Como reter os clientes e aumentar as vendas, especialmente no actual ambiente de incerteza? A conhecida revista Business Week lançou esta semana os resultados de um estudo que revela o que é mais importante para um cliente em B2B. Segundo os autores, que inquiriram mais de 5000 indivíduos pertencentes a empresas clientes de diversos fornecedores, o foco no processo da venda em vez no marketing-mix tradicional, garante uma retenção de clientes acima de 20% face ao padrão e uma diminuição do ciclo da venda em 30%. Eis as principais conclusões:Conclusion No. 1: It's Not What You Sell, but How You Sell It
Contrary to conventional wisdom, customer loyalty is not necessarily tied to just product quality, brand recognition, and service excellence. While those things matter, customers place significantly greater emphasis on satisfaction with the sales experience itself when committing to a particular supplier (accounting for 53% of a customer’s overall loyalty index).
Conclusion No. 2: It's Not About Discovering Needs, but Sharing Insights
Within the sales experience, customers place far higher value on suppliers who teach them something new about how to succeed—for example, new ways to reduce operating expenses, penetrate new markets or mitigate risk. Alternatively, customers place significantly less value on suppliers who simply identify the needs they already know they have.
Conclusion No. 3: Don't Lead with Your Differentiators, Lead to Them
Creating a value-added, educational interaction with a customer means rewiring the sales pitch to deliver insight, not extract it. The value of a supplier's insights and unique capabilities must be conveyed within a story that first reframes how customers see their world, and then lays out a compelling reason for change. Only then is a supplier's solution viewed as truly meaningful and perceived as a solution to a problem worth solving.
Conclusion No. 4: Ignore Advocates at Your Own Risk
The CEB study found that the No. 1 criterion senior decision-makers care about when arriving at a purchase decision is widespread support across their team. Suppliers who focus exclusively on corner office relationships without systematically building a strong network of customer advocates within an organization will not only fail to build customer loyalty but likely fail to win the deal at all.
Fonte: Corporate Executive Board — What the Best Companies Do @ Business Week
Contrary to conventional wisdom, customer loyalty is not necessarily tied to just product quality, brand recognition, and service excellence. While those things matter, customers place significantly greater emphasis on satisfaction with the sales experience itself when committing to a particular supplier (accounting for 53% of a customer’s overall loyalty index).
Conclusion No. 2: It's Not About Discovering Needs, but Sharing Insights
Within the sales experience, customers place far higher value on suppliers who teach them something new about how to succeed—for example, new ways to reduce operating expenses, penetrate new markets or mitigate risk. Alternatively, customers place significantly less value on suppliers who simply identify the needs they already know they have.
Conclusion No. 3: Don't Lead with Your Differentiators, Lead to Them
Creating a value-added, educational interaction with a customer means rewiring the sales pitch to deliver insight, not extract it. The value of a supplier's insights and unique capabilities must be conveyed within a story that first reframes how customers see their world, and then lays out a compelling reason for change. Only then is a supplier's solution viewed as truly meaningful and perceived as a solution to a problem worth solving.
Conclusion No. 4: Ignore Advocates at Your Own Risk
The CEB study found that the No. 1 criterion senior decision-makers care about when arriving at a purchase decision is widespread support across their team. Suppliers who focus exclusively on corner office relationships without systematically building a strong network of customer advocates within an organization will not only fail to build customer loyalty but likely fail to win the deal at all.
Fonte: Corporate Executive Board — What the Best Companies Do @ Business Week
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