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Stihl Case

In: Business and Management

Submitted By jamartinezdelaf
Words 595
Pages 3
Sthil es una empresa que tiene más de 50 años de experiencia en la fabricación de equipos de energía al aire libre. El mercado lo ve como una marca de alta calidad y que tiene productos innovadores y de última tecnología, con un excelente servicio al cliente. Tiene dos principales categorías de compradores:
• Empresas comerciales como paisajistas, jardineros institucionales, madereros, agricultores, empresas de construcción, etc.
• Consumidores: propietarios de viviendas por ejemplo. Existen tres principales segmentos de consumo: los Baby Boomers, nacidos entre 1946/64, que están a punto de empezar a gastar menos. La Generación X, nacidos entre 1965/84, que actualmente están en los más alto del gasto, por lo que son los consumidores primordiales. La Generación Y, nacida entre 1985 y el 2003, están entrando de a poco a la fase de compra de una casa, y se cree que gastarán hasta 5 veces más que los Baby Boomers en edades comparables. Por otra parte, anteriormente la compra de este tipo de productos se asociaba casi exclusivamente a los hombres, pero el último tiempo a hecho que las mujeres también tengan un rol importante en las decisiones de compra de este tipo. Sthil tenía dos canales de distribución: el de los distribuidores mayoristas y los distribuidores minoristas independientes. Habían 12 mayoristas separados geográficamente y 8000 minoristas, de los cuales el 55% representaban a Stihl exclusivamente. Existía una muy buena relación con los distribuidores, sin embargo Stihl estaba teniendo problemas con los canales minoristas de retail, con Home Depot y Lowe, ya que los clientes no recibían un servicio de apoyo importante, y también porque les pedían que bajaran los precios. Por esto se quería reducir sólo a los minoristas independientes especializadas en equipos de mantenimiento del jardín. Esta riesgosa y muy publicitada decisión resultó todo un éxito, ya que atrajo a más distribuidores a tener una relación exclusiva con Sthil, y también se fortaleció el posicionamiento de la marca relacionado con la calidad del servicio. Pero los gerentes de Sthil están preocupados de que este sistema de canales podría no cumplir con los futuros desafíos, que principalmente son los de tomar en cuenta el importante cambio generacional. La Generación X está en su pick de compras, por lo que hoy en día son los clientes más importantes. Por otra parte, la nueva Generación Y tiene hábitos que se adhieren a las nuevas tecnologías, por lo que es necesario darles canales de distribución acordes, como internet por ejemplo. Creo que esto se podría solucionar manteniendo el canal actual para favorecer a la Generación X, y por otra parte generar un nuevo canal para penetrar en la Generación Y. Creo que una opción no quita la otra, y por otra parte podrían complementarse. No podemos decir que la Generación X está exenta de la tecnología, o que la Generación Y nunca es capaz de ir a un local de venta minorista. Un complemento de dos canales y una campaña de marketing importante creo que serían la solución. Está claro que el primer canal sería mantener las ventas minoristas en locales exclusivos. Esta es una muy buena estrategia, ya que con esto se satisface de gran forma al cliente con un muy buen servicio. Esta opción puede seguir siendo reforzada a través de publicidad. Por otra parte, el segundo canal serían las ventas por internet. Este canal abre muchas puertas, no sólo para facilitar la compra si no que también se pueden utilizar las redes sociales como blogs para acelerar la demanda y crear redes de opinión. Es importante generar ruido dentro de la red.

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