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| WHY EPIPOLI |
THE COMPANIES
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Companies compete transversally.
Until recently, the intrinsic characteristics of products and services allowed the consumer to easily understand their use and usability. The uncontrolled extension of lines and new segmentations purely motivated by marketing, that is, not guided by a real need of the consumer, have opened the way to new competitive models. For example, Barilla pasta does not view only other pasta brands, such as Agnesi, Garofalo or Buitoni, as competitors, but also companies that supply similar or substitute products with different modalities, such as Blockbuster, one of the largest sellers of the frozen pasta "Quattro Salti in Padella", Autogrill and its Fattoria sandwiches, Sushi Bar, Armani’s compound store with the famous Japanese restaurant Nobu or even a day at Disneyland.
Therefore, the competitive battle is no longer fought by geographic area or channel or product category, but according to a model based on the selection of specific products to be offered to a specific market. The idea of everything for everybody is not able to generate profitability. Only through the reading of transaction data is it possible to assign each group of consumers an economic value, based on real spending potential and expectations, and to recognise the logic that guides loyalty and effectively focus the relationship strategy.
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