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IL RIPOSIZIONAMENTO AZIENDALE E’ SISTEMICO PER DEFINIZIONE

Colgo l’occasione per ringraziare Francesco e Stefania che hanno voluto aggiungere il loro commento al mio post del sul riposizionamento aziendale.

Qui vorrei aggiungere alcune precisazioni. Chiunque si accinga a riposizionare la propria azienda si renderà conto di trovarsi di fronte ad un approccio sistemico. E’ come dire che le implicazioni sono le più disparate a seconda del tipo di riposizionamento che si intende adottare. .

In effetti le implicazioni di qualunque riposizionamento aziendale riguardano la modifica dei prodotti e servizi offerti, la categorizzazione degli interlocutori-target (prospect, clienti, partner, stakeholder), i processi e le competenze aziendali.

Di conseguenza, sorgeranno problemi di personale, di nuove relazionali, di target, di distribuzione, di supporto ICT, di Comunicazione, ecc. In definitiva, siccome l’azienda è un sistema, qualsiasi riposizionamento determina qualche cambiamento che pervade tutti o quasi i reparti aziendali.

Propongo un’esperienza vissuta: una grossa salumeria di qualità alla quale anni fa è stato imposto un aumento di affitto dei locali. Con i nuovi canoni di locazione non ce l’avrebbe fatta a raggiungere il break-even. Siccome godeva di un’alta Reputazione in quella zona non avrebbe voluto spostarsi. I titolari, padre e figlio, si erano nel frattempo resi conto che i clienti stavano in parte declinando. Più che altro stavano invecchiando. Convennero che qualcosa si dovesse fare. Si decise insieme di riposizionare il loro business. Dopo qualche pensata e una attenta osservazione della zona, decidemmo far evolvere la salumeria in un libero servizio di alto livello, solo per mezzogiorno. Da quel momento tutto cambiò, la struttura dei locali, la tipologia di clientela, l’offerta di prodotti, la logica di servizio, parte del personale, le attrezzature.

Dopo tre mesi dall’apertura la vecchia rinomata salumeria è diventata un accogliente libero servizio per quadri e dirigenti. Risultati: n.medio clienti giornaliero, solo a mezzogiorno 400; break even n. 250 clienti. Il nuovo business è decollato con successo. Ci siamo domandati insieme quale fosse il segreto. Abbiamo convenuto che la vecchia matrice di competenze di saper confezionare piatti per clientela di livello era stata vincente.

Le implicazioni sono state molte e anche faticose: cambio di parte del personale, introduzione di nuove competenze, nuove tecnologie, nuovo processo, supporto informatico per gestire un elevato numero di clienti. In definitiva, è avvenuto un cambio sistemico.

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477 Commenti riguardo "IL RIPOSIZIONAMENTO AZIENDALE E’ SISTEMICO PER DEFINIZIONE"

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