{"id":882,"date":"2019-10-22T07:03:00","date_gmt":"2019-10-22T07:03:00","guid":{"rendered":""},"modified":"2025-12-02T09:43:58","modified_gmt":"2025-12-02T09:43:58","slug":"decision-making-estas-resolviendo-los-problemas-adecuados","status":"publish","type":"post","link":"https:\/\/hamilton.global\/ca\/decision-making-estas-resolviendo-los-problemas-adecuados\/","title":{"rendered":"Decision Making, est\u00e0s resolent els problemes adequats?"},"content":{"rendered":"

Un dels principals problemes d'algunes marques \u00e9s que cauen en un tacticisme a curt termini que no ajuda l'estrat\u00e8gia global d'una companyia. La tend\u00e8ncia a una certa rapidesa improvisada en una recerca de solucions confon el mercat, el consumidor actual, el potencial i, sobretot, desestabilitza el cam\u00ed estrat\u00e8gic d'una marca, a m\u00e9s de paralitzar la creativitat d'un pensament lateral que en molts casos \u00e9s la soluci\u00f3 a la pausa ia repensar el negoci de forma diferencial. <\/span>
\n
\n<\/span>Des de la realitat dels insights podem definir alguns passos que enumero a continuaci\u00f3, els quals considero imprescindibles per fugir d'aquest tacticisme a curt termini.<\/span>
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\n<\/span>Pas 1: Segmenta els teus clients actuals i potencials. <\/span><\/b>
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\n<\/span>Defineix les seves necessitats i motivacions a trav\u00e9s dels diferents patrons de conducta i centra't en aquells segments on pots aportar valor com a marca. Anar a tots els segments no \u00e9s una opci\u00f3 com tampoc ho \u00e9s atacar segments irreals per molt de potencial que tinguin. No ataquis all\u00f2 que no pots proposar al mercat. Aquesta segmentaci\u00f3 t'ajudar\u00e0 a definir la teva marca i el teu portfoli de marques si tens diversos territoris a atacar. <\/span>
\n
\n<\/span>Pas 2: Segmenta la teva compet\u00e8ncia. <\/span><\/b>
\n
\n<\/span>Tens un mapa de segmentaci\u00f3 de la teva compet\u00e8ncia? Saps qui estan atacant? La vostra proposta de valor? El seu posicionament? Quins s\u00f3n els clients actuals de la teva compet\u00e8ncia? I els potencials? <\/span>
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\n<\/span>Pas 3: Identifica el teu macro entorn competencial <\/span><\/b>
\n
\n<\/span>\u00c9s clau identificar qualsevol producte o servei que pugui arribar a ser un substitutiu del teu, estigui a prop o lluny del teu \u201cmindset\u201d competencial definit. Un dels grans errors de les marques \u00e9s pensar en la seva compet\u00e8ncia m\u00e9s propera i no en elements de substituci\u00f3 o de m\u00e0rqueting paral\u00b7lel que s\u00f3n una amena\u00e7a real al teu mercat. <\/span>
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\n<\/span>Pas 4: Identifica els \u201cPains\u201d <\/span><\/b>
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\n<\/span>Identifica els punts clau de millora en la definici\u00f3 de tota l'experi\u00e8ncia de compra i consum del teu producte o servei. Amb cada element de millora aconseguir\u00e0s a\u00efllar l'estrat\u00e8gia experiencial i centrar-te en all\u00f2 veritablement important. <\/span>
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\n<\/span>Pas 5: Mira al teu voltant, qu\u00e8 s'est\u00e0 fent b\u00e9 en altres sectors? <\/span><\/b>
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\n<\/span>No et centris \u00fanicament en el teu sector, analitza les best practices d'altres sectors que et serveixin d'inspiraci\u00f3 per completar l'experi\u00e8ncia de compra i\/o consum, definici\u00f3 de segments clau o an\u00e0lisi de posicionament i comunicaci\u00f3 de marca.<\/span>
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\n<\/span>Pas 6: Involucra tot el teu equip amb potencial <\/span><\/b>
\n
\n<\/span>Igual que fem amb la compet\u00e8ncia, \u00e9s interessant involucrar en la resoluci\u00f3 de problemes quadres intermedis amb potencial. Que la visi\u00f3 no sigui \u00fanicament del top management sin\u00f3 que s'estengui a part de l'organitzaci\u00f3 amb menys contaminaci\u00f3 estrat\u00e8gica. <\/span>
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\n<\/span>Pas 7: Realitza un framework a llarg termini <\/span><\/b>
\n
\n<\/span>Estrat\u00e8gia, estrat\u00e8gia i m\u00e9s estrat\u00e8gia, no et quedis en els propers 3,6 o 12 mesos. Dissenya un pla de negoci de segments potencials per cobrir les seves necessitats, defineix l'estrat\u00e8gia de producte i servei per fer-ho i avan\u00e7a't als altres. <\/span>
\n
\n<\/span>Pas 8: Pregunta't qu\u00e8 falta a la teva companyia <\/span><\/b>
\n
\n<\/span>Passant per recursos humans amb perfils necessaris, a eines de m\u00e0rqueting que no s'estan fent servir, a Kpi's que no s'estan mesurant. Defineix tot aquell arsenal que falta a la teva companyia per generar valor d'informaci\u00f3 i amb el talent suficient per resoldre'l. <\/span>
\n
\n<\/span>Pas 9: Utilitza eines de Decision Making <\/b><\/span>
\n
\n<\/span>Ja sigui mitjan\u00e7ant eines de segmentaci\u00f3 i clusteritzaci\u00f3, eines pr\u00f2pies de decisi\u00f3 com Conjoint Analysis, Turf, MaxDiff. Kano Drivers Analysis, Trade off Modeling o eines de predicci\u00f3 com Neural Networks, Bass Difussion Model, etc. <\/span>
\n
\n<\/span>Pas 10: Fes \u201cA\/B testing\u201d amb solucions <\/span><\/b>
\n
\n<\/span>Un cop definides les solucions realitza tants A\/B testing com calguin per optimitzar la teva proposta de valor. <\/span>
\n
\n<\/span>Aquests passos nom\u00e9s s\u00f3n una reflexi\u00f3 sobre l'estructura de presa de decisions i com des de la investigaci\u00f3 de mercats podem ajudar a definir-la de forma conjunta per optimitzar el proc\u00e9s. Estem en una \u00e8poca d'acceleraci\u00f3, per\u00f2 l'estrat\u00e8gia ha de continuar formant part de la capacitat anal\u00edtica de saber si estem resolent els problemes adequats per a la marca. Que el curt termini no venci ni convenci.<\/span>
\n
\n<\/span>
\n<\/span>
\n<\/span>Jordi Crespo<\/span><\/b><\/p>\n<\/span>","protected":false},"excerpt":{"rendered":"

Un dels principals problemes d'algunes marques \u00e9s que cauen en un tacticisme a curt termini que no ajuda l'estrat\u00e8gia global d'una companyia. La tend\u00e8ncia a una certa rapidesa improvisada en una recerca de solucions confon el mercat, el consumidor actual, el potencial i, sobretot, desestabilitza el cam\u00ed estrat\u00e8gic d'una marca, [\u2026 ]<\/p>","protected":false},"author":2,"featured_media":2511,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":""},"categories":[1],"tags":[],"yoast_head":"\nDecision Making, \u00bfest\u00e1s resolviendo los problemas adecuados? -<\/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:\/\/hamilton.global\/ca\/decision-making-estas-resolviendo-los-problemas-adecuados\/\" \/>\n<meta property=\"og:locale\" content=\"ca_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Decision Making, \u00bfest\u00e1s resolviendo los problemas adecuados? -\" \/>\n<meta property=\"og:description\" content=\"Uno de los principales problemas de algunas marcas es que caen en un tacticismo cortoplacista que no ayuda a la estrategia global de una compa\u00f1\u00eda. 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