Recibe un afectuoso saludo.
Te anexo un artículo que ilustra cómo se están redefiniendo las propuestas de valor en varias categorías…tema muy interesante ante la falta de credibilidad que se ha dado en muchos mercados en donde varios jugadores basan sus propuestas de valor/promesas en base a los precios más bajos. Un reciente estudio determinó (en USA) que un 18% de compradores B2B y B2C buscan siempre el precio más bajo. Son totalmente infieles, descritos como tacaños, muy exigentes y en restaurantes dejan propinas muy bajas, y no muy amables con el personal. La recomendación es enfocarse en el otro mercado: 82% que busca una ecuación de valor que basada en 5 motivadores:
1.Un 52% lo hace por el rol e influencia de representantes y empleados de las empresas donde compran, incluyendo portavoz y /o celebridades.
..que ahora son considerados embajadores de marca, a quienes hay que dejarles muy claro cómo comportarse en público apoyando la marca y evitando la competencia. Los clientes buscan integridad, capacidad de juicio y respuesta y simpatía y trato.Si sienten que los toman como un número o indiferentemente hasta un 70% migrará y no estarán dispuestos a participar en estudios de mercado que revelen sus razones.
2. Imagen de la organización (15%)
Aspectos de orden, limpieza, buen señalamiento y organización. Adicionalmente les motivan aquellas marcas o instituciones involucradas en el apoyo a la comunidad.
3. Percepción de calidad/beneficios a la medida (13%): Qué voy a obtener particularmente YO.
4. Conveniencia (12%)
Ante las presiones por hacer más con menos tiempo disponible buscan facilidad de acceso a la marca, tanto en sus páginas web como en el lugar y/o forma donde la comprarán. El servicio post venta viene acompañando ésta variable.
5.) Precio (8%).
Dentro de éste grupo (el 82% del total del mercado USA) el precio es muy importante después de haber recibido alguno de los otros motivadores citados.
Veamos ahora el artículo que acaba de publicarse en la portada de Advertising Age de Abril 27.
Breve resumen y comentarios:
Sin duda algo parecido sucede en México, un mercado con mucha sensibilidad al precio pero que aprecia altamente los servicios, la calidad,trato; temas que muchas marcas están pasando por alto. La presión que se ha tenido en productos de consumo masivo, autoservicios, restaurantes les tiene encajonado en un discurso que no ha cambiado desde que tenemos crisis. En USA los grandes marcas están haciendo una transición de percepción de valor asociada con precios muy bajos hacia una de mayor orientada a beneficios, re-diseños e inclusive implementaciones tecnológicas que se reflejen en una mejora en la calidad de vida de sus clientes…dejando como un elemento fijo o valor entendido un precio altamente competitivo. Gran reto para efectos de competitividad , rapidez y eficiencia en la comunicación para que el mercado se entere pronto.
Aprendizaje:
Hay una nueva tendencia en las propuestas de valor donde se están enfatizando mejoras en calidad, empaque o ventajas diferenciales relevantes mñas que los precios más bajos…que todos tienen.
Marcas líderes como Tide cambiaron el concepto de empaque para que el consumidor ya no pasara por la incomodidad de tener que hacer medidas y se generara algo de ¨batidero¨. Lo interesante es que en una anuncio una pareja explica cómo había adoptado la marca propia de una cadena de súpers…y volvió a Tide por su nueva propuesta. (Tide-Pods).
Greek yogurt mejoró su calidad y el mercado lo percibió de mayor valor al ¨mejorar sus vidas¨
Otros clientes prefieren tomar un café en casa, percibido como marca de lujo refleja una mayor percepción de valor y sentido de conveniencia que comprar o asistir e Starubucks.
Ford hace una transición de su propuesta de valor basada en precio ahora integrando tecnología, igual que las marcas premium.
Las franquicias de comida rápida han intentado asociar sus propuestas de valor con paquetes mucho muy baratos y han afectado seriamente sus utilidades..y las de sus franquiciatarios. Wendy´s ahora proclama: Queremos que te guste lo que gastas y disfrutes lo que comes…no necesariamente al mejor precio. Hace sentido.
Hace sentido. Será un reflejo de una recuperación económica o una mercado menos dependiente en precios?
Best,
...And If You Want to Grow, You Should, Too
Ever since McDonald's started serving up 59¢ hamburgers and supermarkets launched private-label lines, value has come to mean one thing -- cheap. But a new realization is sinking in among marketers: It can't stay that way if brands are going to survive the dodgiest economic-recovery narrative this side of Lindsay Lohan.
Brands can no longer bide their time, fending off store-brand options while waiting and hoping for consumers' wallets to fatten. About 40% of the U.S. population is still downtrodden, concerned or otherwise worried about their financial futures, according to IRI research.
In addition to convincing consumers, brands may need to perform an even tougher trick: redefining their own definition of value to one that's additive. When not reduced to the question of price, value speaks directly to what benefits a product or service adds to a customer's life. Some smart brands get this and are using packaging, design, sourcing strategies and technologies to entice consumers to get them to open their wallet a bit more, even in these tough times.
"Marketers have clearly contributed to how consumers perceive value," said Kevin Keller, professor of marketing at Dartmouth College's Tuck School of Business. He noted that as consumers fall back on price equaling value, marketers may need to reframe the conversation to center on cost benefits.
What's sure to be the classic example of a recessionary innovation that gets consumers to pay more, not less, is P&G's Tide Pods. The repackaging of its detergent into one-pack-per-load pellets is a clear boon to the consumer because it eliminates messy measuring. For P&G, it's been a breakout hit that rocketed to $500 million in U.S. sales in only about a year, according IRI figures. The bundle of individual laundry detergent packages comes at a significant premium to liquid Tide -- $18.99 for a 66-load container of Pods on Walgreens.com.
Moreover, Tide Pods is consistent with the Tide brand's overall premium positioning. Consider a recent commercial for Tide, a brand that retails about 35% higher on Walmart.com than cheaper offerings such as Arm & Hammer. The spot, from Saatchi & Saatchi, shows parents of triplets folding laundry. Says the mom: "We switched to the bargain brand. But I found myself using three times more than you're supposed to and still the clothes weren't as clean." Her husband adds, "So we're back to Tide." The voice-over then says, "Just one dose of Tide Original Liquid helps remove food stains better than an entire 40-load bottle of the leading liquid bargain brand."
You're probably thinking that that's all well and good for ad copy, but in reality recessionary consumers are too price-sensitive for this sort of marketing approach. You'd be right -- and wrong.
An article in the February issue of the Journal of Marketing Research looked at 24 quarters of pricing data for 19 grocery categories and found that on average, price sensitivity is countercyclical to the economy, which is to say that it increases as the GDP declines. No surprise there. What is interesting is that countercyclicality isn't true across grocery categories. The degree of sensitivity, the authors found, varies significantly and depends on whether you're talking about peanut butter, spaghetti sauce or toilet tissue.
What explains this variance? The researchers conclude that share of wallet is one of the likely determining factors. "Prices should fall primarily in those categories that are an important component of consumer budgets," they wrote. "In contrast, in other categories, raising prices may even be optimal."
While providing some research-based air cover for price increases, the authors don't delve into how brands might ask for more while not losing consumers. Tide, with its Pods product, has done it through convenience and packaging acumen.
Then there's quality. Greek yogurt is on average about 40¢ more than standard yogurt, yet it's the only growth driver in the category, according to Nielsen. Despite the higher cost, consumers flocked to it because they appreciated the texture and higher levels of protein. In this case, "value didn't mean cheap, consumers felt it made their lives better," said Larry Levin, exec VP-consumer insights at IRI.
Mr. Levin said that for these consumers, "perceptual luxury" is key. Products like Keurig's K-Cups aren't as cheap as a pound of coffee, but they're not as expensive as a cup of coffee at Starbucks. Consumers see them as a trade-up and a convenience, but still a better deal than coffee from a coffeehouse. "It's not about something being cheap -- it's about better experiences at home," said Mr. Levin.
Ford Motor Co. is taking a different tack: technology. In 2011, Ford found that adding Sync, its hands-free communications system that lets drivers control music, make calls and perform other voice-enabled activities, was contributing to average price-per-transaction increases of more than $4,000. Ford has said more recently that over 50% of customers cite the tech system as a reason for purchase. The lesson: in tough times, consumers are willing to pay for added value.
In no category is the word "value" more bandied about than in fast food, in which more often than not it's become synonymous with rock-bottom prices. A survey of McDonald's franchisees by Janney analyst Mark Kalinowski in advance of the company's first-quarter earnings last week (global same-store sales fell 1%) found several riled by the company pushing discounting, which is eating away profits for franchisees. Specifically, some were frustrated that the chain urged them to introduce McWrap -- intended to be premium priced -- for $1. The problem is that it costs $1.70 just for ingredients, a person familiar with the company told Ad Age. (McDonald's said the figure is proprietary and declined to comment further.)
"It's one or the other, the Dollar Menu or other discounting. We can't continue to do both," said a franchisee in the survey. "Every marketing plan focuses on discounting and giveaways," commented another.
Contrast that with the approach Wendy's is taking with its Right Price, Right Size menu. "Everyone has a value menu these days. But at Wendy's, value is more than a low price," reads a recent Wendy's magazine ad. "That's why our Right Price, Right Size lineup is loaded with over a dozen choices all made with the same quality ingredients as the rest of our menu. Because we want you to like what you spend and love what you eat."
Wendy's new menu marketing promotes low prices that range from 99¢ to $1.99.
"The fact that you have choice is a greater value than just price," said Wendy's spokesman Denny Lynch.
Retrieved from AdvertisingAge.com
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