{"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\/fr\/insights\/using-diligence-and-the-ownership-change-to-leverage-what-matters-to-customers\/","title":{"rendered":"013\u00a0: Tirer parti de la diligence raisonnable et du changement de propri\u00e9taire pour optimiser ce qui compte pour les clients"},"content":{"rendered":"

Conduite de commerce\u00a0La diligence qui compte<\/a>\u00a0devrait fournir au nouveau propri\u00e9taire et \u00e0 l'\u00e9quipe dirigeante des informations qui pourront avoir un impact rapide sur les parts de march\u00e9 et les opportunit\u00e9s de tarification (entre autres opportunit\u00e9s).<\/p>\n\n

Une strat\u00e9gie commerciale tr\u00e8s efficace consiste \u00e0 identifier, \u00e0 cibler et \u00e0 communiquer que vous (en tant qu'entreprise) comprenez ce qui compte pour vos clients. Les clients aiment acheter aupr\u00e8s d'entreprises qui\u00a0\u201c les attraper \u201d \u2013\u00a0<\/em>Cela est particuli\u00e8rement vrai pour les produits et services que l'on pourrait autrement consid\u00e9rer comme des produits de base. Lorsque vous d\u00e9montrez que vous comprenez ce qui compte pour vos clients, ces derniers commenceront \u00e0 croire que votre offre r\u00e9pond pr\u00e9cis\u00e9ment \u00e0 leurs besoins \u2013 et ils vous le rendront bien.<\/p><\/div>\n\n

\n\n

Et si cette d\u00e9marche pr\u00e9alable pouvait faire \u00e9merger cette opportunit\u00e9 ?<\/p>\n\n

\u00c0 mi-chemin de son existence, Home Depot a cherch\u00e9 \u00e0 d\u00e9velopper le march\u00e9<\/em> de clients bricoleurs. Apr\u00e8s une \u00e9tude de march\u00e9, l'entreprise a constat\u00e9 qu'un certain nombre de propri\u00e9taires poss\u00e9daient les comp\u00e9tences n\u00e9cessaires, mais manquaient de confiance en eux pour entreprendre un projet de bricolage d'envergure. Elle a donc commenc\u00e9 \u00e0 organiser des ateliers le week-end\u00a0: construction d'une terrasse, am\u00e9nagement d'un jardin, installation de placards, etc. Le message\u00a0: \u201c Nous vous comprenons ; il y en a beaucoup comme vous ; nous sommes l\u00e0 pour vous servir. \u201d<\/em><\/p>\n\n

Starbucks souhaitait que ses clients consomment plus de caf\u00e9, plus souvent. L'entreprise avait compris que de nombreux consommateurs recherchaient plus qu'une simple tasse de caf\u00e9 (les endroits o\u00f9 en trouver ne manquaient pas). La direction a alors compris que les gens aspiraient \u00e0 un lieu convivial, au sein de leur quartier, pour travailler, \u00e9tudier, rencontrer leurs voisins, se d\u00e9tendre et m\u00eame \u00e9couter de la musique. Starbucks a donc propos\u00e9 de nouveaux services en magasin\u00a0: diff\u00e9rentes configurations de si\u00e8ges, davantage de prises \u00e9lectriques, des journaux, des recharges, etc. mais surtout<\/em>, Le PDG de l'\u00e9poque, Howard Shultz, et son \u00e9quipe dirigeante ont utilis\u00e9 tous les m\u00e9dias pour partager leur conviction que les gens aspiraient \u00e0 un \u201c troisi\u00e8me place \u201d<\/em> et a fait valoir que Starbucks offrait la solution.<\/p>\n\n

Apple avait compris que les utilisateurs d'ordinateurs, particuliers comme professionnels, en avaient assez des responsabilit\u00e9s et de la complexit\u00e9 li\u00e9es au bon fonctionnement des ordinateurs. En une seule action, Apple a d\u00e9montr\u00e9 qu'elle comprenait la frustration des utilisateurs\u00a0: la cr\u00e9ation du d\u00e9sormais c\u00e9l\u00e8bre Apple Genius Bar. Son message\u00a0:\u00a0\u201cNous sommes faits pour vous.\u201d\u00a0<\/em>Hier, \u00e0 ma porte d'embarquement \u00e0 l'a\u00e9roport, j'ai compt\u00e9 18 ordinateurs portables ; 15 \u00e9taient des Mac.<\/p>\n\n

Les co\u00fbts li\u00e9s \u00e0 la diffusion de ces messages \u2013 \u201c Nous vous apprendrons comment construire la terrasse. \u201d <\/em>ou \u201c Nous voulons \u00eatre votre troisi\u00e8me lieu confortable. \u201d <\/em>ou \u201c Nous soulagerons votre douleur \u201d<\/em> \u2014 \u00e9taient relativement peu co\u00fbteuses et offraient un retour sur investissement incroyable.<\/p>\n\n

Dans chaque cas, le travail exigeait trois choses\u00a0:<\/p>\n\n

    \n
  1. Des r\u00e9flexions pertinentes sur ce qui comptait le plus mais avait \u00e9t\u00e9 n\u00e9glig\u00e9.<\/li>\n\n\n\n
  2. Une fa\u00e7on simple de d\u00e9montrer, preuves \u00e0 l'appui, que ce qui compte pour vous compte pour nous.<\/li>\n\n\n\n
  3. Engagement de la direction \u00e0 faire de cela un message principal et \u00e0 le soutenir<\/li>\n<\/ol>\n\n

    L'arriv\u00e9e d'un nouveau propri\u00e9taire est une occasion id\u00e9ale de montrer que la direction comprend parfaitement les besoins des clients et compte bien exploiter cette compr\u00e9hension (gr\u00e2ce au soutien du nouveau propri\u00e9taire). Il s'agit de gagner leur confiance et de cr\u00e9er une dynamique de croissance. La phase d'audit pr\u00e9alable est le moment id\u00e9al pour identifier ces opportunit\u00e9s (t\u00f4t que t\u00f4t) et capter l'attention de la direction. Des investissements sont d\u00e9j\u00e0 r\u00e9alis\u00e9s pour analyser le march\u00e9, les canaux de distribution et les clients\u00a0; il ne manque plus qu'\u00e0 d\u00e9finir clairement les attentes concernant la concr\u00e9tisation de ces id\u00e9es.<\/p>\n\n

    Les petits d\u00e9tails (qui comptent) sont faciles \u00e0 n\u00e9gliger et \u00e0 exclure du processus d'audit pr\u00e9alable et des discussions avec la direction. Pourtant, il est souvent tout aussi simple de les int\u00e9grer \u00e0 ce processus. Si les nouveaux propri\u00e9taires parviennent \u00e0 d\u00e9marrer sur les chapeaux de roue avec un \u00e9l\u00e9ment significatif, une occasion unique se pr\u00e9sente de recentrer les efforts sur la cr\u00e9ation d'une image de marque forte et d'une pr\u00e9f\u00e9rence marqu\u00e9e, et ce, d\u00e8s les premi\u00e8res \u00e9tapes de la prise de contr\u00f4le.<\/p>","protected":false},"excerpt":{"rendered":"

    Une analyse commerciale approfondie devrait permettre au nouvel acqu\u00e9reur et \u00e0 l'\u00e9quipe dirigeante d'obtenir des informations pr\u00e9cieuses qui auront un impact rapide sur les parts de march\u00e9 et les opportunit\u00e9s de tarification (entre autres).<\/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\/fr\/insights\/using-diligence-and-the-ownership-change-to-leverage-what-matters-to-customers\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\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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