Lack of customers: How to solve the main problem of SMEs?

To globally calculate the 'customer equity' or value of a company's client portfolio, it is essential to measure the 'costumer life value' or value of the life of each client.

The value of the life of a client is fundamentally calculated depending on two parameters: the economic value that the client is currently contributing to the company and the estimate of the economic value that it can contribute in the future.It is, therefore, to determine the economic benefit that a company can obtain throughout the life of a client.

Because, truly, the 'Customer Equity' is a picture of controls that serves as a link between the financial department of a company and the marketing and sales areas.And, in relation to this, any competitive company must design its financial and marketing strategy including in it the keys and derived from such concept.

In this sense, when a company loses its customers, it is not possible to calculate the 'customer equity' and, consequently, the company's strategy is distorted.

Especially when customers are the axis on which the strategic plan gravitates and, obviously, the reason for being of any company.If a company does not have customers, there is practically no.

The vicious and mortal circle

From the beginning of the crisis until today, many companies have lost their clientele or, at least, part of it.And customers that companies have managed to retain and loyalty have reduced purchases by a relevant percentage.

So much so that a recent ECB survey, carried out within the EU.difficulty of capturing new customers.

And in Spain, our SMEs continue to support this handicap, also increased by two factors: the defaults, which have been accentuated during the crisis and by virtue of the numerous business competitions, and delinquency, since the delay in payments is a constantboth in the private and public sector.

Remember that the public administration takes 85 days on average to pay its suppliers, fundamentally SMEs and freelancers, a figure that almost triples the limit set by the law, established in 30 days.

The aforementioned survey contradicts the business legend that says that lack of credit is the most important obstacle to the viability of SMEs.

Post -crisis client

Economic recovery is underway.Macroeconomic figures are moving to the surroundings of SMEs and self -employed, although still not very noticeable.Although to definitively consolidate the recovery, the next government must adapt a reformist profile.

Consumption is reactivating, slowly but progressively.In addition, job creation has taken a hopeful rhythm, although for the most part it remains precarious and poorly paid.

Thinking about the next legislature, SMEs must focus on the most important: the "new client" that is emerging after the crisis, whose profile and needs are different.Therefore, the services, products and experiences that demand are also different.Thus, it is possible that our small businesses have to calculate the 'customer equity' in the next exercises.