Competition in the office: internecine war or efficiency gains? If you are working in a highly competitive environment Working in a competitive environment How to answer

Home / Library / Merchandising and sales promotion Working with clients in a highly competitive environment

I. Mozharovsky Leading consultant of the Consulting Center "STEP"

How to get more sales in a highly competitive market? After all, the client here is usually faced with a very large choice - a mass of similar offers, and the differences in price are often small, and frank dumping is rather alarming. The majority of Russian trade and service companies operating in consumer markets find themselves in such a situation today. Leading factor in competitive struggle for the client's money, the quality of service objectively becomes. Although the quality of customer service is Russian market is growing rapidly, in this area there are considerable reserves for increasing sales. It is no coincidence that many leading companies in the field retail and services today are actively and successfully working to improve the quality of customer service. It is very easy to lag behind the market, which is increasingly accustoming customers to a certain level of service - customer service expectations formed by the most developed sectors consumer market are easily transferable to other industries.

Yet managers, in their search for opportunities to increase sales by inertia, still often “look where it is brighter, not where they have lost”. First of all, they think, for example, about technical improvement, about expanding the offer, which requires significant efforts and funds. Often we are already talking about such nuances of products or services that are understandable and meaningful only for narrow specialists. Moreover, the current offer of the company is quite competitive and meets the possible demands of the absolute majority potential clients... If only all this was simply ordered more here, and not from competitors!

It is difficult to overestimate the role of marketing and effective advertising, which is able to provide a sufficient flow of customer calls to the company. Just how many of them become real orders, and how many possible orders does the firm lose? This is one of important indicators, which speaks about how efficiently the work with clients and their requests is built in the company, whether the funds invested in marketing and advertising were not wasted.

An illustrative example from consulting practice. The head of the service company decided to develop sales and promotion of a promising service via the Internet; considerable funds were spent on the development of a promotional site with an electronic order and its "promotion" on the Internet. When they began to summarize the first results, sales "from the site" turned out to be completely insignificant - the conclusion suggested itself about the low efficiency of "on-line" advertising and sales for this business. However, the developers of the site, to which the head of the company turned with claims, conducted their own "investigation": they selectively interviewed those who made an electronic order. It turned out that none of the respondents received any feedback from the company regarding their order. At the same time, half of those who, without waiting for an answer, called the company themselves, could not receive information about the fate of their order. It was not the site that turned out to be ineffective, but the work of the staff, or rather, the technology for working with orders. The reason for poor sales, as is often the case, was poor management. After the technology was finalized, responsibility was established and control was established, the site "started working" and orders were sent.

Another typical example. The company had the task of developing corporate identity... To select a performer, they contacted with a detailed letter to two dozen companies presented both in printed directories and on the Internet. Only two responded. At the same time, all firms that ignored the written request, as shown by the telephone "call", were very interested in such an order. Lack of response to a client's request is certainly not the result of employees' sabotage, but rather a consequence of flaws in technology, definition of functional responsibilities, responsibility and rules of interaction between people within the company.

The reasons for customer dissatisfaction with the quality of service in service companies also more often lie in internal technologies, which are often aimed at convenience for staff rather than customers. For example, a client has to contact himself and solve emerging issues with different employees, and sometimes it is in vain to look for an answer to the famous question: "who made the suit?" Another reason for the loss of clients is the illiterate communication with the clients of the staff of companies that provide services to a wide range of consumers. Research has shown that employees who make initial contact with a customer often do not provide the person who has contacted the company with all the information he needs to make an informed choice and make a decision about an order. In this case, the information received turns out to be redundant, overloaded with obscure technical details and special terms. It happens that a client receives conflicting information or he gets this impression from conversations with different employees.

Usually, employees simply answer specific questions, much less often the client is actively helped to clarify his request, formulate questions, and control the understanding of the information received. After all, a person who is not a specialist often cannot correctly and accurately ask a question, clearly formulate the doubts that arise. And some issues that are essential for a well-grounded decision will simply not occur to him. As a result, the client does not have a feeling that they are interested in him and they are trying to help him do it. right choice, and this is the key factor in the decision to become a client of this company. In addition, lack of information is a serious source of complaints and complaints from customers regarding the quality of the completed order.

The main drawback of working with clients, limiting the company's internal possibilities for increasing sales, is the passivity of the "front office", often "wired" in technology and functional responsibilities employees who come into contact with customers who have contacted the company. In order for a larger number of people who called, wrote, came to the point of sale or service to leave their orders here, the front-office employees must actively fight for each client, keep the visitor with high quality service. Not only inform, but exactly sell the company's services, offer options, advise, in a word, help the client find the best way to solve his printing problem. How often does a client who calls several companies in order to collect information in advance, ask permission to contact him, and then call back, develop contact, consult, emphasize the advantages of the services provided by the company, do additional offers? This is what successful sellers of services in different business sectors do, increasing the likelihood that the client will opt for this particular executor of the order.

Improving the quality of service is always the result of systematic work in the company. The first step here is the development of service standards that govern the interaction of staff with customers at all stages of service delivery. The task is especially relevant for network companies, because a uniform quality of service is one of the network advantages that customers expect. Customer service standards are one of the tools to achieve the goals of the company. The content of such standards, the specific way of their development and implementation depend on the answer to the questions: why the company needs to improve customer service and what quality of service needs to be achieved. The fundamental solution to these issues is the competence of the company's management.

It is important that service standards are optimal to achieve the goals set. Service standards that imply high flexibility, variability of service, an individual approach to various client requests may require additional human resources, complex and expensive work technologies and workflow management systems. We have to define priorities, highlight the components of high-quality service, on which it is advisable to focus, taking into account and weak sides services to companies in need of development. It is not out of place to study the situation with the quality of service on the market, compare it with our own practice of working with clients. It is useful, for example, to direct your front office staff to competitors to “inspect” the service level in the role of “customers”. All that is most valuable in providing quality service can be seen and adopted. It can also help change the attitude of people, facilitate the introduction of new standards of service, because in the “strange eye”, unlike your own, you can see any “straw”. Sometimes companies successfully adopt the experience gained in other, albeit somewhat similar, markets, enriching the work with new clients. effective approaches which in this business have not yet found widespread use.

In addition to standards, other components of an effective service quality management system are also important. First, staff training, carried out in various forms, from special trainings on customer service standards and skills to regular on-the-job briefings and meetings to exchange experience in solving problems in interaction with customers. Secondly, monitoring the implementation of standards and assessing the quality of service ( internal control, customer surveys and assessment of their satisfaction with the service, assessment of the quality of service using the method " mystery shoppers"). Finally, there is a personnel motivation system that takes into account service quality indicators and uses material and non-material incentives to improve the level of service.

Experience shows that serious results in the quality of service can be achieved if these areas of work are interconnected and operate “on an ongoing basis”. For example, the results of monitoring the implementation of standards determine the necessary measures for training personnel, depending on the identified problems in service, programs and forms of work with personnel are adjusted. Based on the results of monitoring the situation with the quality of service in the company and in the market, changes are made to the employee motivation system, and the service standards themselves are adjusted and refined. At the same time, the effectiveness of all this work strongly depends on the position of the top officials of the company on the role of service quality in achieving the goals facing the business, their "drive" aimed at improving work with clients.

There is an exit!

Over the past two years, the attitude towards sales and service has changed dramatically. Price has ceased to be a key factor when choosing an offer. A new era has come. The era of relationships.

In pursuit of customers, everyone is trying to provide the widest possible range of services and additional options, making customers satisfied. But in this turmoil, it turns out that buyers can get everything except what they really need.

The key to successful sales in a highly competitive environment is a clear understanding of the needs of customers and the ability to provide them with those products or services that 100% relieve "pain".

At the Workshop, we will analyze the existing methods and tools for working with clients to achieve high results and loyalty, even in falling markets.

The Workshop is not a seminar, webinar, or Roundtable. This is a live communication of professionals "face to face". During the Workshop, we solve cases, simulate real business situations, consider the tasks and problems of companies.

Participation in the Workshop is free by prior registration.

With the corporate training program " »You can get acquainted on our website.

reference

The company "New technologies of business training" offers a convenient Business training catalog containing over 100 programs.

The catalog is divided into 22 areas, including sales trainings, trainings for managers, trainings for negotiations, time management, conflict management, trainings for call centers, service trainings, trainings on telephone sales, public speaking, working with objections, business communication, as well as consulting and coaching of specialists of different levels from middle managers (group coaching) to individual coaching of company leaders and business owners.

Such a structured catalog, which presents business trainings on most relevant topics, is in many ways unique in the business training market.

news

Possibly the best book on B2B sales.

The publishing house "Mann, Ivanov and Ferber" has published a book by Mikhail Kazantsev "School of B2B Sales. From understanding the client's situation to the deal ”is the first visualized manual in Russia, where B2B sales technologies are systematically considered. The book quickly gained recognition from readers and popularity. At the end of the first week of sales, the book became a bestseller. The book describes 9 dimensions of deal situations and the fundamental differences between B2B and B2C sales. The book is richly illustrated and contains 115 author's drawings.

Coaching for executives and business owners from Mikhail Kazantsev

Registration for individual coaching by Mikhail Kazantsev has opened for company owners and managers.

Registration traditionally takes place once a year. The number of program participants in 2017 will not exceed 5 people. The program is addressed to the owners and top executives of companies.

The peculiarity of coaching by Mikhail Kazantsev is the use, in addition to classical coaching procedures, of a whole arsenal of psychological techniques.

The jewelry combination of the business approach and psychology allows Mikhail Kazantsev's clients to solve systemic problems at the border of business and life, to find new resources both for the development of organizations and for the personal happiness and prosperity of their leaders.

"Be the owner of your business, not its slave!" - the motto of the program.

Competition is an unpleasant thing. Every day you are compared with others and regularly pointed out that you are not the best ... On the other hand, competition can be healthy too. And then it stimulates development.

Whether the competition in the team will be healthy or not very much depends on the leader. A wise chef will be able to build relationships in the team so that the spirit of competition will spur and motivate employees. If mishandled, competition can turn colleagues into vicious ill-wishers.

You have become the object of healthy competition if:

the success of your coworkers motivates you to do better, and the motivating force is excitement, not negative emotions like envy and resentment;
you are respectful and friendly to colleagues - competition does not interfere with human relations;
you are able to enjoy the success of your colleagues; you are not jealous because you know that this success is deserved. And that the applause was not for you - so next time you need to push and do more!
you give it all because you love your job. You are chasing results because you think you are a great specialist, capable of a lot. And not for the praise of the boss. And not in order to wipe the nose of colleagues.

Everything is just like that? We are glad for you! Because you have a wonderful opportunity to grow professionally in a team of like-minded people. Of course, even under such conditions, competition knocks out of the comfort zone. But in this case, the discomfort is justified - it allows you to develop.

Your team is unhealthy competition if:

you come to work with a grim determination: die today, but do the job better than others;
the mention that someone has achieved better results makes you persistently dislike that person;
you consider your colleagues to be enemies, you are afraid of stabs in the back;
there can be no question of mutual support in the team - you are rivals;
work takes a lot of energy from you. By Friday night, you feel like a squeezed lemon.

What to do if you work in a team with unhealthy competition:

Do not succumb to provocations and divide everything that your boss tells you by two, or even ten. Are you ashamed for not fulfilling the plan, although you gave your best? Share with your manager the arguments why the plan was not implemented (it is initially unrealistic, or your company does not have a debugged system that allows you to achieve the required results, etc.). In short, don't let make you a whipping boy (girl).
Maintain adequate self-esteem. That is, evaluate yourself objectively, as it is: without embellishment, but also without self-deprecation. Low self-esteem makes people easy to manipulate.
Despite the tensions in the team, maintain an even, friendly tone in communication with colleagues. Do not rush at others with criticism and accusations. Behave at least well-mannered and correct, at the most - show goodwill. Perhaps it is you who will be able to break the ice of competition and improve team relations.

If you are operating in an unhealthy competitive environment, answer the question: how justified is it? Everyday stress is a direct road to health problems. For some time, one can admit such an option: for the sake of money, work experience, connections, satisfaction of ambitions ... But several years of such a marathon for wear and tear can undermine the health and psyche of the strongest person.

Elena Nabatchikova

What does every leader dream of? About a team of professionals who will work day and night tirelessly. And the fruits of their activities should bring the company unlimited profits. To create such a team, some top managers are ready to unleash a real "war" between their employees. Is it good or bad? Let's figure it out!

Is there competition abroad?

In Western companies, competition is an integral part of the business world, be it the relationship between the heads of competing corporations or the relationship between colleagues. In the United States, from school, people are taught to tough competition. In connection with such training, having got a serious job, employees feel quite natural and comfortable in the face of constant competition.

In Japan, fierce competition prefers an atmosphere of peace and harmony. And nothing will prevent the Japanese leader from dismissing an employee who does not get along in the team, goes over their heads, contributes to the emergence of conflicts.

How should the competition be?

Competition should not be based on censure and shame on losers, which can lead to employee fear, unproductive fussiness, or unwillingness to work at all. It is much more effective to reward and reward successful employees. Thus, workers will perceive it as a chance to gain additional benefits.

There is also team competition. In this approach, it is not personal results that are assessed, but team results. However, there is a risk that due to unscrupulous colleagues from your team, you can get less than if you worked alone. This method of work contributes to both personal growth and team building and team spirit strengthening.

Competition can also be internal, when employees compete not with each other, but with themselves. Each employee's goal is to surpass their own previous performance. In this case, work is underway to stimulate personal development employees, honing professional skills.
The good thing about this technique is that it kills the competitive spirit between employees. The atmosphere in the team will remain comfortable.

Competition - Threat or Opportunity?

Competition is a risky method of increasing a company's profits. Consider the chances and threats that it carries.

Chances:
1) the fight against a common enemy leads to the strengthening of the team spirit;
2) increasing labor efficiency;

Threats:
1) the emergence of aggressive competitors-leaders, demotivating all other employees;
2) the formation of a team of singles, where "every man for himself";
3) going beyond professional relationships and becoming personal;
4) mass layoffs of employees;
5) honest rivalry can transform into a competitive "war" when employees monitor the mistakes of colleagues and interfere with each other in achieving the goal;
6) lack of necessary support for new employees.

Alternative to competition

A good alternative to competition can be a change in employee motivation. Instead of pushing employees against each other, comparing winners and losers, help each of your employees to realize their value and benefit. Replace the external motivation of the employee with the internal one: not “What will I get from this task?”, But “How can I enjoy what I am doing?”.
But don't completely write off external reasons for motivation. They are very effective in the short term, since a person clearly understands what he will receive for his work. But, extrinsic motivation can lead to the emotional employee burnout. While intrinsic motivation will give a person a sense of his own competence and success.

Is it possible to create “comfortable” competition?

Psychologists say competition - hidden or overt - exists in any company. And if it cannot be avoided, then at least it can be directed in the right direction. Here are some ways to create positive competition:

1. All employees must pursue common goal.
2. There are no losers, and there cannot be, because all efforts are aimed at the good of the company.
3. The battle must be waged against a common "enemy", for example, a deadline, or a competing company.
4. Competition should contribute to the creation of a united team, focused on the result.

Remember, employees are not athletes waiting for the signal to stop running to the finish line!
Sowing the grain of competition in a team is not difficult. It is difficult to control a broken sprout. Let's say you contributed the emergence of competition to increase the company's profits, and profits increased. But what about the hostile relations of employees, with constant conflicts and a complete lack of corporate spirit?

Today many commodity markets got into the zone of commoditization. The release of most goods is becoming so massive that consumers no longer see any difference between them - except perhaps for the price. However, the tough price competition negatively affects the business: manufacturers and retail stores lose profits, as they are forced to reduce prices, and the margin is no longer enough to maintain the required pace of development. How to increase sales of consumer goods in such conditions?

Igor Lipsits,

Professor, Higher School of Economics

Working in a competitive environment: 10 ways to stand out

Today, many commodity markets have fallen into the commoditization zone. The release of most goods is becoming so massive that consumers no longer see any difference between them - except perhaps for the price. However, tough competition has a negative impact on business: manufacturers and retailers lose profits, as they are forced to cut prices, and the margin is no longer enough to maintain the required pace of development. How to work in a competitive environment and increase sales of consumer goods?

The only way to survive is non-standard approach to development. If a company is experiencing a decline in sales in a mature market, it means that it does not invest in updating the product, does not care about its specific characteristics. Let's take a look at the tools to help differentiate the product.

Tough competition? Change company strategy

There are two business strategies - supplier and partner. Which one the company adheres to depends on whether it can make money in the face of fierce competition and commoditization.

The supplier's strategy is characterized by mass character: mass production, mass distribution, mass consumption and advertising. The company's products are aimed at all customers who are ready to buy them. This model was basic in the 20th century, but today it has outlived its usefulness - only the partner's strategy will bring victory in the global market.

What does this approach look like in practice? The company selects a market segment in which it can do something better than its competitors, and then adapts bulk goods to the requests of a specific client (clients) from this segment. I will give a classic example - the European company The Imperial Tailoring organized tailoring men's suits in a volume comparable to mass production, but at the same time, each suit is made for a specific buyer.

We study the client and look for an integrated approach

It is a common truth: the client will choose you only if you find out what exactly he needs and what his needs you can satisfy.

Determination of needs. To begin with, train employees who are in direct contact with customers to remember all their complaints, questions, objections, confusion and reactions related to your product or service. Analysis of this information will reveal what exactly the client does not like about your product (service) and what can be improved in it. Here are some questions that experts suggest to differentiate your product, which means it is better to sell it in a highly competitive environment.

A complex approach. Analyze what else, besides your product, the client needs. If you have identified his deepest needs, then you will understand what Additional services can offer. Then, even in the standard market, you can get preferences. For example, the American chemical concern DuPont sells sulfuric acid of a typical formula at a price 25% higher than the market price. DuPont took into account the needs of enterprises using sulfuric acid in the production, and offered them an additional service - the supply of all component materials. That is, the buyer receives not only sulfuric acid, but also other production components, moreover, at a discount. However, do not forget: it is important not only to offer additional services, but to convince the consumer of their value.

Competitive Job: 10 Ways to Stand Out

Add a product or service consumer properties the most valuable from the point of view of buyers, there are several ways.

Method 1. Change of product or its intended purpose

Blyth, which makes candles, now sells $ 1.5 billion worth of products a year. market price business - $ 1 billion. It would seem, what unusual properties can be given to such a simple product as a candle? Blyth has placed a metal capsule with money in a gift candle, from small coins to a $ 50 bill, but the amount can only be found out when the candle burns out. That is, the company changed the purpose of the product - now it is a surprise, a gift, which also suggests that the consumer will experience certain emotions.

The Russian agricultural holding "Moskovsky" began to produce ready-to-eat sliced green salad in containers. Customers, especially working women, appreciated the novelty. Cooking took less time, and the company's sales went up. This result has become possible due to the fact that the manufacturer is constantly looking for a way to differentiate the product, taking into account the needs of buyers.

Method 2. Changing the terms of payment or sales system

The Pratt & Whitney company introduced a system of payment for the cost of its engines for liners sold to airlines in installments: the price now depends on the actual flight time (operation) of the engine in hours. This is paid by airlines that bought an aircraft with such an engine, but paid for it without taking into account the cost of the engine.

The Russian company Polimerteplo achieved active sales of its pipes for housing and public utilities only after it introduced a leasing system with the right to buy out the renewed sections of pipelines (this is beneficial to its customers, since they pay the full cost of pipes not immediately, but gradually).

Differentiation can be considered successful if at marketing research a significant proportion of customers declare a clearly expressed willingness to buy your products again (on a five-point scale of readiness to re-purchase, the ratings of many customers are on average close to five).

Method 3. Improving the quality of a standard product

This method is only effective when there are customers in the market who need it. For example, California-based concrete supplier Granite Rock Company found out that some buyers need standard concrete, and some need higher quality concrete for structures that have special requirements. Company applying for the production of concrete mix computer program(which gives the most accurate calculation of the composition of the mixture), improved the quality characteristics of the product. Accordingly, the price of the new product has become higher.

Method 4. Improving logistics

Be sure to find out how comfortable it is for the client to buy goods from you. If the logistics are poorly organized, find a way to tailor it to the customer's capabilities. The same Granite Rock Company found out that the standard concrete delivery scheme was extremely inconvenient for its buyers. The shipment was carried out only during the day, when the roads were filled with transport, so the transportation costs for the customers were high. The company built automated warehouse that works at night. Now only a special electronic card is required to fill the machine with concrete. And the absence of traffic jams allowed buyers to reduce both transport costs and the costs of projects under construction.

Method 5. Development of a distribution network (arm's length principle)

It is interesting how Coca-Cola positioned its product when it found out that customers practically do not distinguish the taste of two drinks - Coca-Cola and Pepsi. It was decided to create a denser distribution network and sell the drink according to the principle "our bottle should always be at the client's arm's length."

Method 6. Territorial distribution of production

This method is convenient for large companies- they create manufacturing enterprises in different parts of the world, so that there is always a local factory near the client. The advantages are obvious - the delivery time of goods and transportation costs of companies are reduced. This becomes an advantage for which the client pays - choosing this global supplier, even if the price of his product, due to subjective reasons, is not lower than that of competitors.

Method 7. Search for ideas in other industries

When the Granite Rock Company needed fast shipping building materials, its specialists went to study logistics at the Domino's Pizza company. They studied how Domino’s was able to deliver an order in the shortest possible time, and then used the technology - with guaranteed travel time even in heavy city traffic - to transport building materials. This made it possible to create our own transport service, bringing building materials to the customer's site exactly at the agreed time - the delay does not exceed 15 minutes, even in large cities.

Method 8. Expanding the range of services

General Electric Company, in addition to power equipment, produces turbines - this is a highly competitive market. To attract buyers, General Electric offered them also consulting services... More than a century of experience in international market allows you to share with clients the rules of doing business in a particular country - depending on the prevailing business culture.

Method 9. Search for customers who have non-standard requirements for your product

Most business people believe that all customers have the same product requirements. In fact, this is not the case, which is confirmed by the macroeconomic example of Australia - one of the five leading exporters of grain in the world market. Grain is a common commodity with two or three quality parameters (for example, gluten content and contamination) and a standard - usually low - price. Therefore, it would seem that there is only one way to increase sales - by offering the buyer even more low price... However, the Grain Council of Australia together with producers decided to find out which country has increased requirements for grain? Japan turned out to be such a country: their quality standard includes 20 items. When the Australians asked whether Japan would buy grain from them at a price higher than the exchange price if all 20 quality parameters were met, the Japanese Ministry Agriculture answered with consent.

Method 10. Playing on long-term contracts

The method is relevant only if your company is sustainable. Chemicals manufacturer Methanex offers customers very long - 10–20 year - supply contracts. Of course, the company has conditions for this - the scale of the business, many enterprises in different countries... V chemical industry due to commoditization and cyclical demand, many companies are at the bottom of the business cycle (that is, at the time of a collapse of the economy or a sharp decline in sales by this market) go bankrupt and stop supplying. Methanex customers are not afraid of this and are ready to pay for stability.

As you can see, differentiation can be achieved today in any market where there are special customer needs. The key is to take a holistic approach to customer research and adapt to them. Only this will help the company avoid product standardization, fierce competition, and, therefore, being drawn into price wars in which there are usually no winners.

Igor Lipsits Graduated from the Moscow Institute of National Economy. G.V. Plekhanov. Doctor economic sciences, Head of the Master's Program in Marketing, Academic Supervisor of the Marketing Department of the National Research University Higher School of Economics. Author of over 20 monographs and textbooks and over 100 articles in scientific and popular science journals. In 2012, he was awarded the Medal of the Order of Merit to the Fatherland, II degree.

National research university Higher School of Economics (NRU HSE) is one of the leading universities in Russia. Specialization - socio-economic, humanities, as well as mathematics and computer science. The university has over 20 faculties and departments, 20 335 students and 1615 teachers. Official site - www.hse.ru

It might be helpful to read: