Más Reflexiones en la Orientación al Cliente

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From the course by University of Pennsylvania

Introducción al Marketing

155 ratings

University of Pennsylvania

Introducción al Marketing

155 ratings

Course 1 of 5 in the Specialization Fundamentos Empresariales

Aprende las bases de Marketing llegando al fondo de toma de decisiones del cliente. Después de completar con éxito este curso, puedes aplicar estas habilidades en un reto empresarial de la vida real como parte de la Programa Especializadode Fundamentos de Negocios de Wharton.

From the lesson

ORIENTACIÓN AL CLIENTE: Los Límites del Pensamiento Centrado en el Producto y Las Oportunidades y Retos de la Orientación al Cliente

El Módulo 2 lo imparte el profesor Peter Fader, que se centrará en los conceptos relacionados con la Centricidad en el Cliente. En una economía que cada vez responde más a los comportamientos de los clientes, es imprescindible centrarse en los clientes adecuados para conseguir una ventaja estratégica. En las siguientes semanas proporcionaremos las bases necesarias para construir previsiones centradas en los clientes. Si quieres leer más sobre las opiniones del profesor Fader sobre la centricidad en el cliente, no dudes en seguirle en Twitter (@faderp). Con frecuencia comparte perspectivas y lecturas de interés.

De lo Centrado al Producto a la Gestión Centrada en el Cliente15:25

Grietas en el Enfoque Centrado al Producto9:49

Modelos de Negocios Impulsados por Datos4:26

Tres Hurras por la Marketing Directa3:51

¿Cuáles Empresas están Orientadas al Cliente?12:11

¿Que es la Orientación al Cliente?11:28

Viviendo en un Mundo Orientado al Cliente14:48

Más Reflexiones en la Orientación al Cliente3:21

Preguntas en Orientación al Cliente6:00

Meet the Instructors

Barbara E. Kahn
Professor of Marketing and Director, Jay H. Baker Retailing Center
The Wharton School
Peter Fader
Professor of Marketing and Co-Director of the Wharton Customer Analytics Initiative
The Wharton School
David Bell
Xinmei Zhang and Yongge Dai Professor, Professor of Marketing
Marketing

[MUSIC]

I'm going to spend a little bit more thinking about the distinction between

those really focal, those really valuable customers and the yeah, not so

valuable ones.

How do we achieve the right balance there?

If you take my words a little bit too literally,

I keep focusing on the valuable, valuable, valuable customers and

I keep saying let's just zoom our whole business around them.

If we were to do that, then we've come very vulnerable.

We have all of our eggs in one basket.

And what happens if we're wrong about them?

What happens if there's other customers out there who are fairly valuable?

What happens if something changes to our product or

in the marketplace that turns those really valuable customers against us?

So how do we find the right balance?

And so here, I want to raise an important but subtle point.

The idea that, the more we zoom in on those really focal customers,

the more we need the less valuable customers in order to have a stable mix.

The metaphor that I like to use here comes from finance.

We want to have some really high flying stocks in our financial portfolio.

High risk, high return, we definitely want to have some of them.

Those are going to be where the real growth comes from.

But the day to day stability comes from the more predictable ones, the cash,

the bonds, and so on.

So in our customer mix, we want to have that same kind of portfolio approach.

We want to have a large number of these stable, predictable, but

potentially not very valuable customers that we're going to balance off with

the high-flyer customers, the really focal ones.

This is where I come up with the notion of the paradox of customer centricity.

Goes like this.

The more we zoom in on those really valuable customers, the more we need those

other customers around in order to have a stable balance for the company as a whole.

You see, with only a few exceptions, no company can be truly,

purely customer-centric.

If you're a private wealth manager and your customer base consists of

four billionaires, yes, you can be totally customer-centric.

You know everything about every one of them.

You can be a trusted advisor to each one of them.

But if you have millions or tens or hundreds of millions of customers,

it's a matter of finding that just right balance between being truly

customer-centric, with the customer segments that we see as really valuable.

But, being product centric with the remaining customers who are not as

valuable, being operationally efficient with them.

Now, the difference between a true product centric firm is

that we are not going to let those so-so customers drive the business.

We are going to continue to focus on the customer centered ones for growth.

We're going to continue to focus a disproportionate amount of our R and

D activity on those really good customers, coming up with products for them,

hoping and finding ways to make those same products palatable and attractive for

the product-centric customers but it's a matter of finding that balance.

That's the paradox of customer centricity and

one of the challenges for firms is to figure out how to do that well.

[MUSIC]

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