The Design

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This factor is readily perceived by customers, has become in a short time an acquired right and not a differentiating benefit, and has forced organizations to continue implementing new tactics added value and make it a permanent practice. In times of crisis this concept is strengthened. a It also states that the marketing in times of crisis, should reinforce the goal of obtaining and retain a competitive advantage through the creation of added value. This should be put in place a massive transfer of customers who "lay off" companies that provide low level of added value. Needless to say, those companies who do not know or will not considerably increase the benefits they offer to customers, will face an extremely complicated situation for strictly internal. But even if a company can increase product quality and quality of care and even reducing prices go through the elimination of costs of non-quality, might bring in the eyes of customers less value competition.

Any marketing plan should begin with an accurate diagnosis of the market, and this need becomes more evident when a crisis is persistent. After rethinking this background comes the study of a new segmentation and from there the design of the marketing strategy. Q Magazine, What changes in critical situations like the present? Up frequent, amending the relative weight of variables: the long term, such as positioning or brand shares are subject to immediate results, such as price promotions and sales efforts. Another thing to keep in cuentaa follows, is, oddly enough, often the crisis did not affect both the "power consumption" of people, but its "spending trend" so that must be present then which, although lower consumption in times of crisis, this necessarily means that the availability of money has fallen in the same proportion can happen that consumers have enough money but were afraid to spend it by fear and uncertainty generated in the market for signs of crisis.

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