{"id":504,"date":"2018-12-19T21:48:13","date_gmt":"2018-12-19T21:48:13","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=504"},"modified":"2026-06-16T20:09:24","modified_gmt":"2026-06-17T00:09:24","slug":"diligence-methods-to-measure-price-and-price-sensitivity-and-the-opportunity-to-improve-margins","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/diligence-methods-to-measure-price-and-price-sensitivity-and-the-opportunity-to-improve-margins\/","title":{"rendered":"011: M\u00e9todos de diligencia debida para medir el precio y la sensibilidad al precio, y la oportunidad de mejorar los m\u00e1rgenes."},"content":{"rendered":"

La mayor\u00eda de los proyectos de an\u00e1lisis de viabilidad comercial consultan al canal de distribuci\u00f3n y a los clientes finales para medir la sensibilidad al precio. La mayor\u00eda de los informes de gesti\u00f3n de clientes (CIM) incluyen un gr\u00e1fico que indica el grado de sensibilidad al precio de los clientes, sugiriendo oportunidades para mejorar los m\u00e1rgenes. Sin embargo, basarse \u00fanicamente en la opini\u00f3n o el voto de los clientes o del canal sobre la sensibilidad al precio puede llevar a conclusiones err\u00f3neas en el an\u00e1lisis de viabilidad comercial.<\/p><\/div>\n\n

\n\n

La mejor manera de obtener una visi\u00f3n clara del tipo de oportunidad de precios que existe es comprender verdaderamente tres factores clave que influyen en la sensibilidad al precio:<\/p>\n\n

    \n
  1. Diferenciaci\u00f3n percibida: <\/strong>\u00bfHasta qu\u00e9 punto los clientes consideran que los productos y servicios de Target son diferenciados? \u00bfY hasta qu\u00e9 punto buscan diferenciaci\u00f3n? (Nota: en lo que respecta a los precios, "buscar" puede ser muy diferente (y m\u00e1s significativo) que "apreciar" la diferenciaci\u00f3n).<\/li>\n\n\n\n
  2. Criticidad operativa del producto o servicio:<\/strong> \u00bfQu\u00e9 importancia tiene el producto o el servicio (la satisfacci\u00f3n emocional puede ser tan importante, o incluso m\u00e1s, que la satisfacci\u00f3n funcional)?<\/li>\n\n\n\n
  3. Valor relativo a otros art\u00edculos de gasto discrecional:<\/strong> La verdadera competencia radica en todas las dem\u00e1s formas en que se puede (y se va a) gastar el presupuesto. \u00bfC\u00f3mo se compara esta categor\u00eda de gasto con otras prioridades en el hogar o la organizaci\u00f3n? \u00bfCu\u00e1nta presi\u00f3n presupuestaria existe para esta partida el pr\u00f3ximo a\u00f1o? \u00bfY en los pr\u00f3ximos tres a\u00f1os? \u00bfPor qu\u00e9 no hay mayor flexibilidad para este gasto?<\/li>\n<\/ol>\n\n

    Es necesario adoptar un enfoque de investigaci\u00f3n exhaustivo, es decir, utilizar una muestra suficientemente grande y representativa de los segmentos clave. En definitiva, este es un tema que se explora mejor mediante conversaciones detalladas con los clientes que mediante una encuesta que pretende captar su supuesta indiferencia ante los cambios de precio.<\/p>\n\n

    Tambi\u00e9n querr\u00e1 comparar la percepci\u00f3n que tienen los clientes de Target sobre este tema con la percepci\u00f3n que tienen los clientes de la competencia de Target sobre el mismo tema.<\/p>\n\n

    Si comprende los tres factores anteriores y, adem\u00e1s, tiene en cuenta el rendimiento de la marca Target en funci\u00f3n de los distintos factores determinantes de la decisi\u00f3n de compra, podr\u00e1 hacerse una buena idea del tipo de oportunidad que existe para influir en el precio y de c\u00f3mo aprovecharla.<\/p>\n\n

    Aumentar el precio y desarrollar una estrategia s\u00f3lida de precios y productos basada en la segmentaci\u00f3n o el canal son, por supuesto, aspectos que todos deben considerar. Hay otros aspectos que examinar (por ejemplo, el historial del ASP) y habr\u00e1 m\u00e1s trabajo por hacer despu\u00e9s de la adquisici\u00f3n (por ejemplo, an\u00e1lisis cuantitativo detallado, an\u00e1lisis conjunto, segmentaci\u00f3n de clientes, posicionamiento del producto, niveles de producto, etc.) antes de poder implementar un aumento de precio medido, pero este enfoque de investigaci\u00f3n demostrar\u00e1 ser una medida m\u00e1s s\u00f3lida que una simple encuesta que "prueba" a los clientes.\u201c disposici\u00f3n a pagar<\/em>.<\/p>","protected":false},"excerpt":{"rendered":"

    La mayor\u00eda de los proyectos de an\u00e1lisis comercial consultar\u00e1n al canal y a los clientes finales para medir la sensibilidad al precio. La mayor\u00eda de los CIM tendr\u00e1n un gr\u00e1fico que indica el grado en que los clientes son, o son\u2026<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[80,78,79,81,67],"audience":[],"insight-category":[141],"class_list":["post-504","insight","type-insight","status-publish","hentry","topic-organic-growth-tactics","topic-price","topic-price-sensitivity","topic-pricing-management-strategy","topic-value-development-generation","insight-category-profit-pricing","author-mark-stein"],"yoast_head":"\n011: Diligence Methods to Measure Price and Price Sensitivity, and the Opportunity to Improve Margins - Matters Graph<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mattersgraph.com\/es\/insights\/diligence-methods-to-measure-price-and-price-sensitivity-and-the-opportunity-to-improve-margins\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"011: Diligence Methods to Measure Price and Price Sensitivity, and the Opportunity to Improve Margins - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"Most commercial diligence projects will query the channel and the end-customers to measure price sensitivity. 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