Alberto Levy. Director de Consultoría en Desarrollo Competitivo & Alineamiento Estratégico. Deloitte Latin America Countries Organization

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¿Quién es el cliente y por qué yo?

por Alberto Levy | 13 de Julio de 2008 | Gurues

Algunos comentarios según Porter

Michael Porter (Michael Porter. “Competitive Strategy” Free Press 1985) ha sido uno de los pioneros en Estrategia Competitiva desde la mitad de la década de los ´80. Una de sus principales contribuciones ha sido el modelo de las cinco fuerzas de las que depende la rentabilidad. Estas fuerzas son:

  1. El poder de negociación de los proveedores,
  2. El nivel de rivalidad entre los incumbentes,
  3. El peligro de nuevos ingresantes,
  4. La presión de los productos sustitutos
  5. El poder de negociación del cliente

Este modelo es contundente pero, explicándolo en innumerables empresas, hemos tenido problema con la definición de quién es considerado “cliente”. Por ejemplo, en empresas como Coca-Cola que sirve a un mercado institucional (como el Sheraton) y a un mercado “refrigerado”, como un mayorista, que le vende a un minorista, que le vende a Claudia mi mujer que, a su vez, exige Coca-Cola en el Sheraton.

¿Quién es el cliente?

Además el señor Porter piensa que hay TRES estrategias genéricas: diferenciación, liderazgo en costos y enfoque (o nicho). Yo creo que sólo hay una: diferenciación.

Veamos el caso de liderazgo en costos. Si soy líder en costos tengo dos alternativas. O lo traslado al precio o no lo traslado. Si lo traslado al precio, me DIFERENCIO por precio. Si no lo traslado al precio, qué argumento para que me elijan.

Veamos el caso de enfoque o nicho. Un nicho no es tampoco lo que trivialmente se confunde con un segmento y se lo equipara. Un nicho es un segmento muy especial. Es un segmento que cumple la característica de ser lo suficientemente grande como para ser atractivo para una empresa que está Pyme (Las empresas están Pyme. No son Pyme. Si son Pyme son boleta) y lo suficientemente chico como para no ser atractivo para una empresa que está grande (Las empresas están grandes. No son grandes. Si son grandes son boleta). Esta alternativa es la de elegir un segmento muy bien recortado de la demanda total y especializarme en él. Por ejemplo, un segmento muy sofisticado de consumidores de mayonesas especiales con estragón y páprika y dirigir mi marca hacia ese segmento. Especializar mi marca para ese segmento. DIFERENCIAR mi marca para ese segmento. La única estrategia -la única estrategia competitiva- es la diferenciación. Si sos uno más sos uno menos. Y la única forma de diferenciarse es INNOVAR. Cambiá antes de que TENGAS que cambiar porque cada vez es TARDE MÁS TEMPRANO.



45 comentarios para “¿Quién es el cliente y por qué yo?”

  1. Muy interesante el articulo, particularmente en lo referido a la dificultad para identificar al cliente. Este no es un tema trivial y requiere de gran capacidad de análisis y un importante conocimiento del mercado.
    La definición de nicho es también muy interesante y la idea de que en realidad se “está” grande o chico y no se “es” resulta un aliciente para las empresas a innovar, sea para crecer o para mantener su liderazgo.

  2. MUY BUENO EL ARTÍCULO, A VECES ME RESULTA INCREÍBLE QUE ALGUNAS ORGANIZACIONES AUN NO COMPRENDAN QUE EL CLIENTE ES LA RAZON DE SER DE SU EXISTENCIA.
    GRACIAS ALBERTO!! TOTALEMNETE DE ACUERDO CON QUE LA UNICA ESTAREGIA E SLA DE DIFERENCIACION!!!

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