In BtrueB 's day-to-day experience, we often find that the word quota has a very established place in the language and internal objectives of B2B or Industrial companies.
It is often the one that determines what is good and what is evil, even though its calculation is often questionable.
In our view, the more numerical and classic lebanon phone number material version of the word quota reflects an increasingly blind management concept and, above all, with a very limited potential contribution.
One of the most dangerous aspects of managing based on market shares is the internal starvation and rigidity that it generates in organizations and people in the face of increasingly frequent external changes.
But not all forms of quota management have to be limited. We give you our vision.
Contents hide
1. MARKET SHARE
2. CUSTOMER RATE
3. THE BRAIN QUOTA
4. IN OUR B2B STRATEGY, WHICH QUOTA MANAGEMENT DO WE CHOOSE?
MARKET SHARE
In the early days of the industrial world, demand outstripped supply and everything that was manufactured was sold. Simply staying in business and manufacturing products was enough.
Aided by a world that was neither globalized nor connected and by the beginning of mass advertising that mathematically correlated investment with sales (due to the scarcity of channels and their high prescriptive power), the objective was to "place the product" in a very pushy idea with zero customer-centricity.
Subsequently, the boom and competition between different industries and the growing power of distribution began to balance supply and demand and, above all, accelerate competition between industries around the variable price.
The B2B strategy of the time revolved around product availability and access in order to optimize production economies of scale to be able to offer the best price.
With the rise of the consumer and distribution market, the concept of Marketing (still closely associated with advertising) emerged, which was already beginning to segment customers and develop emotional value around brands and their positioning.
This is where we start talking about the word share, specifically market share or segment. Curiously, it may seem like the beginning of a customer-centric concept, but it is quite the opposite.
We are talking about a clearly conservative concept, where the winners were those who maintained a higher percentage of turnover in certain segments or markets. This allowed them to keep their costs under control and thus compete, regardless of who and how.
Large companies obsessively focus on monitoring this number and act exclusively with the price or promotion in the event of possible variations in it (normally downwards);
There was no need to know the “whys,” to be proactive, and of course to approach the customer. “My product must be on the right shelf at the price that my quota allows,” nothing more.
