Um choque!

Um choque!

Perceber que na Alemanha e no todo poderoso sector da engenharia também se verifica, e com números impressionantes, o fenómeno dos clientes não rentáveis:

• "To what degree are suppliers aware of the profitability of customer relationships?

• Are unprofitable customer relationships a common phenomenon among business-to-business suppliers?

• To what degree does profitability influence customer management strategies?

• Are suppliers ready to terminate unprofitable customer relationships or are there differences in their willingness to make the final move?

...
Empirical data were gathered among sales managers in the German mechanical
engineering industry.
...
Still, being in charge of managing customer relationships, we expected our respondents to at least intuitively know, which relationships are profitable, regardless of the measurement techniques they apply. On average, respondents estimated 75 per cent of their customer relationships to be profitable. As shown in Figure 2, unprofitable relationships are a common phenomenon among the responding firms. Nearly a fifth of respondents (17.5 per cent) claim that more than half of their customer portfolio is not profitable.
It appears that few firms have a systematic approach to managing unprofitable customers. Only a third (33.7 per cent) uses minimum requirements concerning the profitability of customers such as minimum gross margins. Only a fifth (21.2 per cent) claims to have guiding principles on the handling of unprofitable customers.

...

In order to learn more about suppliers’ motivation not to end unprofitable customer relationships, the respondents were asked to rate several predefined statements on a Likert-type scale ranging from 1 to 7.
...
The vast majority of respondents regard possible future contributions of the customer as a main reason not to terminate currently unprofitable relationships (statement 1). The fact that the majority of respondents agree with the statement that “it is always more expensive to attract a new customer than to keep an old customer” (statement 10) suggests that they have a rather cautious or passive view concerning the issue of ending unprofitable business relationships.
...
Information on customer profitability is scarce in the industry and the methods we examined to measure it are not commonly applied. As knowledge of methods to evaluate customers and their implications is incomplete, firms and their staff have only modest or no reliable knowledge about the value and profitability of their customers. ... very few marketing practitioners are able to provide meaningful estimates of the profitability of their individual customers.
Most respondents confirm that unprofitable relationships are a common feature of the market. Nearly a fifth of respondent firms have to cope with a customer base more than half of which is not (yet) profitable. This means that the other half has to cover up for losses to ensure the supplier’s overall profitability. This might be particularly difficult to achieve during an economic downturn. Given the striking number of unprofitable customer relationships, we have to consider the possibility that industries such as mechanical engineering might often be faced with relatively low profitability. This industry revolves around high capital investments, high costs to serve individual customers, and the need to establish long-term relationships."

Como será por cá? Quando uma empresa não tem uma estratégia clara, quando uma empresa não comunica essa estratégia, quando uma empresa não tem uma estrutura de capital saudável cai nesta armadilha da incapacidade para dizer não, para receber no curto prazo algum dinheiro para se manter à tona e, acaba por se enterrar ainda mais no médio prazo.


Trechos retirados de Sabrina Helm Ludger Rolfes Bernd Günter, (2006),"Suppliers' willingness to end unprofitable customer relationships", European Journal of Marketing, Vol. 40 Iss 3/4 pp. 366 - 383