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Из курса от партнера University of Pennsylvania

Proyecto de Fundamentos Empresariales de Wharton

3 оценки

University of Pennsylvania

Proyecto de Fundamentos Empresariales de Wharton

3 оценки

Курс 5 из 5 — Specialization Fundamentos Empresariales

El Proyecto Final de Conocimiento Aplicado de Wharton te permite aplicar tus habilidades analíticas a retos de negocios reales, incluyendo el tuyo. Usarás esas habilidades empresariales recientemente adquiridas, para evaluar de manera reflexiva una oportunidad o situación real de compañías dirigidas por Wharton como Televisa.También podrás preparar un análisis estratégico y plantear una solución a un reto al que se enfrente tu propia compañía u organización. Personal cualificado de Wharton evaluará los mejores trabajos, y equipos de dirección de Televisa revisarán los proyectos que obtengan mejor puntuación.

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Revisión de los videos de marketing

Rotafolio estratégico de marketing11:05

Cómo la centralidad del cliente puede ser redituable19:03

Retención del cliente18:24

Desarrollo del cliente3:08

Marcas y marketing digital14:01

Clientes y tecnología digital9:49

Reputación y resúmenes14:38

Ciclo de vida del producto3:29

Más ejemplos de influencia8:42

Más ejemplos de influencia - parte 212:34

Estrategia de precios 3- Factores psicológicos9:47

Estrategias de distribución 1- Introducción13:38

Estrategias de distribución 2- diseño de canales13:39

Conflicto horizontal12:46

Познакомьтесь с преподавателями

Christian Terwiesch
Andrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School

[MUSIC]

Now we're going to talk about customer development, and before I ask you the same

question, I first want to be real clear what we mean by customer development.

The general idea is we want to make our customers as valuable as possible.

Our existing customers as valuable as possible.

And so what are the tactics associated with customer development?

What are the kinds of things, that companies do in order to create and

extract more value from their existing customers?

And that we usually think about four different tactics.

You could think about for yourself as a manager or

as a customer, how you increase value.

And let's just review them real quickly and then we'll go on and

talk about managing customer development.

So number one is cross-selling.

The idea of getting customers to buy more than just the particular product that

they're interested in.

So here in the US,

millions of time a day, we hear people asking, do you want fries with that?

That's an example of cross selling.

Getting people to buy other products.

They can either be from the same product category like an Amazon.com

recommending other books to you, or other product categories, cross-selling.

Next to cross-selling would be up-selling.

And of course the classic fast food example there would be

do you want to super-size it?

So try to get people to buy a higher margin version of the same item,

up-selling.

Again, very common not just in fast food but in financial services and

many, many industries.

You want to get people, once they're going to buy something,

let's get them to buy the good something.

Those are the big two.

The third one would be frequency.

Let's just try to get people to buy our stuff more often.

Very often, that's why companies use loyalty programs.

So let's give people just a little bit of motivation,

not just to buy this product but to buy it on a more frequent basis.

So again, a very common source of customer development there.

And the fourth one, which companies don't like to talk about but

they like to do or at least they wish they could do would be through margins.

Maybe not just upselling people but maybe we can get people to pay more money for

the same product or service.

A lot of companies are very hesitant to do that, they don't want to mess around,

charging different prices for the same product or service to different people.

But as we discussed way back, earlier when we were laying out the case for

customer centricity, sometimes it makes a lot of sense to do so.

So whether it's cross-selling, up-selling, frequency, or margin.

And I'm not going to get into the nitty gritty details of exactly how we do those

things, but I just want to understand customer development as a whole.

How we measure it and where if fits in with acquisition and retention.

[MUSIC]

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