Error: defocalized you invest in products, services and employees.
most This statement will be taken as a provocation. I am aware that there are thousands of books and academic works of renowned "gurus" of management, marketing and strategy, where the majority of perpetrators were never sitting in the chair of the owner or manager of a small or medium business.
Practical experience has shown me that just the suggestion to proceed investing many resources into products, services and employees neck brake, many of these companies.
What is reality?
Each market is saturated with similar products and services. The quality or what is meant by this, increases in uniformity. The features and benefits of products and services less and less able to differentiate. Most suppliers simply copy the benefits they achieve their competitors. Cost of sales explode, get discounted sales gains. The price is nearly always the decisive sales argument.
You "self-generated" sales with free customer service and is in the midst of a price war. This sacrifice profit margin just to sell. Is in a vicious circle and the benefit-client sells its products and services at a price very cheap. Your customers almost completely decided that banks should and can do.
The price war is punishment for failing to offer something really special, ie not provide additional customer benefits relative to their competitors. That we call lack of "Client-Profit."
Their profits are the proof!
Your earnings test:
If you can generate a clear added value for its clients
If you have the competency in their circle of customers
If you sell your "Client-Profit"
If you are able to offer the greatest " Client-Profit "for their clients
their products and services of competitors differ only by the size of the discount or the lowest price discount
That is not the decisive selling point
If you can get orders without price wars
If capable of winning the price war
The way to win the price war:
Your only source of income is the "Ideal Customer"!
who invest in their "ideal client" and its "Client-Profit, profit oriented solely according to the utility to the customer. This may "Afford" to own the best employees.
The shift from business-oriented product and service direction "Profit Provider" profitable, strategic focus will recreate or generate competitive success.
What should I do?
1. Find priorities and offer customers a comprehensive solution. No element of its bid price will then own.
2. Its price is then based on the size of the utility that provides (= "Client-Profit") to the client.
3. Since we do not necessarily customers can switch to your own taste, you must change your thinking, change into a more intense interaction with targeting customers for their products and services of the "fixing ourselves" in the direction of their usefulness to customers "Client-Profit."
4. Your only goal should be to give greater "profit" to its customers compared to its competitors. To do so, look for those customers that best fit the profile of strengths of their products, services and company. Only then will change from provider to strategic partner for its customers, ie who gives higher returns, higher savings or higher overall profits.
5. Its success depends on your HR skills help to make more "profit" to its customers. Only then they deserve increases above average earnings, that is part of the profits. The design of new and needed investment in HR is not aimed at traditional training. The new global environment demands that HR be selected according to their strengths in terms of a clear strategy, but both employer and your HR should invest in "profit" of the client. Only then will benefit all parties involved.
most This statement will be taken as a provocation. I am aware that there are thousands of books and academic works of renowned "gurus" of management, marketing and strategy, where the majority of perpetrators were never sitting in the chair of the owner or manager of a small or medium business.
Practical experience has shown me that just the suggestion to proceed investing many resources into products, services and employees neck brake, many of these companies.
What is reality?
Each market is saturated with similar products and services. The quality or what is meant by this, increases in uniformity. The features and benefits of products and services less and less able to differentiate. Most suppliers simply copy the benefits they achieve their competitors. Cost of sales explode, get discounted sales gains. The price is nearly always the decisive sales argument.
You "self-generated" sales with free customer service and is in the midst of a price war. This sacrifice profit margin just to sell. Is in a vicious circle and the benefit-client sells its products and services at a price very cheap. Your customers almost completely decided that banks should and can do.
The price war is punishment for failing to offer something really special, ie not provide additional customer benefits relative to their competitors. That we call lack of "Client-Profit."
Their profits are the proof!
Your earnings test:
If you can generate a clear added value for its clients
If you have the competency in their circle of customers
If you sell your "Client-Profit"
If you are able to offer the greatest " Client-Profit "for their clients
their products and services of competitors differ only by the size of the discount or the lowest price discount
That is not the decisive selling point
If you can get orders without price wars
If capable of winning the price war
The way to win the price war:
Your only source of income is the "Ideal Customer"!
who invest in their "ideal client" and its "Client-Profit, profit oriented solely according to the utility to the customer. This may "Afford" to own the best employees.
The shift from business-oriented product and service direction "Profit Provider" profitable, strategic focus will recreate or generate competitive success.
What should I do?
1. Find priorities and offer customers a comprehensive solution. No element of its bid price will then own.
2. Its price is then based on the size of the utility that provides (= "Client-Profit") to the client.
3. Since we do not necessarily customers can switch to your own taste, you must change your thinking, change into a more intense interaction with targeting customers for their products and services of the "fixing ourselves" in the direction of their usefulness to customers "Client-Profit."
4. Your only goal should be to give greater "profit" to its customers compared to its competitors. To do so, look for those customers that best fit the profile of strengths of their products, services and company. Only then will change from provider to strategic partner for its customers, ie who gives higher returns, higher savings or higher overall profits.
5. Its success depends on your HR skills help to make more "profit" to its customers. Only then they deserve increases above average earnings, that is part of the profits. The design of new and needed investment in HR is not aimed at traditional training. The new global environment demands that HR be selected according to their strengths in terms of a clear strategy, but both employer and your HR should invest in "profit" of the client. Only then will benefit all parties involved.
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