{"id":510,"date":"2018-12-21T22:11:43","date_gmt":"2018-12-21T22:11:43","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=510"},"modified":"2026-04-09T01:30:28","modified_gmt":"2026-04-09T01:30:28","slug":"using-diligence-and-the-ownership-change-to-leverage-what-matters-to-customers","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/using-diligence-and-the-ownership-change-to-leverage-what-matters-to-customers\/","title":{"rendered":"013: Utilizar la diligencia debida y el cambio de propiedad para potenciar lo que importa a los clientes"},"content":{"rendered":"

Realizar actividades comerciales\u00a0La diligencia que importa<\/a>\u00a0Debe proporcionar al nuevo propietario y al equipo directivo informaci\u00f3n valiosa que pueda tener un impacto r\u00e1pido en la cuota de mercado y las oportunidades de precios (entre otras oportunidades).<\/p>\n\n

Una estrategia comercial muy eficaz es descubrir, centrarse y comunicar que usted (como empresa) entiende lo que importa a sus clientes. A los clientes les gusta comprar a empresas que...\u00a0\u201ccons\u00edguelos\u201d \u2013\u00a0<\/em>Esto es especialmente cierto para productos y servicios que, de otro modo, podr\u00edan considerarse gen\u00e9ricos. Cuando demuestras que entiendes lo que importa, los clientes empezar\u00e1n a creer que tu oferta responde de forma \u00fanica a sus necesidades, y te lo recompensar\u00e1n.<\/p><\/div>\n\n

\n\n

\u00bfY si el proceso de diligencia debida pudiera sacar a la luz esta oportunidad?<\/p>\n\n

En un punto intermedio de la vida de Home Depot, la compa\u00f1\u00eda busc\u00f3 expandir el mercado<\/em> de clientes aficionados al bricolaje. Tras realizar una investigaci\u00f3n, se comprendi\u00f3 que exist\u00eda un segmento de propietarios de viviendas con las habilidades suficientes, pero sin la confianza necesaria, para emprender un proyecto de bricolaje importante. La empresa comenz\u00f3 a organizar talleres de fin de semana sobre c\u00f3mo construir una terraza, crear un jard\u00edn, instalar armarios, etc. El mensaje: \u201cTe entendemos; hay muchos como t\u00fa; estamos aqu\u00ed para servirte.\u201d<\/em><\/p>\n\n

Starbucks quer\u00eda que sus clientes compraran m\u00e1s caf\u00e9, con mayor frecuencia. La empresa se dio cuenta de que muchos consumidores buscaban algo m\u00e1s que una taza de caf\u00e9 (hab\u00eda muchos lugares donde tomar una). La direcci\u00f3n lleg\u00f3 a la conclusi\u00f3n de que la gente quer\u00eda un lugar donde pasar el tiempo c\u00f3modamente, en la comunidad, para trabajar, estudiar, ver a los vecinos, desconectar de las preocupaciones del hogar e incluso escuchar m\u00fasica. As\u00ed que Starbucks ofreci\u00f3 nuevas comodidades en sus tiendas: diferentes tipos de asientos, m\u00e1s enchufes, peri\u00f3dicos, recargas, etc. pero el m\u00e1s impactante<\/em>, El entonces director ejecutivo Howard Shultz y su equipo de liderazgo recurrieron a todos los medios de comunicaci\u00f3n para compartir su visi\u00f3n de que la gente quer\u00eda un \u201ctercer lugar\u201d<\/em> y argument\u00f3 que Starbucks ofrec\u00eda la soluci\u00f3n.<\/p>\n\n

Apple comprendi\u00f3 que tanto los usuarios empresariales como los particulares estaban cansados del juego de culpas y la complejidad asociada a hacer que los ordenadores funcionaran correctamente. De un solo gesto, Apple expres\u00f3 que comprend\u00eda el sufrimiento de los usuarios: introdujo el ahora famoso Apple Genius Bar. Su mensaje:\u00a0\u201cEstamos hechos para ti.\u201d\u00a0<\/em>Ayer, en mi puerta de embarque del aeropuerto, cont\u00e9 18 ordenadores port\u00e1tiles; 15 eran Mac.<\/p>\n\n

Los costos de difundir estos mensajes \u2013 \u201cTe ense\u00f1aremos c\u00f3mo construir la terraza\u201d <\/em>o \u201cQueremos ser tu tercer lugar de confort\u201d <\/em>o \u201cResolveremos tu dolor\u201d<\/em> \u2014 eran relativamente baratos y proporcionaban un retorno de la inversi\u00f3n incre\u00edble.<\/p>\n\n

En cada caso, el trabajo requer\u00eda tres cosas:<\/p>\n\n

    \n
  1. Se hab\u00edan descuidado ideas inteligentes sobre lo que m\u00e1s importaba.<\/li>\n\n\n\n
  2. Una forma sencilla de demostrar con pruebas que lo que te importa a ti nos importa a nosotros.<\/li>\n\n\n\n
  3. Compromiso del liderazgo para convertir esto en un mensaje principal y respaldarlo.<\/li>\n<\/ol>\n\n

    La llegada de un nuevo propietario es una oportunidad fant\u00e1stica para demostrar que la direcci\u00f3n comprende las particularidades de los clientes y que, gracias a su apoyo, va a aprovechar ese conocimiento para lograr grandes cosas. G\u00e1nate su confianza y genera el impulso necesario para el crecimiento. Hay pocos momentos mejores que durante la fase de an\u00e1lisis comercial para descubrir estas oportunidades (con antelaci\u00f3n) y captar la atenci\u00f3n de la direcci\u00f3n. Ya se est\u00e1 invirtiendo en obtener informaci\u00f3n sobre el mercado, los canales de distribuci\u00f3n y los clientes; lo \u00fanico que falta es establecer la expectativa de aprovechar estas ideas.<\/p>\n\n

    Los peque\u00f1os detalles (que son importantes) suelen pasarse por alto y quedar excluidos de la agenda de diligencia debida y de las conversaciones con la direcci\u00f3n. Sin embargo, a menudo es igual de f\u00e1cil incorporarlos al proceso de diligencia debida. Si los nuevos propietarios logran empezar con buen pie aportando algo significativo, se presenta una oportunidad fant\u00e1stica para impulsar un enfoque que genere un alto valor de marca y preferencia, y hacerlo en las primeras etapas de la gesti\u00f3n.<\/p>","protected":false},"excerpt":{"rendered":"

    Realizar una debida diligencia comercial relevante deber\u00eda proporcionar al nuevo propietario y al equipo directivo informaci\u00f3n valiosa que pueda tener un impacto r\u00e1pido en la cuota de mercado y las oportunidades de precios (entre otras oportunidades). Una\u2026<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[83,61,85,86,88,87,84],"audience":[],"insight-category":[142],"class_list":["post-510","insight","type-insight","status-publish","hentry","topic-customer-loyalty","topic-drivers-of-choice","topic-market-share","topic-market-share-capture","topic-stimulating-switching","topic-usp","topic-value-generation","insight-category-customers","author-mark-stein"],"yoast_head":"\n013: Using Diligence and the Ownership Change to Leverage What Matters to Customers - 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\/using-diligence-and-the-ownership-change-to-leverage-what-matters-to-customers\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"013: Using Diligence and the Ownership Change to Leverage What Matters to Customers - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"Conducting commercial\u00a0diligence that matters\u00a0should equip the new owner and the leadership team with insights that can quickly make an impact on market share and pricing opportunities (among other opportunities). 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