Caso HBR - Marketing industrial

8/17/2019 Caso HBR - Marketing industrial

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Marketing Industrial: Core Strategy

Roberto Mora Cortez, MSc. MBA ®

Facultad de Economía y NegociosUniversidad de Chile

Agosto 2014


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Agenda

® Centro de Marketing Industrial U.Chile, 2013.

1. Conceptos modernos de Marketing Industrial

2. Casos prácticos de Marketing Industrial

3. Tips para el Gerente de Marketing Industrial


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¿Cuál es el propósito de unNegocio?

Fuente: Theodore Levitt, Marketing and the Corporate Purpose.


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Propósito de un Negocio

¡Crear Clientes y Servirlos!


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¡La rentabilidad es un requisito!

*Fuente: Theodore Levitt, Marketing and the Corporate Purpose.


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Si actúa de la siguiente forma, no debe tener miedo:

BENEVOLENCIA + COMPETENTE + CONVICCIÓN +

PERSEVERANCIA + HONESTIDAD:

¡ÉXITO DE LARGO PLAZO!


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Atención a la Siguiente Observación

• “Donde hay una empresa de éxito, alguien tomó algunavez una decisión valiente”.

Peter Drucker (1909-2005)

® Roberto Mora Cortez, MSc. MBA 2014


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Sea Ud. un Ejecutivo Eficaz

• Para que un ejecutivo tenga éxito no necesita ser carismático.

• Lo que los volvía eficaces a todos, es que seguían las mismas ochoprácticas:

• Preguntaban ¿Qué hay que hacer?Preguntaban ¿Qué le conviene a la empresa? Desarrollaban planes de acción. Asumían la responsabilidad de sus decisiones. Asumían la responsabilidad de comunicar.Se centraban en oportunidades en vez de problemas. Conducían reuniones productivas.Pensaban y decían “nosotros” en vez de “yo”.

Permiten obtener elconocimiento que

Necesitan

Permiten convertir

ese Conocimientoen Acción Eficaz

Aseguraban que todala Organización se

sintiera Responsable

Fuente: Peter Drucker ®


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Formación de Ejecutivos B2B en AL

Fuente: Centro de Marketing Industrial, Universidad de Chile.


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ESTRATEGIA B2B



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Desde la Estrategia Corporativa al Marketing Mix Industrial Moderno

EstrategiaCorporativa

Estrategia

CompetitivaEstrategiaComercial

Directorio – G.G

G.G – G.C

G.C – Unidades Funcionales

ADM/OPER/FINANZAS/Dº/RRHH/INNOVA

R

UIDO

ES

TRATÉGI

CO

Mercado Híper-Dinámico Cliente Cadena Industrial

MACROAMBIENTE (PESTA) ® Roberto Mora Cortez, MSc. MBA 2014


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Estrategia Comercial B2B

• Segmentación

• Targetting• Posicionamiento

• Marketing Mix B2B


STP

6 P’s


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Desde la Estrategia Corporativa al Marketing Mix Industrial Moderno

INNOVACIÓN

-Producto-Mercado-Proceso-Disruptiva-Inversa

Investigación e Inteligencia de Mercado B2B- Discovery Team- IRS (Bonding)

- Fuerza de Ventas

- Imagen y Posicionamiento ® Roberto Mora Cortez, MSc. MBA 2014


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Características Representativas del Mix

Industrial

• Estrategia de Precios (Pricing)

• Estrategia Comunicacional• Estrategia Distribución/Logística• Estrategia de Desarrollo de Productos• Diseño de la Estructura Comercial de la Compañía.

• Diseño del Relacionamiento B2B (IRS)

® Roberto Mora Cortez, MSc. MBA © 2014

4 P’s Clásicas

B2B


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Evolución del Marketing Mix B2B

® Ettenson, Conrado & Knowles, 2013

• Focus onSolution

Instead ofProduct

• Focus onAccess

Instead ofPlace

• Focus on ValueInstead ofPrice

• Focus onEducation

Instead ofPromotion


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Características Representativas de la

Comercialización Industrial• Los clientes están concentrados (generalmente).

- En Número total o representativo (80/20).

- Geográficamente.• Cliente empresa es más informado (técnico y de mercado).

• Proceso de Compra-Venta es largo y complejo.

• Es un proceso de mercadeo más relacional (ojo con las actitudes yla ética).

• Orientación de Largo Plazo.



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Algunas Compañías B2B importantes en AL


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Características de los Mercados B2B AL

• + 40% PIB de economías emergentes es generado por empresasindustriales (B2B).

• Minería aporta aproximadamente un 20% del PIB en Chile.

• El desarrollo de la economía Latinoamericana se alimentaprincipalmente de negocios industriales.

• Los principales productos exportados son : Cobre, Oro, Plata, Zinc,Fruta, Productos de Pescado, Papel y Pulpa, Madera, ProductosQuímicos y Vino.


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Marketing Industrial

Conceptos Equivalentes:

• Marketing Business-to-Business (B2B).• Comercialización de Empresa a Empresa.• Business Marketing.• Marketing de Organizaciones


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Foco del Marketing B2B

• La base de diferenciación del Marketing Business-to-Business (B2B)respecto del Marketing Business-to-Consumer (B2C):

• Tipo de Cliente que se atiende (otra organización).• Cómo es usado el Producto (comprado para procesamiento,

reventa, apoyo, integración).

Fuente: Rangan & Isaacson (Harvard Business School, 1994)


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¿Qué es Marketing Industrial?

• Definición Clásica:

“Es el Marketing de productos y servicios a empresas

comerciales, Gobierno, y ONG’s”

• Neo-Definición*:

“Es una filosofía de empresa, es una forma de entenderel negocio, es una forma de ser, que vive al cliente comocentro de las decisiones”.

*Fuente: Jesús Fernández (2010), Marketing Industrial: El gran desconocido.


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Historia del Marketing Industrial• Desde sus inicios en los años 50’, el desarrollo del Marketing Industrial ha

dependido de cómo se segmentan los mercados B2B.

– Años 50’ -60’: Características demográficas (ubicación geográfica). – Años 70’: Variables de comportamiento x datos de compra (flujos de

información: ingresos, frecuencia de compra, rentabilidad) – Años 80’ -90’: Basado en necesidades (Desempeño de nuestro

producto/servicio Búsqueda de beneficios para el cliente). – Nuevo Milenio (00’ -10’): Job-Outcomes. (Define métricamente como

evalúa el cliente los atributos de uso de mi oferta).

Fuente: Anthony Ulwick, 2002. Outcome Based Segmentation


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Importancia del Marketing Industrial

¿Por qué Uds. están estudiandoMarketing Industrial?:


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Importancia del Marketing Industrial

1. La necesidad de entender al cliente empresa. La mayoría de los

graduados de escuelas de negocios trabajan y trabajarán encompañías B2B.

2. La magnitud del Marketing entre empresas: Las comprasorganizacionales se traducen en más del 50% de la actividadeconómica en países industrializados y en vías de desarrollo.

3. El Marketing Industrial es único. No estaríamos aquí si fuese lo mismoque el Marketing para consumidores.

Fuente: Dwyer & Tanner (2007), Marketing Industrial.


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Diferencias Marketing B2B v/s Marketing

B2C1. Relaciones Comprador-Vender: ¡La ventaja del Marketing Industrial

es la capacidad de relacionarse una y otra vez con el mismocliente!

2. Sustanciales diferencias en la Gestión del Marketing Mix:a. El Producto/Servicio vive con el cliente.b. El Precio en Marketing B2C es básicamente: “Tómalo o Déjalo” c. Los Canales de Distribución tiende a ser más cortos.

d. Mayor énfasis en la venta personal, con un estructura especializada.e. Estrategias Promocionales únicas (Ferias, pruebas técnicas, etc.),incluye un mayor énfasis en el uso Web*.

* Validado solamente en USA.


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Cultura Comercial de su Empresa


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Cultura de Ventas (Miope)

• Su negocio tiene una cultura de ventas, si:

• La organización considera que los negocios se cierran

principalmente debido al factor precio.• Ud. conoce mejor a su competencia que a sus

clientes.• Los vaivenes de mercados determinan qué tan bien o

mal, le va a su negocio.• Ud. considera que sus productos son commodities yque la diferencia esta en el servicio y precio.

• La Fuerza de Ventas es la “voz del mercado” para sunegocio.

© Claudio Saavedra, PhD, 2011.


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Paradigma Industrial Antiguo

Producir Vender



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Paradigma Industrial Moderno

Comprender

Producir Vender



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Un Gran Error

• El Marketing Industrial se ha preocupado más por elComportamiento de Compra que del

Comportamiento del Cliente.


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Cultura de Marketing• La oficina y el escaso tiempo con los clientes genera

inseguridad en el diseño de estrategia.

• Su organización ésta convencida que sus productos siempre se

pueden mejorar a favor de los clientes.• La Fuerza de Ventas gana confianza técnica y no sólo

confianza social por parte de los clientes.

• Existe un Equipo de exploración multidisciplinario, en suorganización, que sale periódicamente a terreno.

• Su negocio mide (métricamente) el valor que se lleva elcliente. El precio está en función del valor.



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TIP Nº 1

Un buen Gerente de MarketingIndustrial reconoce la realidad

cultural de su empresa y trabaja poralcanzar una cultura de marketing.

© Roberto Mora C. MSc. & MBA, 2014


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¡No existen los ProductosCommodities, solo existen las

Mentes Commodities!

Arnoldo Hax, PhD.

Sloan Managament School,MIT.


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La Naturaleza de la Demanda Industrial


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En parte, la naturaleza de la Demanda en Mercados Industriales se debe a lostipos de productos vendidos, pues varía si se trata de materias primas,componentes, etc.

¿Por qué es importante entender laDemanda?

© Roberto Mora C. MSc. 2013


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Debido a que las decisiones sobre qué mercados atender, en qué empresasestar y dónde invertir recursos de la compañía, se basan muchas veces en las

proyecciones de demanda.



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Demanda Derivada

La demanda de Productos/Servicios Industriales se derivade la demanda de productos/servicios de sus clientes (lacual también puede ser derivada).

Veamos un ejemplo al final de la cadena:



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Demanda Derivada



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Demanda Primaria

“La demanda de bienes de consumo determina lade los bienes industriales”.

A mayor demanda del bien de consumo mayordemanda del bien industrial que interviene en suproducción, y viceversa.



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Demanda Primaria

Un Ejemplo usando el Caso anterior:



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Demanda Conjunta

La demanda conjunta se refiere a situaciones donde dosproductos se usan al mismo tiempo y tienen demandaligada:

Ej:



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Demanda Conjunta



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Conceptos de Demanda

Elasticidad de la demanda: es el porcentaje de cambioen las ventas relativo al porcentaje de cambio en el precio.

¿Demanda Inelástica?

¿Demanda Elástica?



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INVESTIGACIÓN E

INTELIGENCIA DEMERCADOS B2B



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Conceptos Clásicos de Investigación

e Inteligencia de Mercados B2B¿Qué es la Investigación de Mercados?

Es la actividad que relaciona a los clientes y al medio con la empresa a travésde la información. Esta información se utiliza para identificar, definir y

solucionar oportunidades y problemas de Marketing; generar, perfeccionar yevaluar las acciones de Marketing; monitorear el desempeño de Marketing; y

mejorar la comprensión del proceso de Marketing.

® Malhotra, 2004.


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Conceptos Clásicos de Investigación e

Inteligencia de Mercados B2B

Datos Información

¿Por qué no es lo mismo?



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Inteligencia de Mercados B2B¿Qué es la Inteligencia de Mercados?

Es aquella disciplina propia de la gestión estratégica de las

empresas que permite, mediante el f lu jo permanente deinformación , conocer en forma más profunda el mercado(Negocio, Competencia y Cliente) y el desempeño de la empresa

dentro de éste.

® Malhotra, 2004.

Clave: Interpretación y Comprensión de los flujos deInformación.


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Inteligencia de Mercados B2B • Entonces,

Datos Información

¡No es suficiente!

• El Proceso completo de Investigación e Inteligencia de Mercadonos debe ayudar a TOMAR MEJORES DECISIONES.

• La información entonces es un facilitador del desempeño.



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Conceptos Clásicos de Investigación de

Mercados B2B• Proceso:

Reconocer y definirel Problema de Marketing

Definir el Problema deInvestigación

(Necesidades de Información)

Especificar el Diseñode la Investigación y

las Fuentes de Datos

Desarrollar el método deobtención de datos

Diseñar del ProcedimientoMuestral

Obtener los

datos

Procesarlos datos

Analizarlos datos

Presentar losResultados

® Malhotra, 2004.


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Formas Clásicas de Investigación

Mercados B2B• Métodos Cualitativos

- Focus Group

- Entrevistas en Profundidad (Niveles deEstructuración)- Observación in-situ

• Métodos Cuantitativos – Encuestas (presenciales, telefónicas, on-line, etc.)

• Métodos Mixtos (sensibilizar números)® Malhotra, 2004.


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Características observadas:

• Depende de la Industria

• Muchos datos poca Información• Uso reactivo• Obligatoriedad (Ej.: ISO)• Formatos en general no validados ni en contenido ni

cuantitativamente

Investigación e Inteligencia de Mercados B2B

en AL



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Formas más tradicionales:

- Satisfacción- Imagen/Posicionamiento- Calidad de Servicio

Investigación e Inteligencia de Mercados B2B en AL



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Conceptos de Investigación e Inteligencia de

Mercados B2B desarrollados por el CMI U.Chile

1. Discovery Team (Claudio Saavedra) Nuevos y Mejores ProductosTécnicos

2. Imagen/Posicionamiento (Juan Pablo Muñoz) Patrimonio deMarca y Competitividad Relativa

3. Relacionamiento/Bonding (Roberto Mora & Claudio Saavedra) Vinculación LP Clientes Directos

4. Fuerza de Ventas (Roberto Mora & Claudio Saavedra) EfectividadEjecutivos de Ventas


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¿Para que sirven las Encuestas?



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Utilidad de las Encuestas

1. Medir (en forma objetiva)

2. Describir (menos relevante)

3. Explorar en busca de Insights (menos efectiva)



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¿Cómo se desarrolla una Encuesta en formaseria y adecuada?



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Etapas de Construcción Adecuada de una

Encuesta

1. Validación de Contenido [Cuali]

2. Unidimensional de constructos (Dimensiones) [Cuanti]

3. Confiabilidad de constructos (Dimensiones) [Cuanti]


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Validación de Contenido

¿Quién nos puede ayudar a levantar información?



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• Clientes

• Expertos• Literatura


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• Fase Cualitativa – Exploratoria (Foco en el concepto)

• Forma sugerida: Entrevistas en profundidad

- Análisis de Situaciones- Descripción de Situaciones- Incidentes críticos



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¿Qué se necesita?Experiencia y Talento



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Definición de la Muestra

¿Cuál es el n óptimo?

¿Cuál es el n mínimo?



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Unidimensionalidad de Constructos

1. Todas las variables compongan (definan) a un mismo

concepto (Dimensión u objetivo).

¿Cómo hacerlo en la práctica?

Mediante un software, Ej.:



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1. Antes de empezar, debemos validar cuantitativamente que

la muestra esta preparada para realizar el análisis.

¿Cómo?

Utilizando una medida de ajuste muestral, Ej: KMO



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1. La varianza acumulada (%) debe explicar un piso higiénico

de la varianza total.2. Las cargas factoriales de las variables en la matriz decomponentes rotados deben tener una fuerza higiénica consu constructo mayor.



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Confiabilidad de Constructos

1. Capacidad Test-Re Test de la métrica.

¿Cómo?Utilizando una medida de Confiabilidad, Ej: Alpha de Cronbach

Los Alpha’s de Cronbach deben tener un factor mínimo en cadaconstructo.



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Unidimensionalidad y Confiabilidad

¿Qué se necesita?Paciencia y Conocimiento Estadístico



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TIP Nº 2

Un buen Gerente de Marketing

Industrial se responsabiliza porgenerar y procesar información

confiable y certera con equipos de

exploración en terreno y medicionesde comportamiento.



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Fases de la Cadena de Producción

Fuente: Ames & Hlavacek, 1984. Managerial Marketing for Industrial Firms.

First Stage

•RawMaterialsextraction

Second Stage

•MaterialProcessing

Third Stage

•Manufacturingof parts andsubassembly

Fourth Stage

•Finalassembly

Fifth Stage

•Distribution• Aftermarket

Consumption

•Wholesaleand retailtohouseholdconsumers


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Study Customer Value Chains

• Customer value chains are misunderstood and misusedby many industrial or business to business companieswhen analyzing market segments, determining who tostudy, and thinking about improving customer value.

Definition of a customer value chain: “A segment specific group of downstream and upstream

customers who manufacture, co-supply, distribute, sell or

purchase a product or service that makes its way to thepeople who ultimately use the product or service andexecute the job the product is intended to perform.”

© James Hlavacek, PhD., 2010


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Customer Value Chain Analysis

• The customer value stages or “food chain” neededto reach the end-user must be outlined in aschematic for each defined market segment.

• A customer value chain schematic helps to identify

end users, specifiers, immediate customers,customers’ customers, buying influences, needsand trends.

• Customer value chain research helps analyzemarket segments understand the industrystructure, plan a program of technical customerinterviews, and develop a strategy and businesscase.



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Customer Value Chain Analysis

• Value added chains occur in various lengths.

• The more basic or close to raw materials you are, usuallythe chain is longer. ( Examples; mining ore or copper)

• The closer you are to the final end-user, the shorter thechain (Example; Deere tractors and hydraulic quickcouplers)

• Safety and regulatory agencies, distributors, fabricators,

integrators and other parties can lengthen the chain.



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Cadena Industrial Genérica



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Cadena Industrial Peruana

• Ejemplo:

Modificado de Claudio Saavedra, PhD., 2011.


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Cadena Industrial

¡Su Uso es Estratégico!

¡Dibújelas con la alta gerencia de laempresa, analícelas y

compréndalas!



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TIP Nº 3


conoce y entiende las cadenasindustriales donde participan susproductos y servicios



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Unidad de Toma deDecisiones (DMU) B2B


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¿Quién hace realmente la compra?

© Roberto Mora C. MSc.& MBA, 2014


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Decision Making Unit (DMU):

• Iniciadores: Reconocen la necesidad.• Gate Keepers: Ejercen el rol de dejar entrar o salir

información.

• Influenciadores: Conducen la decisión, al entregarinformación y/o definir especificaciones.

• Usuarios: Quienes utilizan el producto y/o servicio.• Decisor Final: Toma la decisión de adquirir el bien.• Autorizador: Antes que la decisión se traduzca en acción,

hay personas con el poder de autorizarla y/o rechazarla.• Compradores: Ejecutan la compra.



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En una organización B2B moderna, los roles másrelevantes son:

• Influenciadores.• Decisor Final.



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Ej: Adquisición de equipo nuevo para Soldar



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TIP Nº 4


Industrial tiene codificada la unidadde toma de decisiones (DMU) de todo

su mercado (cliente y potencial).



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Canales de MarketingB2B


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Canal de Marketing:

Conjunto de organizaciones interdependientes queparticipan en el proceso de poner un producto o servicioa disposición del consumidor o usuario de negocios.



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Importancia:

1. Las decisiones de canal afectan directamente acualquier otra decisión de marketing

Ej.: Fijación de precios, comunicaciones de marketing

2. Un sólido sistema de distribución puede ser una ventajacompetitiva.

3. Las decisiones de canal implican compromisos a largoplazo con otras empresas.



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En definitiva un canal robusto*:

Es un activo competitivo….que no es fácil replicar ….por lotanto una ventaja competitiva.

*Fuente : Marketing Channels: Stern, et al. 2006


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© Roberto Mora C. MSc MBA. 2014

Influencia de un intermediario


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• El número de niveles de intermediarios indica la longitud• Canales directos e indirectos (Kotler, 2008)

© Roberto Mora C. MSc MBA. 2014

Longitud del Canal


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© Roberto Mora C. MSc. MBA 2014

Ej: Distribución Multicanal(Barras para Hormigón)

Segmento 1de Negocios


Fuerza de Ventas

Fuerza de Ventas Distribuidores

RetailDistribuidoresEspecializados



Mandante Mandante Mandante Mandante


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El Canal de Marketing es Dinámico

• Miembros del canal cambian en el tiempo.

• Sin embargo los flujos realizados se mantienen.

• Por lo tanto al eliminar un miembro del canal se debeconsiderar el costo de reemplazar este desempeño.



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Framework: Articulación del Canal

• Análisis de diseño e Implementación del canal

• Para crear rutas a mercado efectivas y eficientes

• Obtener coordinación del canal• Estado en el cual los miembros del canal actúan para

llegar a las metas del canal, en lugar de sus metasindividuales.



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Flujos del Canal:

Actividades y procesos que se comprometen a

realizar los miembros del canal de marketing.

Su labor genera SO’s para los clientes finales.



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“La identificación de qué flujos de canal

son realizados en el canal de marketing, por quién , y en qué niveles ayudan enla Administración del Canal”.


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Miembros específicos del canal se especializan en uno omás flujos y pueden no participar en los demás flujos.

Se puede remover un miembro particular del canal, pero el

flujo del canal NO puede ser eliminado.Los flujos no sólo contribuyen a la generación debeneficios. También tienen asociados ciertos costos.


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.

Marketing Channels, Stern et al., 2006

P R O D U C E

R

C O N S U M E R I N D

U S T R I A L

A N D H O U S E

H O L D

R E T A I L E R

S

W H O L E S A L

E R S

Physical Possesion

Promotion

Ownersship

Negotiation

Financing

Risking

Ordering

Payment

Commercial Channel Subsystem

Physical Possesion

Promotion

Ownersship

Negotiation

Financing

Risking

Ordering

Payment

Physical Possesion

Promotion

Ownersship

Negotiation

Financing

Risking

Ordering

Payment

Flujos del Canal


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Costos Asociados a los Flujos del Canal


Flujos Genéricos Costo

Posesión física Almacenaje y reparto

Propiedad Inventarios

Promoción Ventas personales, publicidad, etc.

Negociación Tiempo y legales

Financiamiento Crédito, condiciones de venta, etc.

Riesgo Garantías, servicio post-venta, etc.

Órdenes o pedidos Tratamiento de ordenes de compra

Pago Cobranza, Deudas incobrables


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TIP Nº 3


entiende que aporta cada nodo oeslabón del canal de marketing ocadena industrial.



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IMPROVED JOB OUTCOMES

APPROACHTO BETTER NEW PRODUCTS



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Improved Job Outcomes Approach

6. Ask and probe with the right “why” and “what if”questions

7. Discover and verify important unmet needs

8. Prioritizing important unmet needs

9. Win/win value propositions tie it all together

10.Intimate Industrial Customer Visits



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Defining The Improved Job Outcomes Approach

The late, Ted Levitt stated in a classic article in 1960,titled, “Marketing Myopia” in the Harvard BusinessReview :

“Customers don’t want a quarter-inchdrill, they want a quarter-inch hole.”

Message: Ted Levitt fue un avanzado a su época - -es la tarea la que debe ser hecha, no el punto devista limitado a la referencia del cliente o productode como desempeñar el trabajo mejor.


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“If I had asked thecustomer, he would have

asked for a faster horse.”

At the launch of the Model T, Henry Ford said:


D fi i Th I d J b O t


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How did Thomas Edison Innovate? “Edison always immersed himself in the customers

environments - - he literally went to their factories,

offices and home locations to analyze the jobs theywere trying to get done and saw how people inthese different settings struggled.” *

*Source: The Thomas Alva Edison Library, Rutgers University, New Brunswick, New Jersey

D fi i th I d J b O t


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Defining the Improved Job Outcome Approach

Steve Jobs, Co-Founder of Apple, Inc., said: “A lot of times people

don’t know what theywant until you show

it to them!”


fi i h d b


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Defining the Improved Job Outcomes Approach

“The present and future state job outcomes, not the

current product, should bethe unit of analysis.”

Clayton M. Christensen Author of “The Innovators Dilemma” And “The Innovators Solution”, pp. 75


Defining the Improved Job Outcomes


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Defining the Improved Job Outcomes Approach

• Innovative suppliers should focus onthe stated and especially unstated *jobneeds.

• Improving job outcomes requires a newmind-set and language that includes

“minimizing,” “eliminating,”

“preventing” and “increasing” the joboutcomes of users.

*Lo que se necesita hacer.


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The Language of Improved Job Outcomes

The new vocabulary must include: – Eliminate – Prevent – Reduce – Improve

– IncreaseNote: All these terms improve the customer’s productivityby making or saving them money.

Summary:


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Summary:The Improved Job Outcomes Approach

• Una metodología que observa y aprende de cómoend-users, the customers’ customers y OEMs desempeñantareas en sus lugares de trabajo.

• Requiere equipos de personas para salir a terreno,plantas, oficinas, y laboratorios para ver como losusuarios hacen su trabajo, y ver o experimentar susproblemas y dolores.

• El objetivo es mejorar los resulatdos de las tareas delcliente del cliente y usuario final, e incluye ciclos de vidasmás cortos o menores costos, mejoras en la productividady mayor desempeño.


Get Beyond The Voice of the Customer


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Get Beyond The Voice of the Customer(VOC)

• Rather than accepting all customer statements and specificationsas a “given”, progressive industrial suppliers go beyond the VOC,to customer’s customers and end-users.

• Most companies do not realize that unstated, unarticulated orunimagined needs can be found in the daily routine of

workers, even when the technology already exists on the shelf.• Most companies do not realize that work habits cause users to

create workarounds and accept pain and problems that canbecome the source of your next new product.

• Most companies do not observe and learn from present orpotential customers using their products and competitive solutionsin their workplaces.


Overview of VOC Versus Improved Job


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Overview of VOC Versus Improved JobOutcomes

Traditional VOC Approach Improved Industrial Job Outcomes1.The customer can describe all of

their job needs1.Customer’s can’t describe many of

their important job needs

2. Idea-first approach is flawedbecause many customer ideas don’t

improve their workplace outcomes

2. Job-needs first approach observesand verifies poor job outcomes in the

users workplaces before designing

3.The voice of the customer (VOC)assumes that OEMs can describeimportant unmet needs ofdownstream end-users

3.Mandate that all users in the valuechain must be studied to identifyunder served job outcomes and thatyou can’t rely on the OEMs to speakfor customer’s customers or end-users

4.Results in mostly me-too,incremental and indifferent newproduct features with success ratesof 25% or less

4.Results in more next generation andbreakthrough industrial products withsuccess rates often in excess of 70%

iff h i


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Two Different Approaches to InnovationTraditional Ideas First Approach New Job Needs First Approach

1. Brainstorm and generate as many ideasas possible with and without customersand then test them

1. First go to customers’ or users’ workplaces to intimately study andlearn about their important stated andunstated job needs

2. Trail and error idea evaluation of a

large number of ideas is high cost andhigh risk and a undisciplined process

2. Find the root cause(s) of job pain and

job inefficiencies from a systematicanalysis of customers’ workplace needsin a job map

3. Tools: voice of the customer (VOC),focus groups, customer visits, surveys,paired comparisons and conjointanalysis

3. Tools: Customer immersion, lead users,primary and secondary job functionsand areas for improvement on a jobmap

4. Customers can make the connectionbetween ideas and technical solutions

4. Customer cannot make the connectionbetween a job need and thetechnological solution

5. Companies struggle to achieve newproduct success rates greater than 25%

5. New product success rates in excess of50-70% are common


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Improved Job Outcomes Approach

Intuit and H-P Mandate the Job Outcomes Process:1. Intuit, the maker of small business and personal finance

software (Quicken, Turbo-Tax) had software engineers gointo the field to observe hassles of veterinarians doingbookkeeping, billing and tax paying - - after designing

prototypes, the same software engineers observed theiremployees using prototypes in veterinarians' offices.

2. Before designing, product development engineers fromHewlett Packard’s Medical Equipment Group spend a lot oftime in the operating room and in intensive care recoveryareas observing surgeons, anesthesiologists, and operatingroom and ICU nurses at work. By watching physicians andnurses in their workplace, astute design engineers identifyproblems (and often proprietary solutions) that users wouldnever have thought to ask for.



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Learn About Needs Across the Value Chain

• Observe, identify and verify stated andespecially unstated unmet needs frommany users in the Customer ValueChain

Interactive,Intimate and

On-GoingCustomer

Field Studies

• Observe end-users, customer’scustomers and OEMs in their workplacefor improved job outcomes

YOU MUST:

• Use mail, *phone and email surveys?• Employ focus groupsDO NOT:

*Excepto para métricas de control de modelos confirmatorios


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Short Customer Value Added Chain:Parker Hannifin Hydraulic Quick Connectors

Copyright 2010 by Market Driven Management and The Corporate Development Institute, Inc. ALL RIGHTS RESERVED. No part may be reproduced in any form or by any electronic or mechanical means without permission in writing from James D. Hlavacek.

QuickCoupler

Manufacturer(Parker Hannifin)

1.Immediate

CustomerAG EquipmentOEMs

Deere, Kubota,

New Holland,

J.I. Case

2.

Customer's

CustomerAG Dealers –Maintenance/

Service &Industrial

SupplyDistributors

3.

End-Use

Farmers(some may

orderreplacementcouplings onthe Internet)

Determine Unmet User or Job Needs in 1-3,but start at #3 – End-Users

(Never let one party speak for another party in the chain)

Agricultural Market Segment


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Long Customer Value Added Chain:

Stryker Medical Implants

Copyright 2010 by Market Driven Management and The Corporate Development Institute, Inc. ALL RIGHTS RESERVED. No part may be reproduced in any form or by any electronic or mechanical means without permission in writing from James D. Hlavacek.

BodyImplantSupplier

StrykerMedical

1.ImmediateCustomerOrthopedicSurgeons

2.Customer'sCustomer

FDA

Compliance &Safety

Authorities

3.HospitalAdmin-

istratorsCosts

and Quality ofCare

4.Third Party

PayersMedicare &

InsuranceCompanies

5.Patient orEnd-User

Elective orEmergencySurgery

6.PhysicalTherapist

Hospital

Employee orOutside Service

Determine Unmet User or Job Needs in 1-6, but start at 5, 6and then 1 before visiting all parties in the chain(Never let one party speak for another party in the chain)

Medium Length Customer Value Added Chain:


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Medium Length Customer Value Added Chain:BASF Polymers

PolymerSupplier

BASFPolymer OurManufacturer

1.ImmediateCustomers

InkManufacturersSun, Flint, Toyo

Mostlyprocessing needs

2.Customer'sCustomerCommercial

PrintersMostly

performanceneeds

3.Customers'Customers'

CustomersPackagingCompanies

MeadWestvaco,Bemis, Printpack

4.Retailers

Fast Food

Companies

McDonalds,Wendy's

(Our End-User)

5.Households

orFinalUsers/RetailConsumers

Spec’s and approvals are done at #4,the end-user for the water borne polymer from BASF

With in-depth studies and on-going technical-to-technical dialogues identifyand verify needed important Job Outcomes needs at each stage

Where is customer value being provided? – In Stage 4

Never let one party speak for another party in the chain

CustomerValue Chain for LCD Optical Films Applications = Notebooks, Monitors and Flat Panel TVs


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RESIN SOLUTIONS

Diacel – CTA

Eastman – CTA, CAP

Acetati / Push - CTA

Zeon - COP

JSR – COP

FILMS

Fuji

Konica

Hyosung

TacBright/LOFO

IPI

Nippon Zeon

POLARIZERS

Nitto Denko

LG Chemical

Optimax

Sumitomo

Sanritz

Others

PANELS

Samsung

LG Display

Sharp

AUO

CMO

Others

OEM

BUILDERS

Samsung

SONY

LG Elect.

Sharp

Panasonic

Top 5 > 95% Top 5 > 95% Top 5 > 85% Top 5 > 75% Top 5 > 60%

1. 2. 3. 4.

5.RETAILERS

6.END-USER GROUPS


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TIP Nº 5


Industrial conoce las necesidadesdel usuario final y homologa el

lenguaje con el resto de la cadena y

ésta se vuelve más técnica yprogresiva.


Working With Your Downstream Customers’ Customer


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gMarket Segment = Workwear/Rental Uniforms

(1)

Textile ChemicalSupplier

(2)

Immediate Customers

(3)Customers’ Customer

(Workwear Rental Market)• In-licensed a proprietary

aerospace technology thatincreases the durablewear-life of uniforms by 30%

and thus decreases thegarment replacement rateby 25%.

• May also increase appearance in colorretention and reduce fraying.

• Downstream end-usetesting methods had to beknown.

• Textile Mills

• Fabric Finishers

(Mostly in Asia)

* Cintas Workwear RentalMarket Segments (by vocation and kind of soil): – Automotive-Manufacturing and

Repair – Flame Resistant – Meat Processing/Hospitals – Clean Room/Labs

• Five Job Outcomes, Goals andtesting methods:

1. Increase Comfort

2. Reduce Shrinkage Control3. Improve Durability-Strength/Wear-Life

4. Improve Appearance Fraying andColor Retention

5. More Safety-Fire Resistance

* Denotes our lead end-user(4)

People wearing uniforms are the final end-user

Technical Pull-ThroughBetween 1 & 3

Customer’sCustomerCommon

Testing Methods

Common Objections to


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Common Objections toDownstream Value Chain Studies

Why the immediate customer and/or your salespeople oftendo not like you to go downstream to learn:1. Think you’ll go around or eliminate them (especially paranoid

distributors)

2. Don’t want us to confuse “their” downstream customers 3. Don’t see downstream users as a shared customer

4. People don’t understand the co-destiny and need to collaboratedownstream and upstream

5. The company is more internally or product focused6. May reduce the ability of the immediate customer to influence

your pricing




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jDownstream Value Chain Studies

Continued:

7. No history of working closely with downstream customers orupstream suppliers

8. Don’t see the value of downstream and/or upstream collaboration 9. Have had bad value chain collaboration experiences10. Requires more time, work and need to leave comfort zones11. Might show what they don’t know about customers’ customers

and end-users

12. Don’t have proactive downstream relationships; only reactivewhen there is a downstream problem that usually your technical,not sales people, address




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Common Objections toDownstream Value Chain Studies

Continued:13. Don’t know who to contact downstream 14. Don’t know how to develop a superior value proposition for

someone else’s downstream customer

15. Your sales people see the immediate customer as “their customer”and their personal relationship16. The company is a sales “push” company and not a strategic

marketer doing missionary “pull through” work 17. Downstream activities may take some pressure off unit price buying

and upset immediate customer’s procurement people 18. Your technical and application people are often more comfortable

than your sales people are when working with downstream end-users - why?

Researching Downstream Value Chain


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Researching Downstream Value ChainNeeds

Guidelines:

1. If you wait for the immediate customers request (includingdistributors,) you may be too late and may be forced to ‘match’ thecompetitors solution and then asked to provide a lower “me-too” price.

2. Learn what the immediate customer’s relationship is with thecustomer’s customers, end-users or “their” customer.

3. Find out why the immediate customer may not want you to visitwith the customer’s customers and/or end-users, but don’t surprisethem by just going.

4. Make it clear to immediate customers and your salespeople thatyou need to identify longer term needs and not second guess thecustomer’s customers or end-users needed improved job outcomes.

5. Stress to the immediate customer and your salespeople thatlearning about the downstream user groups’ current and future joboutcome needs is important.

6. Maybe have the actual or small scale machines that duplicate theend-user customer’s customer process or maybe rent machine time.

Disc ssion G ides


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Discussion Guides

“Juzga a un hombre por suspreguntas, en vez que por sus

respuestas”

Voltaire

Author and Philosopher


Discussion Guides


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Discussion Guides

Overall purposes:• To avoid having a meeting that is a waste of

time for both parties.

• To have the agenda topics relate to the

research objectives or scope.• To have consistency between each interview

and companies visited - - especially for globalapproaches.

• Have the core and extended team develop thequestions!


Li it ti f T diti l Q ti i


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Limitations of Traditional Questionnaires

• Generally, a discussion guide should notbe more than 2-4 pages of open-endedquestions.

• Technical people are often uncomfortablewith open-end or conversation typegeneral topics.

• People with technical backgrounds tend tobe more comfortable with precise and toomany closed-ended questions in discoveryinterviews.


Concept of “Funnel Down” Questions & Probing


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Concept of Funnel Down Questions & Probing

Start with more general and easy toanswer questions for designers,operators and end-users

More specific open-ended questionsabout problems, causes and effects

Ask ForIdeal Solutions

Probe

Probe

Probe

Probe

Probe for Pain Probe for Pain

2. More Technical Questions

From Design/TechnicalPeople (OEMs)

1. Observations & Questions from Users/Operators

(End-Users)

Probing Skills


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If you just ask, you’ll learn about this.

You need to probe to learn about this!

Funnel Down Discovery Questions for OEMs and End-Users


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1. ¿Cómo funciona su sistema actual con un diagrama de flujo esquemático?

2. Cuéntenos que funciona bien en su sistema actual.3. Cuéntenos que problemas tiene con su sistema actual.4. ¿Qué problema son más importantes de solucionar, y por qué? Please rank.5. Qué soluciones han sido ideadas para cada problema?

6. ¿Cuánto tiempo está envuelto en cada problema?7. ¿Cuánto cuesta cada problema para su operación?8. ¿Cuál es el nivel de uso aproximado del sistema actual (en un año)?9. ¿Qué otras limitaciones observa de su sistema actual?10. ¿Cuánto tiempo está involucrado en cada una de estas limitaciones?

11. ¿Cuánto costo está involucrado en cada una de estas limitaciones?12. En el futuro, que cambios puede anticipar que se harán a su sistema?13. ¿Puede describir cualquier futura legislación o regulación que está

enfrentando?14. Sin restricciones, describa que observa como sistema o resultado ideal.

y Q

Checklist of Probing or Trigger Questions(Use with “Funnel Down” Discovery Questions Supporting Framework)


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• How much less downtime?

• How much faster will lines runs or throughput occur?• Changeover time is reduced between different product runs?• How can waste or recycle stream can be reduced?• How can we make our final product more uniform to specs?• How can we reduce the customer’s defects? • How could a raw material or part be eliminated?• What less expensive raw material or part could be substituted?• How the solution could be more robust?• How could a process step or function be eliminated?• What process steps or functions could be combined?• What functions could be outsourced or simplified?

• How could your total cost be reduced?• How could less energy be consumed?• How could packaging or shipping costs be reduced?• Any health hazards or environmental regulations?• Any ergonomic problems or data from safety records?

CapacityIncreases

ImprovedQuality

ReducedMaterial Costs

Safety Needs

Reduced Labor

and/or MaterialCosts

(Use with Funnel Down Discovery Questions Supporting Framework)

Why Job Site Studies are Vital?


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“Most of whatindustrial users do and want is

not accessible – exceptthrough direct observation andinterviews where they work.”

Jonathan SadlerProduct Development EngineerBobcat Company



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“Observing and questioning tileinstallers at job sites revealed where better

solutions were needed.” ChemistBASF Admixture Systems

Cement Additives


What Traditional Market


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Research Doesn’t Usually Reveal 1. The specific job functions or

steps customers’ perform to do

a job

2. What workarounds customersface

3. The negative experiencesthey are having with theircurrent solutions.

Purpose of a Job Site Study


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Purpose of a Job Site Study

Observe Users, Ask Questions and Learn: What jobs or functions must be performed?

Where are the problems and pain in doing each step ofthe job?

What future job outcomes are desired? What would an “ideal” future state outcome look like?


Two Types of Job Site Studies


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yp1. Unstructured Observations (Discovery):

– Very open ended “hanging-out” visits – Day-in-the –life of a user studies – Often public settings – Each takes many hours/usually many days

– Done to identify improved job outcomes2. Structured Observations (Preference):

– Done after unstructured visits as a follow-up session – More private settings with specific questions

– May involve discussions about competitive products,alternative approaches and specific new designs – May involve prototypes and field trials – May involve users rating and prioritizing each improved job

outcome


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Who Should Go On the Job Site Study?


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y

• The technical people responsible for designingnew products must have face-to-face dialog withpresent and potential users.

• In addition, the marketing, commercial or

business development people should attend andhelp develop a win/win value proposition andbusiness case.

Who You Should Meet With at Each Job Site?


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• Interviewers must first understand the value chain ineach segment —start with progressive customer’scustomers, end-users, then visit OEMs.

• Interviewers must be alert and keep their eyes and

ears open during the entire visit from the customersreceiving process through their after sale serviceneeds.

• Always meet with multiple informants at each location – the more experienced users are usually better.


Who You Should Meet With at Each Job


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Site?• Senior craftsmen and technicians who work in testinglabs and with the actual production should be

interviewed about problems, concerns, and areas forimprovement.

• Senior shift leaders, first line supervision, qualitycontrol people, lab technicians, customer service andmaintenance people are great sources of information.

• Ask everyone about downtime, waste,

accidents/safety, slow cycle time, product quality, andwhy these occur - - think in terms of Root Cause Analysis (RCA)

Develop a Work Flow Diagram and Questions


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p g Q

1. Plan theCuts

• In a big tree,on theground, on aladder or in acherry picker

2. Start theSaw


3. Start the Cut


4. Operate theSaw


Sequential Primary Jobs to be done: Cutting down a large tree

Courtesy of

Learn About Improving Job Outcomesthroughout the workflow

Develop a Work Flow Diagram and Questions


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Joy Surface Mining Example: To identify bottlenecks,pain and other undesirable job site outcomes:

Job Steps or Sequential Job Outcomes:1. Drilling and blasting of overburden and minerals

2. Load overburden and minerals with electric or hydraulic powershovels into crushers

3. Load trucks and/or conveyors of minerals with power shovels

4. Spreading and/or hauling away overburden and minerals withconveyors or trucks and then load on trains

5. Reclamation of the overburden with power shovels and otherearth moving machines

• The objective of Joy is to improve job outcomes byreducing the cost per ton/per hour of production


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TIP Nº 6


Industrial lidera las visitas a terrenode un equipo multidisciplinario de lacompañía a los distintos nodos de la

cadena industrial.


Where to Spend Most of Your Time on the Site Study


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Silos Tanks

1. Inputs 2. Process &Job Outcomes

3. Outputs orFinal Outcomes

Tour focused onthis area

Where to Spend Most of Your Time on the Site Study

The Job Site Study Tool Kit


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1. Spiral Bound Notebooks

2. Timer or stopwatch

3. Tape measure4. Sample collection devices

5. Labels

The Job Site Study Tool Kit


Summary – Job Site Studies


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• An understanding of the end-users and OEMs workflow provides the vital framework to observe,question, probe and learn about unmet and oftenunstated job needs.

• An in-depth understanding of the customer’soperations and workplace job functions allows thesupplier to better identify problems and unmet needs.

• In short, identify the customers current and futuresources of job pain!


Categorizing Important Unmet Needs inE h S ’ V l Ch i F E d U d


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Each Segment’s Value Chain For End-Users and

OEMs

3. Unspoken

(Unstated)

2. Expectations(Stated and Unstated)

1. Requirements(Stated)

Hierarchy of Unmet Industrial Needs

Excitement or

WOW Job Needs

Greater Job

Performance Needs

Must Have

Job Needs

(Adapted with permission from Dr. Kano.)

4. Indifferent Job Needs:For this Market Segment

Team Exercise: Categorize, Weight and Rank Important JobOutcome Needs


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Outcome NeedsSegment or

Application: _______________________________

Country/

Region: ___________________________________1. Must Have Needs

or Job Outcomes2. Improved PerformanceNeeds or Job Outcomes

3. Excitement Needsor Job Outcomes

4. Indifferent Needsor Job Outcomes

Code each unmet need or improved job outcome as;H = Hunch, TBV = To Be Verified, or V = Verified

Kano Method to Spider Diagrams


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• After categorizing needs as:1. Must have

2. Improved performance

3. Excitement

4. Indifferent

• Place the unmet needs from the Kano method in 1-3above on a Spider Diagram for internal

communication and external dialogues withcustomers and suppliers.


Learn the Customer’s Test Methods and Limitations of Each


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• Tensile Test• Shure A – Hardness

• Rebound Elasticity

• Heat Build-up• Dynamic Strength

• Aging Tests

• Rhoemeter Curves• Mooney Scorch curves

• Mooney Shearing Disk Viscometer


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Side-By-Side Customer Field Trial(Done for Thermal and Acoustical Effectiveness)


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0

10

20

30

40

50

60

70

80

90

100

110

Inside Car Gear Box Front LegRoom Area

Back LegRoom Area

Firewall InsideMiddle

T e m p e r a t u r e

( ° C )

Current Competitive Thermal Solution

New Aerogel Solution with Thermal Material

BMW Goal

Customer’s Thermal Testing Procedure: 30 miles per hour in low gear pulling 3 tons up a mountain for 30 minutes at 40° C.

Outside temperature 30° C

MW Group

Technologie Oberfläche

Identify Regional Performance Differences


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de t y eg o a e o a ce e e ces

Diverse Regions for Wood and Vinyl DeckCoating Tests:1. Cleveland, Ohio

– Frequent freezing and thawing

2. International Falls, Minnesota – Severe cold, snow and ice

3. Phoenix, Arizona

– Arid, intense sun and heat4. Tampa, Florida – High humidity, salt air and intense sun

Courtesy of

Side-By-Side Experimental Designs(Coating Two Different Substrates and the Plusses and Minuses)


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(Coating Two Different Substrates and the Plusses and Minuses)

Wood Decking Vinyl DeckingUser Plusses User Minuses User Plusses User Minuses

Guidelines: Plusses and minuses always include installation time, skill required, cost,maintenance, life cycle costs and may include fading, color change, tree sap, berriesfrom trees, cracking, black spots, mold, mildew, too hot to walk on, aesthetic look andfeel of the natural versus synthetic materials – you might also separate the plusses andminuses into functional and aesthetic factors and analyze results between regions or

countries

Spider Web Diagrams


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1. Plot the customer’s current productperformance on important attributes.

2. Plot competitive product performance on eachattribute.

3. Plot the customer’s desired productperformance goals.

4. Allows customers to rank attributes and makeany needed tradeoffs.

5. Create a performance fact-basedcommunication vehicle between users andsuppliers.


Spider Diagrams of Important Job Outcome NeedsS id di ll id ib f h K h d i i ’


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12345

6789

101. ________

6. ________

5. ________

4. ________

3. ________

2. ________

Your Upgrade or New Product

Best Competitor or Your Existing Productor Best Known Solution (BKS)

Spider diagrams allow you to consider many attributes from the Kano method categories at once against customers’preferences, competitive offerings and your new solution. Note: price is not an attribute and all attributes or improved

job outcomes should be verified, ranked and weighted, and trade-offs done with customers’ input.

Application/Segment: _____________Country/Region: _________________

Spider Diagrams of Important Unmet Job Outcomes


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123456789

101. Softening Point

6. Viscosity

5. Piel @

4. Cohesive Strength

3. Shear

2. Tack

Your Upgrade or New Product

Best Competitor or Your Existing Productor Best Known Solution (BKS)

Spider diagrams allow you to consider many attributes from the Kano method categories and against customers’ preferences, competitiveofferings and your new solution. Note: price is not an attribute and all attributes or improved job outcomes should be verified, ranked and

weighted, and trade-offs done with customers’ input.

Application/Segment: Adhesives/Non-Woven Disposables

Country/Region: Americas/Europe

Lead Users: Henkel/National/P&G/Kimberly Clark

180° C

(____)

Plotting Important Job OutcomesTruck Tire Segment for Better Fuel Economy:


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Truck Tire Segment for Better Fuel Economy:

New SilicaReinforced

Treads

Standard Carbon Black

Reinforced Truck Tire Treads

Abrasion Resistance

Dry & Wet Skid Breaking Rolling Resistance

Note: Improved processingbenefits not included

The Evolution of Customer Value7


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Relationship

Selling

Time

Product

Knowledge

+

Application

Knowledge+

SolveProblems

withCost-

EffectiveSolutions

+

Develop Value

Propositionswith

Customersin Labs andField Trials

+

Price By

ValueReceived,Not JustCost Plus

+

Learn theCustomer’sOperation &ImportantUnmet JobOutcomes

+

12

3

4

5

67


TIP Nº 7


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TIP Nº 7


Industrial compara métricamente eldesempeño de sus productos yservicios con la competencia y

entiende las diferencias.


Concepto de Valor


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Concepto de Valor

• Valor en mercados B2B se define como la cantidaden términos monetarios de los beneficios económicos,técnicos, sociales y de servicios que el cliente recibe a

cambio del precio que paga por la oferta del proveedor.

® Anderson & Narus, 2004, “ Value Merchanters”, HBR Press.

Operativizar el Concepto de Valor


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p o p o o

Valor= Beneficios Económicos + Beneficios No-Económicos

Beneficios No-Económicos ≈ E (Beneficios Económicos)

® Roberto Mora Cortez, MSc. & MBA 2013

Valor ≈ Beneficios Económicos

Operativizar el Concepto de Valor


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p p

• Ecuación Fundamental de Valor:

( Valor – Precio ) > ( Valor - Precio)


nn r r

Estrategia de Precio en Base al Valor


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g

Percibido

Fuente: Claudio Saavedra, 2011 ®

Pros Contras/Desafíos

Paga el esfuerzo de entregar másvalor

La cuantificación del valor imponedesafíos no menores

Rentabiliza los negocios sin el sello de “abuso” por parte del proveedor La definición de “valor” del clientecambia con frecuencia.

“Obliga” al proveedor a involucrarseen las operaciones del cliente

Es difícil sino imposible aplicar a todoslos clientes de una empresa conmercado atomizado

Genera compromisos y promesas más

profundas entre proveedor y cliente

Un mayor valor, y por ello un mayor

precio debe ser respaldado por unmejor producto/servicio

Operativizar Value based Pricing


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p g

• Caso Práctico (simple)

Nuevo Parker-Cold® es un dispositivo para disminuir la temperatura delmotor.

Tasa de fallas del 1%-3%, comparada con al 7%-8% de la mejorcompetencia. La mejor competencia actual cuesta entre US$340 y US$360

Datos Adicionales

Mano de obra de reemplazo (por falla): US$ 200Daño de motor promedio (por falla): US$1.000, con probabilidad de daño:30%.



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Precio Justo (Adecuado)


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( )

Fuente: Claudio Saavedra, 2011 ®

MayoresIngresos

Ahorro

CostoOportunidad

$ Valor percibido

Precio Adecuado

∆ Valor del Cliente

TIP Nº 8


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TIP Nº 8


Industrial comprende y articula elconcepto valor dentro de la compañíadesde la perspectiva de los beneficios

económicos entregados.


Propuestas de Valor en Mercados B2B


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® Anderson, Narus & Van Rossum, HBR, 2006.

Las empresas y en consecuencia sus ejecutivos de ventas utilizan eltérmino “Propuestas de Valor” . Se pueden exponer 3 formas dearticularlas:

• Todos los Beneficios

• Puntos favorables de diferencia

• Foco de resonancia


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• Puntos favorables de diferencia

Se reconoce de manera explícita que el cliente tiene una alternativa.

Por lo tanto, relativiza la oferta.

¿Qué es un punto de diferencia?¿Qué es un punto de paridad?

¿Qué es un punto de controversia?



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• Foco de Resonancia

Este enfoque reconoce que los ejecutivo que toman decisiones decompra tienen niveles de responsabilidad más altos y normalmentedisponen de poco tiempo. Estos quieren hacer negocios con

proveedores que entiendan plenamente los aspectos cruciales de laempresa y que ofrezcan una propuesta de valor simple, pero al mismotiempo poderosamente atractiva.

Se concentra en uno o dos punto de diferencia y podría incluir unpunto de paridad (¿Por qué?)

¿Qué complejidad observan?


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® Roberto Mora Cortez, MSc. & MBA 2014

Para Reflexionar:

¿Ven la conexión entre las Propuestas de

Valor y el Marketing ComunicacionalIndustrial?

TIP Nº 9


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TIP Nº 9


Industrial define propuestas devalor (beneficios) con base en elmétodo de foco de resonancia.


Documenting Customer Value


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Value Statement #1“We spend too much time negotiatingprice and too little time documenting andcommunicating value.”

Tom KriegVice President

Engelhard ChemicalDivision of BASF

Do you agree with this statement?

Documenting Customer Value


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Value Statement #2

“Customers buy documented benefits,

not features.” Dermot DunphyFormer Chairman

Sealed Air

How to be Different and Better to YourCustomers


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Customers

• Reduce the customer’s total costs orlife cycle costs

• Eliminate sources of pain

• Increase their performance• Improve their sales

• Provide a satisfactory total experience

• Do the above with the customer’s customers andend-users

The Total Product/Service Package


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1. Generic Product

The Core Product2. Expected Package

Most customers have minimal expectationsthat exceed the generic product ; theyinclude the right delivery, terms, technicalsupport, expediting, trouble shooting, etc.

3. Augmented PackageProduct performance and/or services beyondwhat is expected; your employees will needtraining to identify and verify the unmet needs,document the tangible and intangible valuereceived, and then price with a compellingvalue proposition.

4. Potential Package Anything potentially feasible to hold and attractcustomers –offering them more than they thinkthey need or have become accustomed to

receive. These augmented tangible andintangible benefits can create ‘wow’ reactionsfrom customers and should be pricedaccordingly. You may have to add certaincapabilities to provide this added value and acompelling value proposition.

Adapted from “Marketing Success through Differentiation - -

of Anything” by Theodore Levett, Harvard Business Review ,

Jan-Feb ‘80, p.p. 83-91.

1.

2.

3.4.

Think About Value Like a Plant Manager or anEnd User


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End User• Downtime• Thru-Put• Energy Cost• Cycle Time• Troubleshooting

• Health and Safety• Reduce Expenses• Performance• Labor Costs• Storage Space• Raw Material Costs• Recyclability

• Life Cycle Cost• Consistent Quality• Capital Savings• Scrap Rates• Return on Investment

• Payback Period• Maintenance Cost• Product Support• Freight Costs• Ergonomics• Inventory Cost• Better Job Outcomes

Think total cost or life cycle cost over unit price!

Must Convert Most Benefits to Money


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“Value propositions with money

savings are always more engaging than

just using words or claims that you’rebetter.”

TIP Nº 10


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TIP N 10


Industrial acostumbra a lacompañía a demostrar y documentarvalor.


Converting Most Benefits To Money


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1. The raw information must be translatedinto the “number of something saved” peryear.

2. Next, a realistic dollar or money valuemust be assigned to the “something

saved” per year number.

3. Performance improvements, total cost

savings and failure rates, etc., must berealistically presented in the marketsegments language and the customers’

economics.

Weak Customer Value Propositions


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“We have the best customer service.” “We design and market value added

solutions.”

“We will exceed the new governmentregulations.”

“We will provide the power of our company.”

These statements are:• Vague generalizations• Undocumented claims• Shallow thinking• Buzzwords

Better Customer Value Propositions


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“We will reduce the number ofsuppliers, parts numbers, and inventory.”

“We will reduce the noise,

water usage and weight in each machine”

“We will improve the ink jet printability and eliminate

the need for synthetic sizing additives”

“We will improve the wear resistance of components

while reducing the number of parts and assemblytime.” State how you are better and then documentand quantify the customer value received in USD!

Superior Customer Value Proposition(Developed By The Timken Company for SUV Segment)


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( p y p y g )

“For SUV vehicles and one of the large manufacturers, we willreduce the OE’s assembly costs for bearings by 18% and we willreduce their current warranty costs from 13% to 1%. The lowerwarranty costs will result in savings of $2.5 million per year forXYZ company; fewer component parts for a saving of $150,000per year and assembly costs will be reduced by $400,000 per year.This will also result in vehicle weight reduction, a reduced numberof suppliers and less warranty hassles for XYZ company, theirdealers and their customers.”

• Shows how Timken’s solution is better and quantified in money!The product/service package was priced significantly above competitivesubstitutes and at an attractive profit to Timken.


Conducting Disciplined Field TrialsManaging customer field trials with a disciplined process:


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Segment: ________________

Customer: _______________

Location: ________________

Existing

Solution(s)

New

Solution(s)1. Intellectual property considerations and signed secrecy agreements

2. Written trial date, length, expected tangible and intangible job outcomes, and thereview date meeting (Foundation for a superior value proposition)

3. Testing methods, instruments, and measurements in customers’ language

4. Who will be present from the customer – including an internal sponsor

5. Who will be present from the supplier – including a technologist6. What equipment will be used and what modifications or repairs may have to be done

before, during or after the trial

7. Any environmental, safety, or union issues to plan for

8. The responsibilities for downtime, material usage, start-up and clean-up

9. Price by the value customers receive, your costs and profit goals

10. Develop win/win value propositions and application/job success stories for keycustomers, literature and websites

11. With the same customer, run trials at their other locations & countries

12. Get trials going with other customers in the same segment, in different marketsegments, and specific countries

Copyright 2010 by Market Driven Management and The Corporate Development Institute, Inc. ALL RIGHTS RESERVED.

No part may be reproduced in any form or by any electronic or mechanical means without permission in writing from James D. Hlavacek.

g g p p

Share 1-8with Customers

Cost-Plus Versus Value-In-Use Pricing


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Product/Solution

YourCosts Price Segments

ValueReceived?

Segment’sNeeds

Product/Solution

ValueReceived

YourCosts Price

1. Cost-Plus Pricing (Inside-Out)

2. Value-In-Use Pricing (Outside-In)

TIP Nº 11


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TIP N 11


Industrial lidera la implementaciónde una estrategia de precios en baseal valor percibido y abandona en

forma permanente la visión cost plusde la compañía.



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The Customer Value Received Process After observing and interviewing end-users and OEMs, list thet t ti i t t t ibl t b fit i d f


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2.1.

3.

4.5.

6.

After observing andinterviewing users, list thetentative intangible benefitsfrom different solutions in eachsegment and country

Price via the value customer’s receive, not just

cost-plus a profit goal toeach buying influence

tentative important tangible customer benefits received fromdifferent solutions in each segment and country

With prototypes/samplesside-by-side lab and fieldtrials, document how muchbetter one solution is inpercentages or ranges ineach segment and country

Convert the percentages tomoney saved, lower life cyclecosts, reduced total costs, qualityand/or productivity improvements

Communicate the totalbenefits in a superior value proposition inthe business case, eachsegment, key account

and buying influence

Get buy-in from thecustomer’s technical,operations, maintenance,marketing and P&Lpeople before purchasing

7.


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It’s all about creatingmore win/win value that improves a

customer’s job outcomes and

the supplier earns an attractive profit!

Summary:The Improved Job Outcomes Approach


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Benefits of intimate industrial customer visits:1. Develop much closer relationships with present and potential

customers, the customer’s customers and end-users.

2. Learn what customers really need throughout the value chain.

3. Create a shared vision across all functions in your company ofcustomer’s product and service expectations.

4. How to develop a winning product development front-endbusiness case.

5. Improve your new product and market development successrates.


Intimate Industrial Customer Visits WorkshopOverall objective:


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Overall objective:

To learn a disciplined process and practical skills forconducting face-to-face and in-depth visits withcustomers throughout the value chain

2 or 3 Day Workshop:

• Public sessions• In-house sessions

Target audience:Marketing and technical teams

Workshop Manual: A step-by-step handbook with checklists andframeworks to guide the process

Intimate Industrial Customer Visits – WorkshopModules


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(Each module and team exercise is about 1 hour inlength)

A. Everything Follows Industrial MarketSegmentation

B. Identify Users Throughout Each Value Chain

C. Learn From the Internet, Conferences, Experts,Co-Suppliers, Your Suppliers and Users

D. Developing Stimulating Discussion Questions

E. Conducting Focused Job Site Studies

F. Observe Users “Experiencing Pain” at Work

Intimate Industrial Customer Visits – Workshop Modules

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