{"id":1036,"date":"2012-04-12T12:49:13","date_gmt":"2012-04-12T10:49:13","guid":{"rendered":"http:\/\/www.spa-balance.com\/?p=1036"},"modified":"2012-04-12T12:49:13","modified_gmt":"2012-04-12T10:49:13","slug":"como-posicionar-su-negocio-y-vender-mas","status":"publish","type":"post","link":"https:\/\/www.spa-balance.com\/es\/2012\/04\/como-posicionar-su-negocio-y-vender-mas\/","title":{"rendered":"How to Position your Business and Sell More"},"content":{"rendered":"

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In a recent post, we discussed the overall importance of innovation and imagination in the spa industry<\/a>. This week, we are further exploring this topic by discussing a couple of articles published by Mark Pollard, a professional strategist and VP of the Brooklyn based agency Brand Strategy, on this subject.<\/p>\n

From the negative effects provoked by different business cultures to the development of a solid strategy based on innovation and creative thinking, the following lines provide useful insights for spas and wellness centres willing to build a better future for their businesses.<\/p>\n

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En un art\u00edculo reciente, hablamos de la importancia general de la innovaci\u00f3n y la imaginaci\u00f3n en la industria del spa<\/a>. Esta semana, exploraremos m\u00e1s a fondo este argumento a trav\u00e9s de un par de art\u00edculos publicados por Mark Pollard, estratega profesional y vicepresidente de Brand Strategy, una agencia ubicada en Brooklyn.<\/p>\n

Desde los efectos negativos provocados por diferentes culturas empresariales hasta el desarrollo de una s\u00f3lida estrategia basada en la innovaci\u00f3n y el pensamiento creativo, las siguientes l\u00edneas ofrecen informaci\u00f3n \u00fatil para spas y centros de wellness interesados en construir un mejor futuro para sus negocios.<\/p>\n

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Business Cultures That Kill Innovation<\/strong><\/p>\n

Today, we have a proliferation of business cultures defined by rigid hierarchies where people tend to lose track of the ideas that are supposed to define their companies. This is why, according to Mark Pollard, very often \u201cpeople can\u2019t explain in plain English and in a sentence why the product is better than what else is on the market\u201d.<\/p>\n

Pollard blames this incapacity on the way different business cultures discourage innovative and creative ways of thinking. For instance, there is a monopoly of ideas where only some people can make a contribution to the creative process. This is particularly evident in companies with an overly-institutionalised behaviour.<\/p>\n

Likewise, several business cultures encourage innovation only through the technical aspects of it. As stated by Pollard, several companies treat innovation as something to execute \u201c\u2018because we can\u2019 rather than \u2018because people have a problem that we can solve\u2019\u201d. To make things worse, different business cultures tend to copy the impersonal language of their competitors to promote their products and services.<\/p>\n

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Identify Your Customer and Set Your Business Apart<\/strong><\/p>\n

In order to build a solid strategy for your business, it is crucial to identify from the very beginning the type of client you are serving, and the uniqueness of the products and\/or services your business is providing the market with.<\/p>\n

Throughout his extensive career, Mark Pollard has developed a model aimed at defining these two elements. This model works around three words: \u2018for\u2019 (who you want your customers to be), \u2018only\u2019 (what you do that is different), and \u2018because\u2019 (the explanation that may persuade someone to believe in the unique value of your product and\/or service).<\/p>\n

Once your business has been able to reach some sort of clarity about these words, you are in a good position to bring in some \u201cresearch and a bit of lateral thinking\u201d to enhance the whole strategic process. This is also the perfect time to embrace creativity and innovation.<\/p>\n

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Looking Beyond<\/strong><\/p>\n

In a different blog post, Mark Pollard shared a successful case that exemplifies the power of planning and creative thinking, something that allowed him and his creative team to sell 4.2 million hamburgers on behalf of McDonald\u2019s. Although the spa industry is probably somewhere in the opposite side from a company like McDonald\u2019s, the case shared by Pollard provides very useful tips and insights.<\/p>\n

In the McDonalds case, the creative team was confronted with the challenge to name the next hamburger, and a very simple question: \u201cHow do we get people to feel good about eating beef at McDonald\u2019s?\u201d Instead of coming up with the next promotional campaign, the team went beyond its first goal focusing on client\u2019s un-involvement, an issue that was affecting the company\u2019s sales.<\/p>\n

After a lot of thinking, the team came up with a strategic solution: Invite people to name it. Thanks to this strategy, people were actively involved and McDonald\u2019s sales rose to levels that transformed this campaign into one of the most successful ones in the history of the company.<\/p>\n

The planning process involved exhaustive interrogation of the problem, and a significant collaboration between different actors including the creative team, customers and all planning disciplines in the whole process. Collaborative thinking ended up playing a huge role in the whole process.<\/p>\n

 <\/p>\n

Building Success through Innovation<\/strong><\/p>\n

There are many things the spa industry can learn from the McDonald\u2019s experience. The bottom line here relies on embracing innovation, creativity and customer engagement as the required pillars to support the initial strategy and ongoing campaigns that spas and wellness centres are planning to build towards the future.<\/p>\n

The insights provided by Mark Pollard in his blog are relevant for the spa industry. In order to be successful, spas and wellness centres must be able to define and engage their customers and set apart their services. If they are able to add research, innovation, creativity and collaborative thinking into the process, they will be in a good position to take advantage of the broad range of opportunities provided by today\u2019s changing market. It\u2019s up to us.<\/p>\n

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Culturas empresariales que destruyen la innovaci\u00f3n<\/strong><\/p>\n

<\/strong>Hoy en d\u00eda, tenemos una proliferaci\u00f3n de culturas empresariales definidas por jerarqu\u00edas r\u00edgidas en donde la gente tiende a perder la noci\u00f3n de las ideas que definen sus empresas. Esta es la raz\u00f3n por la cual, de acuerdo con Mark Pollard, muy a menudo “la gente no puede explicar de manera clara y en una s\u00f3la frase el por qu\u00e9 su producto es mejor que el resto de lo que existe en el mercado”.<\/p>\n

Pollard le echa la culpa de esta incapacidad a las diferentes culturas empresariales que no promueven formas innovadoras y creativas de pensar. A este respecto, existe un monopolio de ideas en el que s\u00f3lo algunas personas pueden hacer una contribuci\u00f3n al proceso creativo. Esto es particularmente evidente en empresas con un comportamiento excesivamente institucionalizado.<\/p>\n

Del mismo modo, varias culturas empresariales fomentan la innovaci\u00f3n s\u00f3lo a trav\u00e9s de los aspectos t\u00e9cnicos de la misma. Tal y como lo indica Pollard, varias empresas tratan la innovaci\u00f3n como algo que se ejecuta “\u2019porque podemos\u2019 y no \u2018porque la gente tiene un problema que podemos resolver\u2019”. Para empeorar las cosas, diferentes culturas empresariales tienden a copiar el lenguaje impersonal que los competidores usan para promocionar sus productos y servicios.<\/p>\n

 <\/p>\n

Identifique al cliente y diferencie su negocio<\/strong><\/p>\n

<\/strong>Con el fin de construir una estrategia s\u00f3lida para su negocio, es fundamental poder identificar desde el principio el tipo de cliente que se va a servir y el valor \u00fanico de los productos y\/o servicios que su empresa le piensa brindar al mercado.<\/p>\n

A lo largo de su extensa carrera, Mark Pollard ha desarrollado un modelo orientado a la definici\u00f3n de estos dos elementos. Dicho modelo funciona en torno a tres palabras: \u2018Para\u2019 (qui\u00e9n quiere que sea su cliente), \u2018s\u00f3lo\u2019 (lo que hace usted que es diferente), y \u2018porque\u2019 (la explicaci\u00f3n que puede persuadir a alguien a que crea en el valor \u00fanico de su producto y\/o servicio).<\/p>\n

Una vez que su empresa haya sido capaz de obtener claridad acerca de estas palabras, usted est\u00e1 en una buena posici\u00f3n para a\u00f1adir algo de “investigaci\u00f3n y un poco de pensamiento lateral” que le ayude a mejorar el proceso estrat\u00e9gico en su conjunto. Este es tambi\u00e9n el momento ideal para abrazar la creatividad y la innovaci\u00f3n.<\/p>\n

 <\/p>\n

Mire m\u00e1s all\u00e1<\/strong><\/p>\n

<\/strong>En un art\u00edculo diferente, Mark Pollard comparti\u00f3 un caso de \u00e9xito que ejemplifica el poder de la planificaci\u00f3n y el pensamiento creativo, algo que le permiti\u00f3 a Pollard y a su equipo poder vender 4.2 millones de hamburguesas en beneficio de McDonalds. Aunque probablemente la industria del spa est\u00e1 ubicada en alg\u00fan lugar al lado opuesto de una empresa como McDonalds, el caso compartido por Pollard ofrece consejos y reflexiones \u00fatiles.<\/p>\n

En el caso de McDonalds, el equipo creativo ten\u00eda el reto de darle un nombre a la pr\u00f3xima hamburguesa del neogico y resolver una pregunta muy simple: “\u00bfC\u00f3mo podemos hacer que la gente se sienta bien comiendo carne en McDonalds?” En lugar de crear otra simple campa\u00f1a promocional, el equipo mir\u00f3 m\u00e1s all\u00e1 del objetivo inicial centr\u00e1ndose en la falta de participaci\u00f3n del cliente, un problema que estaba afectando las ventas de la compa\u00f1\u00eda.<\/p>\n

Despu\u00e9s de mucho pensar, el equipo lleg\u00f3 a una soluci\u00f3n estrat\u00e9gica: Invitar a la gente a que participara en la b\u00fasqueda de un nombre para la hamburguesa. Gracias a esta estrategia, la gente particip\u00f3 activamente y las ventas de McDonalds aumentaron a niveles que transformaron dicha campa\u00f1a en una de las m\u00e1s exitosas en la historia de la compa\u00f1\u00eda.<\/p>\n

El proceso de planificaci\u00f3n involucr\u00f3 una interrogaci\u00f3n exhaustiva del problema, as\u00ed como una colaboraci\u00f3n significativa entre diferentes actores que incluyeron el equipo creativo, los clientes y todas las disciplinas de planificaci\u00f3n dentro del proceso. La reflexi\u00f3n colectiva termin\u00f3 jugando un papel muy importante en todo el proceso.<\/p>\n

 <\/p>\n

Construya el \u00e9xito a trav\u00e9s de la innovaci\u00f3n<\/strong><\/p>\n

<\/strong>Hay muchas cosas que la industria del spa puede aprender de la experiencia de McDonalds. La base de todo radica en incorporar la innovaci\u00f3n, la creatividad y la participaci\u00f3n del cliente como los pilares fundamentales para apoyar la estrategia inicial y las sucesivas campa\u00f1as que los spas y centros de wellness est\u00e9n planeando construir hacia el futuro.<\/p>\n

Los conocimientos proporcionados por Mark Pollard en su blog son relevantes para la industria del spa. Con el fin de tener \u00e9xito, los spas y centros de wellness deben ser capaces de definir y promover la participaci\u00f3n de sus clientes, y diferenciar sus servicios del resto de la competencia. Si son capaces de a\u00f1adir investigaci\u00f3n, innovaci\u00f3n, creatividad y un pensamiento de colaboraci\u00f3n en el proceso, estos quedar\u00e1n en una buena posici\u00f3n para tomar ventaja de la amplia gama de oportunidades ofrecidas por el cambiante mercado de hoy. Todo depende de nosotros.<\/p>\n

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