One of the biggest challenges presented industrialesen organizations today is to overcome this marketing concept.
No doubt, knowing what the customer wants their tastes, preferences, their needs and interests is key.
No two clients are alike! In this sense, industrial companies compete to meet those parameters, and the more you get the right company to provide this complacency greater the likelihood of purchase and customer retention.
We refer to manufacture a product that suits the needs of its customers, fulfilling the promises of service, managing the dissatisfaction etc ... In addition, leading companies, over recent years have evolved in the global crude market management, management thinner market segments, up to customer management, accounts and people.
The traditional belief that only an increase in market share translates directly increased profitability has proved to be false in our current economy. Do not look far to realize that companies with higher market share are not always the most profitable. The quality of customers is, therefore, as important as its quantity.
In today's business world, all customers of a company is who ultimately defines the products and services offered in the future. Or at least that would be to succeed.
Another crucial decision for a company is to identify who should be excluded from its list of clients, for which we The answer to the question of what customers have? Inadequate to serve a customer can affect your ability to serve others. The most obvious example is working with a large client in a priority component for their products, which requires an agreement not to provide a technology similar to its competitors, thus excluding other potential customers. Send these customers unprofitable competition can sometimes be an advantage.
Although executives generally recognize the importance of customer focus, sometimes they let the business develop a marketing strategy "de facto". As noted Narayandas, since the behavior of a seller is influenced by their schemes commission, allow the sellers to determine who is selling a surefire way to get into trouble. Segmenting and prioritizing customers should be a decision made at management level.
Another critical aspect to consider is the customer information. Increasingly, we see the need to have a 360 º customer in the company. The industrial customer (usually different people) interacts with several people from the supplier. This makes it more complicated the development of 121. However, industrial companies should identify, classify the different persons involved in an account between the makers, the influence, the "gatekeeper" and the buyer.
Obviously this is based on having a customer-centric company. Are customer-oriented industrial companies? How are companies addressing the CRM - Customer Relationship Management? Is the organization aligned with the customer?
The setting of quality (from a production perspective) is the framework of the industrial Basque and customer satisfaction is the primary target for many of the companies studied. It has been shown consistently committed two major mistakes: 1) do not integrate the analysis of customer satisfaction within a customer relationship strategy, 2) do not consider other sources of information about customers, 3) the level of use of such information is limited.
Similarly, most organizations (77%) do not understand the strategic nature of continuous listening to customers. The companies generally spend satisfaction survey to validate the value of their products on the market. Dialogue with customers is a promise and not a sale! Companies that understand this refrain from easy answers and surveys designed with the intention to act.
However, companies still fail in the direction of their people, despite their abundant strategic statements. In this line, Various studies show a correlation between customer retention and retention of people in the organization and cite employee retention is key to delivering customer satisfaction. Do Basque companies and held that satisfied employees create satisfied customers and retained? It seems that the answer is positive. Most employees are in a "no win, no tools or authority to do their job. People generate experiences
addition, the actual business model does not include customer centric metrics such as customer share, customer lifetime value, attachment level, rate recommendation, with billing the most widely used indicator to assess business performance.
To finish, the customer attrition ("churn rate") is a problem for most businesses. Only the application of customer intelligence strategies to avoid confrontation, every year, a systematic loss of customers. Preventing loss of good customers should be the way forward together with an active management of complaints. Two issues on which there is a lot of work.
No doubt, knowing what the customer wants their tastes, preferences, their needs and interests is key.
No two clients are alike! In this sense, industrial companies compete to meet those parameters, and the more you get the right company to provide this complacency greater the likelihood of purchase and customer retention.
We refer to manufacture a product that suits the needs of its customers, fulfilling the promises of service, managing the dissatisfaction etc ... In addition, leading companies, over recent years have evolved in the global crude market management, management thinner market segments, up to customer management, accounts and people.
The traditional belief that only an increase in market share translates directly increased profitability has proved to be false in our current economy. Do not look far to realize that companies with higher market share are not always the most profitable. The quality of customers is, therefore, as important as its quantity.
In today's business world, all customers of a company is who ultimately defines the products and services offered in the future. Or at least that would be to succeed.
Another crucial decision for a company is to identify who should be excluded from its list of clients, for which we The answer to the question of what customers have? Inadequate to serve a customer can affect your ability to serve others. The most obvious example is working with a large client in a priority component for their products, which requires an agreement not to provide a technology similar to its competitors, thus excluding other potential customers. Send these customers unprofitable competition can sometimes be an advantage.
Although executives generally recognize the importance of customer focus, sometimes they let the business develop a marketing strategy "de facto". As noted Narayandas, since the behavior of a seller is influenced by their schemes commission, allow the sellers to determine who is selling a surefire way to get into trouble. Segmenting and prioritizing customers should be a decision made at management level.
Another critical aspect to consider is the customer information. Increasingly, we see the need to have a 360 º customer in the company. The industrial customer (usually different people) interacts with several people from the supplier. This makes it more complicated the development of 121. However, industrial companies should identify, classify the different persons involved in an account between the makers, the influence, the "gatekeeper" and the buyer.
Obviously this is based on having a customer-centric company. Are customer-oriented industrial companies? How are companies addressing the CRM - Customer Relationship Management? Is the organization aligned with the customer?
The setting of quality (from a production perspective) is the framework of the industrial Basque and customer satisfaction is the primary target for many of the companies studied. It has been shown consistently committed two major mistakes: 1) do not integrate the analysis of customer satisfaction within a customer relationship strategy, 2) do not consider other sources of information about customers, 3) the level of use of such information is limited.
Similarly, most organizations (77%) do not understand the strategic nature of continuous listening to customers. The companies generally spend satisfaction survey to validate the value of their products on the market. Dialogue with customers is a promise and not a sale! Companies that understand this refrain from easy answers and surveys designed with the intention to act.
However, companies still fail in the direction of their people, despite their abundant strategic statements. In this line, Various studies show a correlation between customer retention and retention of people in the organization and cite employee retention is key to delivering customer satisfaction. Do Basque companies and held that satisfied employees create satisfied customers and retained? It seems that the answer is positive. Most employees are in a "no win, no tools or authority to do their job. People generate experiences
addition, the actual business model does not include customer centric metrics such as customer share, customer lifetime value, attachment level, rate recommendation, with billing the most widely used indicator to assess business performance.
To finish, the customer attrition ("churn rate") is a problem for most businesses. Only the application of customer intelligence strategies to avoid confrontation, every year, a systematic loss of customers. Preventing loss of good customers should be the way forward together with an active management of complaints. Two issues on which there is a lot of work.
