Your understanding of the peculiarities of working in a competitive environment. Working with clients in a highly competitive environment

Competition is a bad thing. You are compared to others every day and regularly pointed out that you are not the best ... On the other hand, competition can also be healthy. And then it stimulates development.

Whether the competition in the team will be healthy or not very much depends on the leader. A wise boss 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 malicious ill-wishers.

You have become the object of healthy competition if:

• the success of your colleagues motivates you to work better, and the motivating force is passion, not negative emotions like envy and resentment;
• you treat your colleagues with respect and kindness - competition does not interfere with human relations;
• you are able to rejoice at the success of your colleagues; you are not jealous, because you know that this success is deserved. And that you didn’t get the applause - so next time you need to push and do more!
• you give it your all because you love your job. You are chasing results because you consider yourself 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 happy 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.

There is unhealthy competition in your team if:

• you come to work with a grim determination: to die today, but to do a better job than others;
• the mention that someone has achieved better results causes you a strong dislike for this person;
• you consider your colleagues as enemies, you are afraid of being stabbed in the back;
• there can be no talk 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 the leader tells you by two, or even by ten. Are you embarrassed for not following through on a plan even though you did your best? Share with the manager the arguments why the plan was not fulfilled (it is initially unrealistic, or your company does not have a debugged system that allows you to achieve the required results, etc.). In a word, do not let them make you a whipping boy (girl).
• Maintain self-esteem at an adequate level. That is, evaluate yourself objectively, as you are: without embellishment, but without self-abasement. Low self-esteem makes people easy manipulation object.
• Despite the tense relationships that have developed in the team, maintain an even, friendly tone in communication with colleagues. Don't lash out at others with criticism and accusations. Behave at least well-mannered and correct, as a maximum - show goodwill. Perhaps it is you who will be able to break the ice of competition and improve relations in the team.

If you work in conditions of unhealthy competition, answer the question: how justified is this? Everyday stress is a direct road to health problems. For some time, this option can also be allowed: for the sake of money, work experience, connections, satisfaction of ambitions ... But several years of such a wear and tear marathon can undermine the health and psyche of the strongest person.

Elena Nabatchikova

Today, many commodity markets have fallen 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, fierce price competition has a negative impact on 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 products in such conditions?

Igor Lipsits,

Professor, National Research University Higher School of Economics

• Working in a competitive environment: 10 ways to stand out

Today, many commodity markets have fallen 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, fierce competition has a negative impact on business: manufacturers and retailers are losing profits as they are forced to cut prices, and margins are no longer enough to maintain the necessary pace of development. How to work in a competitive environment and increase sales of consumer products?

The only way to survive is a non-standard approach to development. If a company has 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 look at the tools that will help differentiate the product.

Tough competition? Change company strategy

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

The supplier 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 it. This model was the main one in the 20th century, but today it has become obsolete - only the partner's strategy will bring victory in the global market.

How does this approach look in practice? The company selects a market segment in which it can do something better than its competitors, and then adapts the mass product to the needs of a specific customer (customers) from this segment. Let me give you a classic example - the European company The Imperial Tailoring organized the tailoring of 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

A common truth: the client will choose you only if you find out what exactly he needs and what needs you can satisfy him.

Definition of needs. To get started, train your front line employees to memorize all of their complaints, questions, objections, confusions, and reactions related to your product or service. The 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 their deep needs, then you will understand what additional services you can offer. Then even in the standard market you can get preferences. For example, the American chemical concern DuPont sells sulfuric acid standard formula at a price 25% higher than the market price. DuPont took into account the needs of enterprises using sulfuric acid in their 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 components of production, 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.

Working in a competitive environment: 10 ways to stand out

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

Method 1. Changing the product or its intended purpose

Blyth, a candle maker, today sells $1.5 billion a year and has a market value of $1 billion. simple product like a candle? Blyth placed a metal capsule with money in a gift candle, from small coins to $ 50 bills, but the amount can be found out only when the candle burns out. That is, the company has changed the purpose of the product - now it is a surprise, a gift, besides, it assumes that the consumer will experience certain emotions.

The Russian agricultural holding "Moskovsky" began to produce ready-to-eat chopped green salad in containers. Customers, especially working women, appreciated the novelty. Cooking began to take less time, and the company's sales went up. This result was possible due to the fact that the manufacturer is constantly looking for a way to differentiate the product based on the needs of customers.

Method 2. Changing the terms of payment or sales system

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

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

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

Method 3: Improve the quality of a standard product

This method is effective only when there are customers in the market who need it. For example, California-based concrete supplier Granite Rock Company found that some buyers needed standard concrete, while others needed higher quality concrete for structures with 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 a new product has become higher.

Method 4. Improving logistics

Be sure to find out how convenient it is for the client to buy goods from you. If logistics is poorly organized, find a way to tailor it to the customer's capabilities. The same Granite Rock Company found out that it was extremely inconvenient for its customers standard scheme supply of concrete. Shipment was made only during the day, when the roads are full of vehicles, so the cost of customers for transportation was high. The company has built an 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 facilities 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 the taste of two drinks - Coca-Cola and Pepsi - is practically indistinguishable by customers. It was decided to create a denser distribution network and sell the drink according to the principle "our bottle should always be at arm's length of the customer."

Method 6. Territorial distribution of production

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

Method 7. Search for ideas in other industries

When Granite Rock Company Needed Fast Shipping building materials, its specialists went to study logistics at Domino's Pizza. They studied how Domino's was able to deliver orders in the shortest possible time, and then they began to use this technology - with guaranteed travel times even in heavy city traffic - to transport building materials. This made it possible to create our own transport service that delivers 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, in addition to power equipment, produces turbines - this is a highly competitive market. To attract buyers, General Electric also offered them consulting services. Over a century of experience in international market allows you to share with customers the rules of doing business in a particular country - depending on the prevailing business culture.

Method 9: Find customers who have non-standard requirements for your product

Most businessmen are sure that all customers have the same product requirements. In fact, this is not the case, which confirms the macroeconomic example of Australia - one of the top five grain exporters in the world market. Grain is a common commodity with two to three quality parameters (such as 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 an even lower price. However, the Grain Council of Australia, together with the producers, decided to find out which country imposes increased requirements on grain? Japan turned out to be such a country: their quality standard includes 20 positions. When the Australians asked if Japan would buy grain from them at a price above 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 stable. Methanex, a chemical manufacturer, offers customers very long-term 10-20-year supply contracts. Of course, the company has conditions for this - the scale of the business, many enterprises in different countries. AT chemical industry due to commoditization and cyclical demand, many companies in the lower part of the business cycle (that is, at the time of the collapse of the economy or a sharp decline in sales in a given market) go bankrupt and stop deliveries. Methanex customers are not afraid of this and are ready to pay for stability.

As you can see, today it is possible to achieve differentiation in any market where there is special needs clients. The main thing is to apply an integrated approach to studying customers 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 National economy them. G. V. Plekhanov. Doctor economic sciences, Head of the Master's Program in Marketing, Academic Supervisor of the Marketing Department, 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 for the Fatherland, II degree.

National Research University " graduate School Economics” (Higher School of Economics)- one of the leading universities in Russia. Specialization - socio-economic, humanitarian sciences as well as mathematics and computer science. The university has over 20 faculties and departments, 20,335 students and 1,615 teachers. Official site - www.hse.ru

I. Mozharovsky Leading Consultant of the STEP Consulting Center

How to increase sales in a highly competitive market? After all, the client here is usually faced with a very large choice - a lot of similar offers, and the differences in price are often small, and outright dumping is rather alarming. Most of the Russian trade and service companies operating in the consumer markets find themselves in such a situation today. The leading factor in the competition for the client's money objectively becomes the quality of service. Although the quality of customer service 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 are actively and successfully working to improve the quality of customer service. Here it is very easy to fall behind the market, which is increasingly accustoming customers to a certain level of service - customer service expectations, formed by the most developed sectors of the consumer market, are easily transferred to other industries.

Still, often managers in their search for opportunities to increase sales by inertia "are looking for where it is brighter, and not where they lost it." First of all, they think, for example, about technical improvement, about expanding the offer, which requires significant efforts and funds. Often we are talking about such nuances of products or services that are understandable and relevant only to narrow specialists. Moreover, the company's current offer is quite competitive and satisfies the possible needs of the vast majority of potential customers. If 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 requests to the company. But how many of them become real orders, and how many possible orders does the company lose? This is one of the important indicators that indicates how effectively the company has built work with customers and their requests, whether the funds invested in marketing and advertising have been spent in vain.

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 promo site with an electronic order and its “promotion” on the Internet. When the first results began to be summed up, sales "from the site" turned out to be quite insignificant - a conclusion arose about the low effectiveness of "on-line" advertising and sales for this business. However, the developers of the site, to whom the head of the company addressed with claims, conducted their own “investigation”: they selectively interviewed those who made an electronic order. It turned out that none of the respondents received from the company any feedback about your 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 often happens, was poor management. After we finalized the technology, established responsibility and established control, the site “earned” and orders went.

Another typical example. The company was tasked with developing a corporate identity. To select a contractor, a detailed letter was sent to two dozen firms, presented both in printed directories and on the Internet. Only two responded. At the same time, all the firms that ignored the written request, as shown by the telephone call, were very interested in such an order. The lack of response to a client request is certainly not the result of “sabotage” of employees, but rather a consequence of flaws in technology, the definition of functional duties, responsibilities and rules for the interaction of people within the company.

The reasons for customer dissatisfaction with the quality of service in service companies also often lie in internal technologies, which are often aimed at convenience for staff rather than customers. For example, the client has to contact and resolve emerging issues with different employees, and sometimes in vain to search for the answer to the famous question: “who sewed the suit?”. Another reason for the loss of customers is the illiterate communication with customers of the staff of companies that provide services to a wide range of consumers. Studies have shown that employees who come into primary contact with a client quite often do not provide the person who applied to the company with all the information that he needs to make an informed choice and make a decision about the order. At the same time, the information received turns out to be redundant, overloaded with obscure technical details and special terms. It happens that the client receives conflicting information or he gets such an impression from conversations with different employees.

Usually, employees simply answer specific questions; much less often, they actively help the client 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 reasonable decision will simply not occur to him. As a result, the client does not get the feeling that they are interested in him and strive to help make the right choice, and this is a key factor in the decision to become a client of this company. In addition, the lack of information is a serious source of complaints and claims from customers regarding the quality of the completed order.

The main disadvantage of working with clients, which limits the internal capabilities of the company to increase sales, is the passivity of the “front office”, often “hardwired” in technologies and functional duties employees who come into contact with customers who contact the company. To more people who called, wrote, came to the point of sale or provided services, left their orders here, front office employees must actively fight for each client, keep the visitor with a high quality of service. Not only to inform, but to sell the company's services, offer options, advise, in a word, help the client find the best way to solve his printing problem. Is it common for a client who calls several firms to collect information in advance, is asked permission to contact him, and then they call back, develop contact, consult, emphasize the benefits of the services provided by the firm, make additional offers? This is what successful sellers of services in different business sectors do, increasing the likelihood that the client will choose this particular order executor.

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 regulate the interaction of staff with customers at all stages of service provision. The task is especially relevant for network companies, after all, a uniform quality of service is one of the advantages of the network, which customers expect. Customer service standards are one of the tools to achieve the company's goals. The content of such standards, the specific method of their development and implementation depend on the answer to the questions: why does a company need to improve customer service and what quality of service needs to be achieved. The fundamental solution of these issues is the competence of the company's management.

It is important that service standards are optimal to achieve the goals. Service standards that require high flexibility, service variability, individual approach to a variety of client requests, may require additional human resources, complex and expensive work technologies and workflow management systems. It is necessary to determine priorities, highlight the components of a quality service, on which it is advisable to place the main emphasis, taking into account and weak sides services in companies in need of development. It is useful to study the situation with the quality of service in the market, compare with own practice work with clients. It is useful, for example, to send employees of your “front office” to competitors to “inspect” the level of service in the role of “clients”. You can see and take advantage of all the most valuable in the ways of providing quality service. It can also help change the position of people, facilitate the introduction of new standards of service, because in the "other's eye", in contrast to one's own, any "straw" is visible. Sometimes companies successfully adopt experience gained in other, albeit somewhat similar, markets, enriching work with clients with new effective approaches that have not yet been widely used in this business.

In addition to standards, other components are also important. effective system service quality management. First, staff training, implemented in different forms from special trainings on customer service standards and skills to regular on-the-job briefings and meetings to share 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 assessing their satisfaction with the service, assessing the quality of service using the “mystery shoppers” method). Finally, the personnel motivation system, which takes into account service quality indicators and uses material and non-material incentives to improve the level of service.

Experience shows that significant results in terms of service quality can be achieved if these areas of work are interconnected and function “on an ongoing basis”. For example, the results of monitoring the implementation of standards determine the necessary measures for personnel training, depending on the problems identified in the 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 system of employee motivation, the service standards themselves are adjusted and finalized. At the same time, the effectiveness of all this work strongly depends on the position of the company's top officials on the role of service quality in achieving business goals, their "drive" aimed at improving customer service.

What is the dream of every leader? About a team of professionals who will work day and night tirelessly. And the fruits of their activities should bring unlimited profits to the company. 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, whether it be relationships between the heads of competing corporations or relationships between colleagues. In the United States, from the school bench, people are accustomed to fierce competition. In connection with such training, having settled on a serious job, employees feel quite natural and comfortable in the face of constant competition.

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

What should be the competition?

Competition should not be based on blaming and shaming the losers, which can lead to employee fear, unproductive fussiness, and unwillingness to work at all. It is much more effective to reward and encourage successful employees. Thus, employees will perceive this as a chance to get additional benefits.

There is also team competition. With this approach, not personal results are evaluated, but team ones. However, there is a risk that due to unscrupulous colleagues from your team, you may receive less than if you worked alone. This working method contributes to personal growth as well as team building and strengthening the team spirit.

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

Competition - a threat or an 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 single enemy leads to the strengthening of the team spirit;
2) increase in 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 the professional relationship and the transition to the individual;
4) mass dismissal of employees;
5) honest rivalry can be transformed 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 the motivation of employees. Instead of pushing employees against their foreheads, comparing winners and losers, help each of your employees realize their importance and usefulness. Replace the employee’s extrinsic motivation with intrinsic motivation: not “What will I get from this task?” But “How can I enjoy what I do?”.
But you should not completely write off the external causes of motivation from the accounts. They are very effective in the short term, as a person clearly understands what he will receive for his work. But, extrinsic motivation can lead to emotional employee burnout. While intrinsic motivation will give a person a sense of their 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 it can at least 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 fought against a common "enemy", such as a deadline, or a competitor company.
4. Rivalry should contribute to the creation of a single team focused on results.

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

There is an exit!

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

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

Pledge successful sales in conditions of fierce competition - a clear understanding of the needs of customers and the ability to provide them with those products or services that relieve 100% of "pain".

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

Workshop is not a seminar, not a webinar and not a round table. 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 of charge by pre-registration.

With corporate training program » you can find on our website.

Reference

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