viernes, 21 de junio de 2013

Un sol gest per a que els clients confiin en tu.




Quan llegeixes aquest article no deixes de sorprendre't, i a mi les coses que em sorprenen, almenys han aconseguit quelcom més que la indiferència, i només per aquest fet es mereixen una atenció especial.

Fes aquest exercici i després segueix llegint l'article : 

1. Pregunta't : Cóm puc  fer per a que els clients confiin en la meva empresa?
2. Fes una llista d'allò que creus que si ho fessis, els teus clients confiarien inmediatament en tu i després segueix llegint a veure què et sembla.
3. Ja tens la llista? doncs segueix llegint....
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No deixa de ser sorprenent recomanar els productes de la competència dins de les teves accions promocionals, però per què no fer-ho si creus que efectivament és el millor pel teu client?

En aquest article, el seu autor Don Peppers, ens explica l'exemple de Syngenta, una empresa ñroveïdora de productes i llavors per al sector agrònom, que ha treballat aquesta estratègia i segons ells els ha donat un molt  bon èxit.

Com hem escrit en altres articles, l'èxit sempre es deu a dos factors bàsics : una visió clara  d'orientació a client i un posicionament diferenciador; i en aquest cas es donen els dos ingredients.

Ens podem  preguntar lògicament, I a on està el retorn de recomanar productes de la competència?

El Màrqueting és SEMPRE una estratègia a llarg plaç, i això significa que si treballem bé en aquestes dues línies (orientaciño a client i diferenciació), sempre veurem a més llarg o mig plaç i fins i tot curt plaç, un retorn
clar dels nostres clients.

Articles relacionats :

5 pasos para desarrollar una estrategia de marqueting

La innovación incremental y el time to market


------------------------------------------------ Article original ---------------------------------------------


One Simple Way to Earn a Customer's Trust

Syngenta, the global agrochemical company, created four different product information and guidance modules for South African potato farmers, tailored generally to the four different potato-growing regions in that country, with their different pests, diseases and climates. Each of these “Potato Packs” has a specific set of recommendations to potato farmers with respect to the kinds of chemicals and treatments to use on their crops.
What I found interesting about this program when I first learned of it is that some of Syngenta’s recommendations involve its competitors’ products rather than its own! And of course the potato farmers in South Africa, who are mostly large, industrialized farm operators, have immediately come to trust Syngenta for its objective advice and recommendations. A more complete discussion of this case was published not long ago in my company’s journal,Customer Strategist.
If you really want a customer to trust you, there’s one very simple way to demonstrate conclusively that you are placing the customer’s interest above your own:

Recommend a direct competitor’s product when it is the most appropriate solution for the customer.

This is not the only tactic for demonstrating trust, but when it is used appropriately it can be extremely effective.
Referring favorably to your own competitor’s products can have a very powerful effect on customer trust as long as it’s not interpreted as some kind of gratuitous or insincere gimmick. It needs to reflect your actual judgment, based on what’s genuinely in the best interest of the customer.
Just the other day a marketing executive from a pharmaceutical company asked me how his company could do a better job of earning the trust of the medical professionals who prescribe the company’s drugs, for instance. I suggested that one thing the firm could do would be to ensure that its own marketing materials actually refer favorably to competitive products, in whatever situations they would be more therapeutically appropriate for a doctor’s patients.
In conversations with Syngenta executives after we had published the story I referenced above, I learned something more about the competitive advantage of trust. Apparently, about a year after Syngenta’s Potato Packs were first unveiled for farmers in South Africa, one of the company’s archrivals brought out its own version of these information-and-guidance packages. This company, however, was very careful not to mention any of its competitors’ products, even when it was obvious to experienced potato growers that it would have been appropriate. The manager told me that this only increased the level of trust that their customers continued to maintain in Syngenta.
So yes, I know it sounds wild, but in the right circumstances having the backbone and integrity to mention how a competitor's product might do a better job of solving a particular customer's problem is a very powerful competitive strategy indeed.
But then, being on the customer's side always is.



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