segunda-feira, março 26, 2012

E a sua empresa, tem mais olhos que barriga?

Enquanto corro ando a ouvir "The Ultimate Question" de Fred Reichheld, nele o autor aborda frequentemente a ideia dos "bons lucros" versus a ideia dos "maus lucros".
Não posso deixar de fazer a ligação a Hermann Simon e ao seu "Manage For Profit Not For Market Share"... sim, "Profit is Sanity, Volume is Vanity".
Pois bem, Dale Furtwengler em "Pricing for Profit" explica bem o que acontece quando se se quer crescer para lá do grupo de clientes-alvo, para aumentar a quota de mercado:

"Let’s say that your market, the people who will pay significantly more for your offering because they value what you provide, is 100,000 buyers. Let’s further assume that you’ve saturated your market, which, to me, means that you’ve achieved about 70 percent market share (70,000 customers from this group).
you decide to increase “market share” by expanding the market to include people who have an interest in your offering, but who don’t really value it enough to pay your price.
How do you attract them? Typically you’re going to offer a lower price. It could be in the form of a lower cash price, more favorable payment or delivery terms, or higher quality or additional service. Whatever the form, you have, in essence, lowered your price. To handle this additional volume, your infrastructure has to grow, with the following results. You will
  1. Spend more to attract these customers, and the sales cycle will become more protracted, thereby driving up both your marketing and sales costs. 
  2. Invest more in inventory if you’re a manufacturer/assembler. 
  3. Typically experience slower pay because these buyers don’t really value what you offer. 
  4. Pay more interest to finance larger inventories and older receivables. 
  5. Experience more bad debt losses, because buyers don’t value your offerings. 
  6. Incur more in customer service costs dealing with customer complaints; people who don’t value what they buy are easily disappointed. Attracting that second tier customer is expensive. It’s one reason why so many businesses end up with 20 percent of their customers being the wrong customers." (Moi ici: Recordar as curvas de Stobachoff)
Quanto custa a uma empresa não conhecer os seus clientes-alvo?
Quanto custa a uma empresa ter mais olhos que barriga?

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