Para abordar el artículo elegiré como modelo de análisis una empresa del sector financiero, la aseguradora Mapfre.
Partiendo de la diferenciación conceptual básica que se establece cuando nos referimos al Marketing, distinguiendo, por tanto, entre el marketing como filosofía y el marketing como actividad, en el caso de Mapfre, la compañía aseguradora objeto del análisis, ambos conceptos resultan fácilmente identificables en su estrategia.
Por una parte, Mapfre es reconocible por su marcada orientación global al cliente. Y lo es, tanto en términos de detección de necesidades, sirva como ejemplo su conocido eslogan “puente hacia la jubilación”, que ya forma parte inseparable de su imagen de marca y que coincide con una necesidad real en creciente demanda en los últimos años, como en la forma en que plantea esta orientación, con una coordinada acción global que implica a toda su estructura y un planteamiento a largo plazo. No en vano, utilizando el ejemplo anterior, tanto ese slogan como lo que representa tienen una vigencia de más de veinte años.
Por otro lado, también la actividad de marketing tiene un sello identitario en el caso de Mapfre. Si observamos las herramientas de comunicación que utiliza (medios masa, imagen corporativa, cartelería, comunicados, presencia en internet y redes sociales,…), podemos apreciar la homogeneidad y la prevalencia de los elementos clave (iconos, color, tipografías, estilo narrativo, mensaje…). Si, además, fijamos nuestra atención en el desarrollo de productos que satisfagan necesidades previamente detectadas, es fácil identificar a Mapfre como una de las compañías más prolíficas del mercado, especialmente en lo relativo a seguros personales, su especialidad. Y si, finalmente, elegimos como objeto de observación la generación de transacciones, que en definitiva es la razón de ser de toda estrategia, veremos que Mapfre es la primera compañía nacional y una de las más grandes del mundo en facturación y número de clientes.
Gran parte de su innegable éxito, en mi opinión, Mapfre lo ha obtenido aplicando una buena parte de los postulados que Al Ries y Jack Trout recogen en sus 22 leyes. Empezando por la Ley de Liderazgo, para esta marca ha sido determinante ser la primera en detectar ciertas carencias del sistema económico/social que propiciaron el afloramiento de necesidades asistenciales, entre ellas la de previsión, que transformó en oferta de productos simples pero oportunos, distinguiéndose como compañía pionera en la oferta masa de productos de jubilación y asistencia.
Más allá del producto, Mapfre ganó también la batalla de la percepción. Cuando alguien piensa en jubilación, pensiones o seguros de vida en España, generalmente piensa en Mapfre, Ley de la percepción. Complementaria con esta última y por las mismas razones, la Ley del enfoque, la palabra “jubilación” evoca a Mapfre en la mente de la mayor parte de los consumidores.
También la Ley de la aceleración asoma en la estrategia de esta compañía, toda vez que se asienta en tendencias de consumo que se demostraron sólidas en el largo plazo y que consiguen mantener la demanda, estimulada por el desarrollo constante de productos que aportan cada vez nuevos elementos de interés adicional (distintas modalidades de ahorro, de recuperación de la inversión, de garantías adicionales) en una escala que parece no tener fin. Y por último, como en todas las estrategias, está también presente la Ley de los recursos; es evidente que lo obtenido por esta marca es proporcional a los recursos invertidos, importantes a juzgar por el despliegue apreciable, pero que, en todo caso, probablemente se corresponden con su tamaño y con su posición de liderazgo.
Como reflexión final respecto a la utilidad y a la vigencia de estas 22 leyes enunciadas por Ries y Trout, basándonos en los conocimientos teóricos reconocidos por los estudiosos de la materia, así como en la visión evolutiva de las experiencias que los autores utilizan como ejemplos para ilustrar sus postulados, es innegable que estos conceptos condensan los principios fundamentales que deben regir una estrategia de éxito, definiendo con precisión y con un estilo ameno y desenfadado lo que se debe hacer para conseguirlo, y, sobre todo, lo que hay que intentar evitar.
A pesar del tiempo transcurrido y hablando más desde mi experiencia que desde el conocimiento teórico, mi opinión es que todas ellas siguen plenamente vigentes. Si bien, si tuviera que afinar mi diagnóstico, diría que con dos únicas excepciones. La primera de ellas, la Ley de la dualidad; creo que el enorme tamaño y la diversificación actual de mercado, en general, admiten más de dos actores compitiendo en plano de igualdad, especialmente en los sectores de gran consumo. En segundo lugar, dudaría igualmente de la vigencia de la Ley del sacrificio; por las mismas razones que las expresadas para el caso anterior (tamaño y diversificación de mercado), pienso que es posible mantener catálogos de productos ampliamente generalistas, intentando abarcar la globalidad de mercado siempre que se efectúen las segmentaciones adecuadas. Y para hacerlo posible, contrariamente a lo que establece el postulado, es necesario ajustar periódicamente los objetivos, adaptándolos a un entorno cada vez más inestable y en permanente situación de cambio.
En síntesis, en mi opinión, plena vigencia de los postulados objeto del análisis en el contexto actual a excepción de las dos observaciones anteriores.
Madrid, 23 de Marzo de 2016
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