de valor tal que os seus clientes ficam muito satisfeitos.
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E isso é suficiente?
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Não!
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Uma parte do valor originado é capturada pelo fornecedor em concorrência no mercado.
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Depois, em função da sua organização interna, o fornecedor consegue extrair uma parte do valor capturado sob a forma de margem ou lucro.
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Quantas empresas fecham apesar de terem a carteira de encomendas cheia e a trabalhar para fornecedores que estão satisfeitos?
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Não são tão poucas quanto isso!!!
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Se um fornecedor não consegue extrair o valor adequado para suportar a sua estrutura... não tem futuro, por mais contente que estejam os seus clientes.
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Vem tudo isto a propósito de "Why Did The #1 Rated Firm In Customer Experience Go Bankrupt?":
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"A few weeks ago, bookstore chain Borders filed for bankruptcy. Unlike many of the other companies that have succumbed to recent economic pressures, Borders was unique in one important respect: It was recently rated as having the best customer experience of any company in any industry.
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the lesson to be learned from Borders is not about research failure, nor is it about stoking the fires of customer experience skepticism. The lesson is that while the quality of a company’s customer experience is a critical driver behind long-term business success… it’s not the only driver.

There are basic elements of business management that, if not capably executed, can derail the prospects of even those firms with the most revered customer experiences.

In Borders’ case, the fall from grace can be traced back to a variety of management missteps:

• Poor profitability oversight. Hundreds of Borders outlets were just plain losing money, yet it’s taken a bankruptcy filing to get the chain to significantly narrow its footprint and remove this financial albatross.
• Unfavorable lease terms. On average, Borders stores had 15-20 year leases, limiting the chain’s flexibility to respond to local real estate developments (such as a new, high-traffic mall opening down the street).
• Ill-advised outsourcing. Until just a few years ago, Borders outsourced its online book sales to Amazon. Talk about letting the fox guard the henhouse. (Moi ici: Esta é demais!!!)
• Imprudent expansion. Instead of grasping the significance of Internet retailing to its business model (and doing something about it), Borders chose to focus on an ill-fated international expansion that took attention away from its core U.S. business.
• CEO turnover."