Mostrar mensagens com a etiqueta segmentação de clientes. Mostrar todas as mensagens
Mostrar mensagens com a etiqueta segmentação de clientes. Mostrar todas as mensagens

terça-feira, setembro 27, 2022

O retrato (parte II)

O retrato (parte I).

Para acelerar o processo, antes de fazer o estudo estatístico previsto na parte I, olha-se para o esquema:

E avança-se com:
  • escolher 2 clientes que parecem encaixar-se em cada uma das 3 categorias da figura acima;
  • recolher todas as encomendas desses 6 clientes;
  • investigar e procurar pistas objectivas para explicar porque é que obtemos os resultados que temos com esses clientes.
Interessante que este tema, tenha sido elegido por Roger Martin para o seu post de ontem, "Shutting Down Losers". Basta olhar para esta imagem dele:

Para recordar a curva de Stobachoff.

"Compared to the academic world, it is almost as hard to stop something that isn’t working, but it is way easier to start something new. Companies start too many things without a lot of thought and struggle mightily with stopping, which is why companies end up continuing lots of things that don’t make sense but form part of the entrenched status quo.
...
[Moi ici: Olhando para o gráfico acima] But whenever I ask about getting rid of the 50% of stuff that takes profits down from 140% to 100%, I get concerted pushback as to why it would be a bad and/or infeasible idea.  [Moi ici: Tão, mas tão comum ...] The arguments take one of two forms, both variants of shared economics.
...
[Moi ici: Só Deus sabe quantas vezes me responderam que não podemos deixar de servir os clientes deficitários porque prejudicaríamos a parte lucrativa do negócio. Lembro-me de mais do que um empresario a expor a sua versão da piada negra "perdemos dinheiro na unidade, mas compensa no agregado". Duhhhhhhh!!!! E eu é que era o burro que não via bem a coisa… 😶] However, if the claim that the wining business would cease winning without continued operation of the losing business is actually true, then the winning business isn’t actually a winning business. In fact, it is not a separable business. The two are one business that (typically) is a mediocre performer. One just looks like it is a winning business because it isn’t being charged the full costs of its operations but rather is being subsidized by the losing business absorbing some of its costs. [Moi ici: Faz-me lembrar as guerras que tinha com um responsável comercial nos anos 90 que não incluía o custo da entrega das emcomendas a clientes a mais de 100 km porque, segundo ele, se incluir esse custo, não ganhamos os projectos] It is important for the combination to be treated as one mediocre business — which is what it actually is. There should be no more heaping of praise on the winning business for winning to such a lovely extent. It is just part of a mediocre business — and in due course, mediocre businesses should be exited."







sexta-feira, setembro 23, 2022

O retrato


No modelo do século XX actividade era sinónimo de resultados positivos. 
Em Mongo, actividade não é necessariamente bom sinal, basta recordar os pregos no caixão.

Consigo ver tantas empresas cheias de trabalho, mas que se calhar estão a perder dinheiro. Qual a abordagem que vou seguir com uma delas que me contactou?

1 Listar actividades
  • cartografar as diferentes variantes do processo - ganhar encomendas
  • cartografar o processo que transforma uma encomenda ganha em produto acabado entrado em armazém
  • cartografar o processo que expede o produto acabado e recebe o dinheiro
  • Criar um modelo de custeio com o apoio de empresa de contabilidade
2 Listar clientes

3 Para cada cliente, calcular vendas

4 Para cada cliente e linha de encomenda estimar lucro líquido 
“A margem bruta não prevê o lucro líquido: Vários conjuntos importantes de custos críticos – custos de vendas e marketing, custos operacionais e da cadeia de fornecimento e custos indirectos – não são incluídos no cálculo da margem bruta, e esses custos são decisivos no ambiente de negócios atual (isto é, grande em relação ao lucro líquido, criando uma forte alavancagem de lucro) em que o custo para servir varia muito de cliente para cliente e até mesmo dentro dos clientes.”
5 Classificar clientes em três grupos:

Profit Peaks: clientes de vendas elevadas e lucro elevado (normalmente cerca de 20% dos clientes que geram 150% dos lucros)

Profit Drains: clientes com vendas elevadas e lucro ou prejuízo baixo (normalmente cerca de 30% dos clientes que corroem cerca de 50% dos lucros potenciais)

Profit Drains: clientes com vendas baixas e lucro baixo que geram lucro mínimo

Sem este retrato, nada feito.

Trecho retirado de “Choose Your Customer: How to Compete Against the Digital Giants and Thrive” de Jonathan S. Byrnes

sábado, outubro 23, 2021

"Sellers Without Sgmentation"

"The primary objective of segmentation through data analytics is to identify the profile of your most successful and profitable existing customers. Your sales force employees might think they know who these customers are, but chances are they’re mostly relying on intuition and experience."
Trechos retirados de "Pricing Strategy Implementation - Translating Pricing Strategy into Results" de Andreas Hinterhuber e Stephan M. Liozu.


 

segunda-feira, maio 06, 2019

Segmentar, segmentar, segmentar

"Fashion retail is undergoing dramatic change – digital channels, fast fashion, and a surge of discount campaigns are all causing retailers discomfort.
...
In order to succeed in this difficult market environment, brand manufacturers must deploy their resources in the most targeted way possible. The most important step is to invest in productive trade relationships. Only by securing the right partners in brick-and-mortar and online retail and by strengthening customer relationships with them will manufacturers be able to grow in tandem with successful retailers.
...
So who are the right retail partners? Not every customer is the same. For example, the hip concept stores found in big cities differ significantly, in terms of sales structures and potential, from the traditional fashion boutiques of smaller towns. Hence, it doesn't pay off to invest the same amount in every customer relationship. In order to identify which partners are most strategically important, customer segmentation needs to be conducted. The only way for manufacturers to set the correct priorities is to understand their customers in detail, including all their strengths and weaknesses.
...
In addition to raw figures, fashion manufacturers need to monitor qualitative aspects, such as influencer potential, location, competitive positioning, and collaboration, to determine the strategic importance of their retail customers. These rating criteria need to be used to assess both online and offline retailers. For brick-and-mortar stores, a good location in a shopping area is essential, while the equivalent in online retail is a top Google ranking or a large number of unique visits. The interplay between all these criteria determines the overall customer value. When evaluating retailers, it is important not to assess chain stores as single entities – the situation of individual locations has to be considered!"


Trechos retirados de "Segmentation in Fashion Wholesale: Using Resources Effectively"

domingo, agosto 14, 2016

"you are not selling a one size fits all offering"

"When you lose a deal, you own that loss. You have to believe that you could have done something different, something that would have turned the tables in your favor. Most of the time, there is something that you could have done that would have helped you win the business. But, not always.
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Your business strategy can preclude you from winning deals. In fact, if you sell constantly with your company’s overall business strategy, you will lose deals because your business strategy is designed to ensure you lose.
...
If you work for a company that has made the decision to compete by creating compelling, differentiated value, that choice is going to preclude your ability to win by having the lowest price—or even by matching a competitor’s price.
...
Sometimes, however, your prospective client purchases a lower price, a lower value solution, because their constraint is real and difficult to overcome. In this case, your business strategy protects you from taking business that doesn’t allow you to deliver the value intended because you can’t afford to deliver it at a lower price.
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These losses come with the choice of strategy. This doesn’t mean you’re wrong, and it doesn’t mean that your strategy is wrong. It means that you are not selling a one size fits all offering."
Recuar a 2008 e a uma frase que ficará para sempre gravada na minha mente:
"the most important orders are the ones to which a company says 'no'." 
Trechos retirados de "When Your Business Strategy Means You Do Not Win Deals"

terça-feira, julho 26, 2016

Segmentação

"the management of the customer asset can be organized on a customer portfolio level. In the customer portfolio approach each customer is assessed in terms of its value capture contribution. Based on this information, customers are divided into customer portfolios and the customer asset management is designed based on portfolio-level concepts.
...
In the proposed framework, each customer is initially assessed in terms of its contribution to value capture, which is measured with economic profit. Based on this information, the customer base of a firm is divided into customer portfolios. Differentiated customer management concepts are then created for each portfolio, with the aim of increasing the total economic profit generation in all customer portfolios. We define customer management concepts as portfolio-specific offerings, which outline both the products and services offered to the customers, as well as the target service level and channels to be used. Thus, the customer management concepts are not limited to any functional domain – and therefore these concepts should be managed cross-functionally. Finally, the customer portfolios’ contribution to the firm-level value capture is assessed, which provides the feedback-loop to individual customer level value capture assessments and portfolio creation.
...
The cumulative economic profit contribution analysis is relatively simple: the economic profit contribution of each customer is calculated and customers are ranked in a descending order, placing the customer yielding the largest economic profit for the firm first to the graph, then the second most profitable customer and so forth. The economic profit generated by each customer is added to the cumulative economic profit buildup of the previous customers on the chart in such a way that the graphical illustration ends with the customer yielding the lowest economic profit
...
Based on the analysis, three customer portfolios were created and the financial performance of each portfolio was analysed. After this, differentiated customer management concepts were created for each portfolio
...
firm should pursue slightly different tactics in each portfolio in order to increase the overall value capture. For portfolio A the firm created a customer management concept called “margin and cash flow maintenance”. The main objective of this concept was to increase the margin and cash flow available from these large-volume customer relationships that already created a considerable positive economic profit. Portfolio B consisted of a large number of small business volume relationships that each individually had an economic profit contribution close to zero. Based on these characteristics, the firm created a customer management concept termed “risk management” for portfolio B. Its objective was to reduce the overall business risks by reducing the interdependencies in the customer base and by using the small-volume customer relationships as a buffer against business cycle variations. For portfolio C, the firm developed a customer management concept termed “capacity optimization”, the objective of which was to use the negative economic profit generating, but large-volume customer relationships to optimize the capacity utilization of the production facilities, thus reducing the average cost level of operations by reducing fixed and capital costs per production unit. The proposed three customer management concepts – i.e. “margin and cash flow maintenance”, “risk management”, and “capacity optimization” – affected directly or indirectly with the main levers of increasing economic profit: increasing operating profit, reducing capital employed, and reducing the weighted average cost of capital."



Trechos retirados de "Management of customer assets for increased value capture in business markets", Suvi Nenonen e Kaj Storbacka, Management Decision Vol. 52 No. 1, 2014

segunda-feira, julho 11, 2016

Segmentar como deve ser


Outra mensagem deste blogue e do meu trabalho junto das PME:
"not all your customers have the same WTP (willingness-to-pay). We have not found a single market where customer needs are homogeneous. Yet, time and again, companies design products for the "average" customer. [Moi ici: Quantas vezes já ouvi a sereia do "one stop shop", oferecer um produto/serviço que sirva ao maior número possível de clientes]
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The reality is your customers are different, whether you like it or not. They have very different needs, differing abilities to pay, and they vary by the degree to which they value your product's key benefits. The only way to cope with this variance is to embrace customer segmentation.
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Customer segmentation is the most talked about and at the same time the most misused concept in product design.
...
Most companies tell us they have a segmentation strategy. But about half the time they don't use it to guide product development. When they do, they generally segment in the wrong way. You see, there are many flavors of segmentation that may be good for customizing sales and marketing messages, such as persona, behavior, attitude, demographics, and more. But when it comes to innovation, there is only one right way to segment: by customers' needs, value, and ther willingness to pay for a product or service that delivers that value."
Depois, o livro segue com o exemplo de uma empresa que fabrica papéis e que dividia os clientes em função do volume de vendas.
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Como é que a sua empresa segmenta os seus clientes?
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No exemplo do livro, a empresa descobre que os pode dividir de outra forma muito mais útil para a gestão da relação:
  • "want price only"
  • "want it now"
  • "want product only"...  service, delivery and speed were least important
  • "Want the best"

Há mais de uma década que aplicamos este tipo de segmentação no nosso trabalho com as PME.

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Venha juntar-se a nós para segmentar os clientes como deve ser, abrindo pistas para uma abordagem estratégica, para uma focalização dos processos, para uma sintonização das mensagens de marketing.


Trechos retirados de "Monetizing Innovation" de Ramanujam e Tacke.



sábado, dezembro 26, 2015

Um exemplo de renúncia estratégica

Alguns exemplos concretos do que é ter uma estratégia, fazer escolhas e renúncias, optar entre a riqueza ou a saúde (recordar "Não esquecer os "mas"") em "Design For The Outcome You Want":
"Joe is an electrician, he has four children and his wife works full time, so he purposely doesn’t work 9 to 5. [Moi ici: A principal renúncia que faz, o que automaticamente determina as escolhas dos clientes-alvo e do tipo de serviço que presta. O contrário desta estratégia é estúpido? Claro que não, é onde está a maioria dos profissionais. Uma escolha que não é estúpida e uma escolha que lhe define um segmento menos ocupado pelos concorrentes, e com um tipo de serviço mais provável no qual se pode especializar.] He’s designed his business to serve people who need an emergency call out service that operates after hours, when all of the other electricians in his area have gone knocked off for the day. Joe’s mobile phone number is the most visible thing on his website and that, along with his hours of operation are the main calls to action. Because of this he only gets relevant calls and doesn’t have to field enquiries from the kind of customers he doesn’t want to work with."
Esta mensagem é interessante e merecedora de reflexão:
"In the end the constraints of the system the company has put in place creates a better experience for their customers." 
 Não para todos os clientes, mas para os clientes-alvo. Como não recordar o exemplo da Xiameter, uma campeã de constrangimentos:


Que renúncias é que a sua empresa faz deliberadamente?
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Não faz nenhuma renúncia?
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E quais são os resultados?
.
Se precisar de mudar...

terça-feira, outubro 20, 2015

McDonald's - As minhas cartas em cima da mesa (parte III)

Parte I e parte II.
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A parte I já dava para intuir algumas das afirmações deste texto "McDonald's franchisees say the brand is in a 'deep depression' and 'facing its final days'":
""The CEO is sowing the seeds of our demise. We are a quick-serve fast-food restaurant, not a fast casual like Five Guys or Chipotle.
...
"The lack of consistent leadership from Oak Brook is frightening, we continue to jump from one failed initiative to another," one franchisee wrote.
...
"The system is very lost at the moment," one franchisee wrote. "Our menu boards are still bloated, and we are still trying to be too many things to too many people.
...
Franchisees also criticized the "Create Your Taste" program, which allows people to customize their burgers with premium ingredients.
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"They are throwing everything they can against the wall to see what will stick," one franchisee wrote."
 Recordar conceitos como mosaico de valor, como "activity-systems maps" ..., para chamar a atenção para o perigo destas derivas que não estão alinhadas com o ADN da empresa.

quinta-feira, setembro 24, 2015

McDonald's - As minhas cartas em cima da mesa

O @lmarado chamou-me a atenção para esta estória:
Ou seja, este artigo "McDonald’s vai aceitar reservas e ter serviço à mesa na Suécia"
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Primeiro, qual o JTBD do cliente-tipo que vai ao McDonald's? Por exemplo:
  • famílias com crianças (sabem que a comida é fácil de comer, não haverá birra e o brinquedo será um infalível atractor de atenção);
  • jovens com pouco dinheiro que procuram um ambiente informal;
  • clientes com pouco tempo para uma refeição rápida;
  • clientes que valorizam o escritório-móvel (electricidade e wifi gratuita) enquanto comem qualquer coisa.
Estamos a falar do McDonald's, estamos a falar do paradigma do "fast food". 
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Quando uma empresa formula uma estratégia, faz umas escolhas e faz umas renúncias. É inevitável. Estratégias sem renúncias não são estratégias.
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Por causa da demografia, e/ou por causa da evolução da mentalidade dos clientes-alvo do fast food MCDonald's, e/ou por causa da oferta da concorrência se ter tornado mais atraente, a facturação está a baixar. 
.
Como resposta a essa baixa na procura, a McDonald's na Suécia vai fazer um teste de uma semana:
"Em vez dos tabuleiros, das filas nas caixas, do tempo contabilizado ao minuto, entre 25 de Setembro e 2 de Outubro a McDonald’s irá aceitar reservas através de um site (bookatable.se) onde há dezenas de outros restaurantes. De acordo com a AFP, a Suécia é um mercado difícil para a cadeia norte-americana, onde enfrenta a concorrência da Burger King e da Max, uma rede local de restaurantes. Este teste insere-se numa estratégia de lançamento de um novo hambúrguer (New Maestro Classic) e de modernização para tentar contrariar a baixa de vendas."
Steven Blank tem aquela frase "assassina" para os teóricos:
"Get out of the building!
 Ou seja, um lado positivo desta estória é a McDonald's ter ousado fazer a experiência.
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Agora, eu, uso o meu lado analítico para à priori pôr as minhas cartas na mesa e arriscar dizer que não acredito no sucesso desta experiência:
  • reservas e ter serviço à mesa faz parte de um mosaico que reforce o modelo de negócio do fast food? (Nope!)
  • imaginem que o teste era coroado de sucesso. Quais as consequências para o modelo de negócio, para a proposta de valor?
  • esta experiência não assenta os seus alicerces sobre os pontos fortes da McDonald's.
  • que mensagem vai passar para aqueles clientes que valorizam a rapidez? Que impacte terá a experiência no ambiente da loja e no tempo de resposta, para quem o valoriza?
As empresas podem até mudar de modelo de negócio, no entanto, não faz sentido tentar evoluir para um nível diferente onde não se aproveitam as suas vantagens competitivas, o seu ADN, os seus pontos fortes. Correndo-se o risco de não agradar nem a gregos (insatisfazendo os clientes actuais) nem a troianos (não seduzindo os não-clientes).
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Tentar ultrapassar a evolução negativa da facturação removendo algumas das renúncias, corresponde a um aguar da estratégia que não augura nada de bom.




sábado, setembro 19, 2015

"and still make maney"

Parece retirado deste blogue
"The importance of customers and their needs is obvious. Managers and business journals are often consumed with “customer satisfaction.”
One very important aspect of strategy is not understanding the importance of customers, but understanding the importance of identifying target customers (or customer segments). Why is it important to identify target customers? If you say, “it is because every customer (segment) has different needs,” you are not wrong, but not quite right either.
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Although customer satisfaction is almost a mantra in the business world, satisfying customers is actually not very difficult. If, for example, Dell, in competing with Apple, starts selling an iPod-like gadget with high quality software for, say, $25, what would customers feel? I am sure that customers would feel very satisfied. What is wrong? Dell is likely to lose money, a lot of it! [Moi ici: Não esquecer a série "Não é ilegal ser estúpido"]
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Put it another way, running a business inevitably involves satisfying customers and making money simultaneously. If you try to satisfy any and every customer, it becomes difficult to make money. Thus, a company needs to find customers who are satisfied with what the company can provide and are willing to pay for it. More specifically, a company has to identify customers (customer segments) who appreciate its uniqueness and will pay for it. It is impossible to satisfy all customers above and beyond all competitors, and still make money."

Trecho retirado de "The cores of strategic management" de Katsuhiko Shimizu.

terça-feira, setembro 08, 2015

Mais um sintoma do Estranhistão

Há dias, este tweet do @armando_moreira:
Levou-me até ao número de Agosto da revista Health Club Management e ao seu editorial "Demographics are dead":
"It’s no longer possible to predict consumer behaviour based on long-accepted demographic norms – age, gender, income and so on.
...
Consumers are no longer behaving as they ‘should’ according to demographic categories, choosing instead to construct their own identities and lifestyles around individual preferences and interests. This in turn has a profound impact on businesses, which must go back to the drawing board to re-assess who their audience really is and what their expectations are.
...
the shift away from demonstrating status through material possessions, towards status as a product of who you are and what you do. Consumers today are looking for brands to help them achieve this
...
So can your club be the partner that helps someone achieve the status of completing a marathon or Color Run? [Moi ici: Qual é o JTBD?]"
E ao artigo "Breaking the MOULD":
"Is your business ready for post-demographic consumerism?
...
Confused? You should be: consumers are increasingly behaving in ways we least expect. These examples give glimpses into one of the most important shifts in consumerism of modern times, and one that will require a fundamental overhaul of the demographic-focused approach that businesses have used to understand and predict consumer behaviour for decades.
...
we’re entering an age of post-demographic consumerism: one in which the traditional demographic segments – age, gender, income bracket, nationality and more – are becoming less meaningful as predictors of consumer behaviour. Instead, consumers are freer than ever to construct identities and lifestyles of their own choosing."
Mais um sintoma do Estranhistão, há cada vez mais gente fora da caixa tão querida ao Normalistão. Por isso, pensar em nichos, em tribos e em JTBD.

quinta-feira, agosto 27, 2015

"target contexts not just target audiences"

Um desafio/provocação interessante:
"The importance of contextual influences calls into question our industry’s obsession with target audiences. Perhaps brands should think of target contexts not just target audiences."
Recordar este postal recente "Qual é o JTBD?" e este outro "Não começar sem saber qual o trabalho e o contexto seleccionado"

Trecho retirado de "A day in the life of Vera Age, or how psychology drives behaviour"

sábado, abril 04, 2015

"Compete with No One"

"within any industry, when the growth goals are summed across competitors, there are simply too few customers to support everyone’s growth goals.  Said another way, there are too many competitors trying to eat the same pie.
...
The apex of this glorious battle is reached when companies no longer have points of differentiation and resort to competing on price.
...
To start, define the operating envelope (range of inputs and outputs) for all the products in the market of interest.  Once defined, this operating envelope is off limits and the new product must operate outside the established design space.  By definition, because the new product will operate with input conditions that no one else’s can and generate outputs no one else can, the product will compete with no one.
...
It’s time to push the organization toward the scary abyss of what could be very large new market, a market where the only competition would be no one.  And this is the real hard part – balancing the risk of a non-existent market with the reward of a whole new market which you’d call your own."
Trechos retirados de "Compete with No One"

terça-feira, fevereiro 24, 2015

A importância da segmentação

Um pouco por todo o lado este aviso para a necessidade de identificar os clientes-alvo, de estabelecer com quem trabalhar e com quem não trabalhar.
"segmentation, like marketing itself, is all about the profitable satisfaction of customers’ needs.
...
This means we have to be clever in targeting our offers at people who really do want them, need them and are willing to pay for them. Equally, we have to be strong in setting aside those who do not. We have to choose our target audience on the basis of our capabilities and strengths. In other words we have to choose our own battlefield where we are confident that we are more attractive than our competitors. This early observation is fundamental, as it requires us to think as hard about where we don’t want to sell our product as where we do.
...
Segmentation is the first crucial step in marketing, and the key towards satisfying needs profitably. It is often the mix of where-what-who and why (the benefit or need) which is driving the segmentation. The grouping together of customers with common needs makes it possible to select target customers of interest and set marketing objectives for each of those segments. Once the objectives have been set, strategies can be developed to meet the objectives using the tactical weapons of product, price, promotion and place (route to market)."
Trechos retirados de "Market Segmentation in B2B Markets"

domingo, outubro 26, 2014

Assim, todos ganham, desde que percebam qual o seu espaço

Ontem em "Vive e Deixa Viver" sublinhámos a opinião de um independente acerca da actuação do gigante do seu sector:
"Michael Horn, who founded Craft Coffee, isn't afraid to give credit to Starbucks. "They have a really great read on the market," he says, and when they start throwing around capital into changing the market, "that's a really great thing" for everyone. It proves there's demand for good coffee and "it's a clear recognition the market is changing," he adds.
...
"Our play is definitely different [from Starbucks]--it's kind of like Pandora for coffee.""
Julgo que um independente inteligente poderá dizer o mesmo do que se está a passar no fitness em Portugal:
"Aumentar o número de ginásios em Portugal é a terceira e última fase de um plano de reestruturação que os Solinca estão a desenvolver desde 2013. Nesse ano, depois de um 2012 "muito difícil", a marca redefiniu o modelo de negócio baixando os preços. "Não somos low cost e não cortámos serviços, apenas retirámos algumas gorduras", disse Bernardo Novo.
Em consequência, no ano passado angariaram 20 mil novos sócios, aumentaram a faturação 8%, para 900 mil euros, e o EBITDA passou de 1,2 milhões de euros negativos para 500 mil euros positivos. Já no primeiro semestre ganharam mais 12 mil sócios e, face ao homólogo, cresceram 10% na faturação e registaram um EBTIDA de 900 milhões."
Claro que um independente que aposta no preço como a sua vantagem competitiva não vê isto como bom para o seu negócio. Já um independente, como no exemplo do café, que aposte num mercado mais selecto, mais exigente, verá este esforço da Solinca como uma espécie de trabalho de angariação, de recrutamento de futuros clientes. Por cada 100 novos praticantes de fitness, alguns, poucos, quererão, mais tarde ou mais cedo, evoluir para um patamar onde aquilo que eram "gorduras" na Solinca serão uma necessidade e terão de mudar de ginásio.
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Outros, quererão algo mais familiar, mais personalizado e sentir-se-ão perdidos em:
"Foi precisamente para fazer face ao crescente número de sócios que a marca iniciou obras de melhoria e expansão de alguns dos clubes
...
Estas obras trouxeram novas máquinas, novos e maiores estúdios"
Outros quererão interacção e desafios pessoais co-criados e, não estarão interessados em máquinas e mais máquinas.
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Assim, todos ganham, desde que percebam qual o seu espaço





Trechos retirados de "Sonae procura pequenos clubes para transformar em ginásios Solinca"

quarta-feira, outubro 01, 2014

Valor em vez de preço

Um conjunto de bons conselhos para empresas que, operando no B2B, querem subir na escala de valor:
"The best businesses compete on value, not price. In many situations, world class businesses have higher prices than that of substitute competitive offerings, but they differentiate their value beyond simple product attributes to incorporate other elements, such as service, into the offering.
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Successful organizations identify drivers of value from their customers’ perspective and work from the market back in to their business to determine and quantify how those drivers create value for customers. They then work hard to train their sales force to sell this value to customers effectively.
...
almost every B2B industry today has a perceived “low cost” player or players that consistently underbid the market in an effort to win on price.
...
To combat these low-cost competitors, successful businesses must sell on value.
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Segment your market carefully. While some customers and some transactions will always depend primarily on price, in every market, you will always find some customers and situations who care more about value than price. Success requires a determined effort to identify these customers and situations.
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Understand exactly how you impact your customers’ bottom lines and quantify that value in dollars.
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Train your sales force on these elements of value."
Trechos retirados de "Best Practices to Sell on Value Rather than Price"

sexta-feira, julho 18, 2014

Acerca do valor dos clientes

Na sequência de "Na base de qualquer estratégia", outra achega acerca da segmentação:
"Not all customers are created equal. If you’ve ever run a business (or even just been a customer yourself), then you know that some customers provide more revenue (and incur fewer costs) than others. Figuring out which to focus on and invest in is critical if you want to maximize your profit."
O artigo, "How Valuable Are Your Customers?", apresenta uma aplicação interessante para avaliar o valor dos clientes ao longo do ciclo de vida da sua relação com a empresa.

quarta-feira, julho 16, 2014

Na base de qualquer estratégia...

Para os que constroem mapas da estratégia sem equacionar quem são os clientes-alvo:
"Segmentation is actually one of the most essential steps in progressive market management, and it’s also one of the most neglected. By neglected, I mean it’s either not performed at all or it’s designed in a very traditional fashion using demographic or firmographic parameters."
Não é possível desenvolver uma estratégia decente sem identificar os clientes-alvo.
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A subir a A25, cerca de 2 km antes da saída para Vouzela, está um cartaz gigante a publicitar um certo parque em S. Pedro do Sul.
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O texto escrito informa, "parque de actividades radicais".
A imagem mostra um papá, uma mamã e um par de miúdos vestidos na Benetton.
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Os adeptos das actividades radicais olham para o cartaz e pensam, não deve ser radical se tem lá desses betinhos.
Os papás e mamãs olham para o cartaz e pensam, que horror, não vou lá meter os meus meninos.
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Quem não escolhe bem o seu segmento, acaba por espantar clientes

Trecho retirado de "Segmentation: At The Heart Of Customer Data Analytics"

sexta-feira, julho 11, 2014

Sem uma estratégia clara, come on... BSC? (parte IV)

Parte Iparte II e parte III.
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Antes de olhar para a perspectiva dos processos internos voltemos à perspectiva dos clientes.
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Ontem, no Twitter, @rags escreveu:
"Don't look for your competitor. Look for your target customer's alternatives."
Quantas páginas na dissertação sobre os concorrentes? E quantas sobre os clientes?
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Costumo escrever aqui no blogue sobre os fantasmas estatísticos, os clientes não são fantasmas estatísticos, são gente de carne e osso. Conseguem olhá-los olhos nos olhos?
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Lembro-me de um comercial, licenciado em Farmácia, que contava como deu a volta aos concorrentes espanhóis que lhe comiam mercado na raia com preços mais baixos. Apostou na relação, até ajudava os veterinários quando precisavam de mais um par de mãos perante um parto mais difícil de um vitelo.
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Entretanto, cheguei a este artigo muito bom "What You Need to Know About Segmentation":
"Segmenting, at its most basic, is the separation of a group of customers with different needs into subgroups of customers with similar needs and preferences. By doing this, a company can better tailor and target its products and services to meet each segment’s needs. This isn’t, as McKinsey’s John Forsyth says, simply for marketing or retail firms. “We see many, many companies saying, ‘I want to get more consumer-driven and customer-facing. But sometimes the organizations don’t know how to start. I’d say you really start with a basic understanding of your consumers or customers, right? And that’s segmentation.”
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It sounds straightforward but often it isn’t."
Quem são os clientes-alvo?
"you have to ask yourself why you want to segment and what decisions you’ll make based on the information. “Many companies say, well, I think I just need a segmentation,” says Forsyth. “But before you even start the segmentation, you need to really understand why you’re doing it and what some of the actions are that you’re planning to take, based on what you think you might see. It helps you understand what’s actionable in terms of driving a company’s business.”
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Once you’ve answered these questions, you have to decide whether you want to start segmenting by needs or behaviors. “If you’re doing something strategic and you’re trying to figure out if you have the right brands, the right value proposition, the right product line, then I would say you should start with needs or attitude segmentation,” explains Forsyth. This is basically trying to identify what needs your product or service is or could meet." 
Sem esta informação básica... não há estratégia.
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Sem estratégia... não há BSC.
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Continua.