Every marketing professional wishes the perfect concourse on the market to happen for power like that to develop the different strategies that do posicionar to the product and to the company in a privileged place. The consumer is more and more formed and informed and is more demanding, and with the increase of the standard of living, the desire determines the habits of buy that generally prioritizes the products extra cost to his functionality. Also we will have to bear in mind that on any competitive market there exists a series of social groups, whose reactions will affect of direct form in our results. Next they are indicated most represented:

• Buyers or utilizadores of the products commercialized by our company.
• Buyers or utilizadores of the products commercialized by the companies of the competition.
• Buyers or utilizadores potentials that at present consume neither our products nor those of the competition, anyone that is the reason.
• The absolute not buyers of the product that, nevertheless, can affect in a certain moment print or negatively in his commercialization. Example: the ecologists with regard to certain products of perfumery, industrial, etc.
• The prescriptores or indicators are those that knowing the product can influence for different motives the acquisition or not of a certain good. Example: the directors of banks with regard to certain products (insurances, Stock Exchange, real estate agency, etc.), teachers of golf with regard to the material used (sticks, balls, etc.).
• The opinion leaders are the persons who owed Homely to his position and social recognition can affect hard in the general opinion about the market, as it is his inclination towards a certain product. This type of personages is usually used in the world of the communication and the publicity to help to sensitize to a certain social layer opposite to an idea.

As soon as there were defined the different types of consumers who exist theoretically on the market, it is convenient to do a reflection on the results that are obtained both of the so called «satisfied clients» and of the named ones by Peter Druker «internal clients» who are all those that compose the staff of a company, since in both cases they intervene hard in the commercialization of a company.

5.1. Types of clients

The current marketing is accentuated less in the sale of the product and puts major emphasis in making use of the relation in the time with the client, that is to say, to make it faithful. Here it is where the term of relational marketing acquires importance again, since there tries to establish a profitable relation between client and company. But for it it is necessary to know the possible best thing to the client and this way to be able to adapt our offer to his needs. In the beginning I have valued to bring to this paragraph two different classifications, although I realize that the market can offer us a big number of them.

Next I indicate in a work counterfoil the different types of clients who exist for loyalty level, based on the grade of satisfaction and loyalty that they support with our products.

• Opponent. He looks for alternatives to our service. I displease. Generator of negative publicity that can destroy the best marketing.
• Mercenary. It enters and goes out of our business, without any commitment. At least he does not speak about us.
• I captivate. I displease. Caught, it cannot change or turns out to be expensive to him. He is a vindictive opponent in potency.
• Prescriptor. High satisfaction grade. Believer. Friend and prescriptor of the company. A good complement of our marketing.

For buy level the clients can qualify of the following form:

• Low cost. The target of the buyer low cost is to save everything what could. They are identified because they are frequent buyers, with small baskets and dominate the art of discovering the lowest prices. His favorite product, the white marks.
• Small baskets. Definitely, it is a profile in heyday. Buyers who live alone, in housings of limited dimensions, with few closets and small iceboxes. They do few buys for obligation, because it they does not fit any more in the larder.
• Addicted to the buys. They cannot avoid it, buy is his biggest pleasure and they are those who more spend. There are young couples with children of medium age. They live in the cities of more than 100.000 inhabitants and in the big metropolitan areas.
• Pragmatic. They do the buy because the icebox cannot remain empty, but they acquire only the necessary thing. They look for the everlasting marks, which know and know that problems will not transport him. They claim, first of all, an easy buy.
• Traditional. It calls the shopkeepers by his first name. He likes speaking with them, being walking, mentioning on the move and that the shopkeepers spoil him. They come to specializing shops and realize high buys. More that to buy, they happen the evening.
• Quarter buy. Be what is, which stays close to house. It usually goes to the shops very often, but it realizes very limited buys. It is not a big far-sighted one: when something is missing, it goes out to buy it without thinking about what could be missing tomorrow.
• Multiestablishments. It does not import for them where to buy: they are unfaithful out of necessity. They are considered to be innovators because they like proving new marks, new shops. They do not marry anybody: they are very sensitive to the promotions of the products.
• Hypercars. The target is to fill the larder. They have no time and concentrate big part of his buy in the weekends. They are those that less times are going to buy a year. But when they do the most normal thing the fact is that the cars happen for box completely full.

5.2. The value of the client

A certain confusion exists between the persons of the company, who receive contradictory messages. On the one hand, they say to them that it is necessary to treat all the clients equally. For other, they are saying to them that it is necessary to segment the clients' base to identify the most important and to center on them.

Even some companies install very powerful and sophisticated computer applications thinking that there are the solution to eliminate this confusion and this way to face his personnel; but these expectations, as many empirical studies demonstrate us, are not reached, creating major frustration level in all and beginning the persons in charge search, and what easier that to blame to the tool, which he cannot protest.

The problem does not take root in the malfunction of the tool since most of them work very correctly and can be a magnificent help for all the companies that really want to make his valuable clients faithful; the solution we must find it acting in the origin, this is, the disorientation of the employee. We cannot solve it acting on the effects since this takes us to a dynamics it reactivates continuous, where very far of generating value, meaning of life of the company, only produces to us an excessive consumption of resources and the corresponding frustration of clients, personnel, managers and shareholders.

The situation therefore can be summed up in that we have the intention and the hardware to obtain the loyalty of the valuable clients, but a disorientation exists on how and on whom acting.

The first thing that we have to do is to be precise in the communication towards the personnel, authentic props of the fidelización of the clients; it is necessary to eliminate the possible contradictions. This way, when it is said that it is necessary to treat all the clients equally, I believe that it would be necessary to perfect the message to create an authentic culture on which to build the process of fidelización of the clients, being the message that is necessary to treat all the clients as a correct, professional and warm form, but it is necessary to reserve the sufficient resources as to give a preferential dealing to the most valuable clients.

As soon as this cultural base was inculcated into the company what it is necessary to do next it is to face the personnel on whom they are these valuable clients, how to identify them, how to know who are.

In it it must differ between value of the client and profitability of the client. Most of the companies that it segments to his clients do it for criteria of individual profitability, in such a way that when the fidelización programs appear, the efforts center on the clients who do more deals and of more volume, at first it does not seem that it is incorrect, but if we think about the real targets of the fidelización, we will come to the conclusion that it can be an error, or rather that it is necessary to tint the segmentation criterion.

The client cannot be considered of individual form. Every client is related to others that are like he and therefore that can be potential clients of our company, and in this relation, mentions on the kindness and the frustrations of his professional, personal and commercial relations with what it can influence the decisions of those who are related to him, something that the companies have to consider and learn to value, to take more and more precise decisions.

Many companies act still based on antiquated criteria in which it is considered to be only the level of income that the client produces and they prepare programs that they name «of fidelización», rewarding those that more income produces without bearing in mind the costs which the company incurs to obtain them and consistently there happens, more times than many people think, the paradox of which there is rewarded someone who produces losses.

When the companies think with professional mentality of the XXth century, they begin for evaluating the investment that they have had to realize to manage a client, finally, how much it is the cost of acquisition of a client and then they prepare an individual account of results of this client, bearing in mind the income that it generates and the costs which it is necessary to incur to obtain it and to satisfy his needs and from here they prepare his fidelización programs, rewarding to which more individual benefits produce them.

There is not doubt that it is a progress, but the market and the typology of the clients of the XXIst century demands something more, that is not another thing that to consider the client in all his magnitude, with wide sights, considering the client to be a social being, this is that it is related and influences others of his environment.

Here it is where the wide criteria of value of the client receive his authentic importance, when we are valuing a client not only we have to contemplate him to him like being an individual, although we have to treat it as if he was the only client, have to evaluate it for the sum of the direct benefits that generates to us more indirect benefits that also it generates to us, fruit of his aptitude to influence his environment. We have to evaluate it like sum of his profitability and of his effective prescription and all this multiplied by the number of years during which we estimate is going to act like active client.

5.3. The process of the fidelización

There are great the companies that invest authentic fortunes in programs that they name of fidelización, but how many, after a rigorous analysis, can affirm that this investment has the awaited comeback and these programs do not turn into a few authentic sewer pipes, bottomless wells where enormous money quantities are squandered and from which hardly it is possible to go out.

The companies must not move spasmodically, but they must act of continuous form, although accelerations could exist according to different types of external and internal catalysts, in such a way that every action that they realize produces results in itself and in turn it improves all the conditions so that the following action produces even better results, entering a virtuous circle, of which all the stakeholders will go out reinforced and of course better yields and benefits are obtained.

A phrase that can define enough good these ideas would be the one that reflects the desire that to every shareholder would like seeing like target assumed by all the employees of the company: "growth supported with a progressive increase of benefits», an arduous and difficult task that is necessary a concrete formula that should face the performance of all the employees.

Traditionally one of the formulae that multiple companies have used has had his shape in the phrase: "to manage new clients without losing the ancient ones», in my opinion we should go further and it would be necessary to add «... increasing the value of each one».

The concision of these ideas traditionally has been across the so called programs of clients' fidelización, and I say named without accepting for beginning that these programs belong to fidelización, since his fundamental target is the retention of the client, that is to say, to keep on realizing deals with him, without going further, and for it periodic campaigns are realized or you programme with rewards, across that it is necessary to obtain in a certain percentage this deals repetition and even, ideally, a certain percentage also will increase the average value for deal.

So far nothing to object unless the value increase by deal and the repetition of the deals they are obtained only in a certain percentage, in some cases so under which the profitability of these programs and of these campaigns they remain clear and objectively in doubt.

They are being even increasingly dissuaded by the authentic professionals, since in many cases to try to improve the results, some of them are increasing the frequency and consistently the pressure on the clients; mature clients who admit to be stimulated, but who do not accept it is pressed, what it concludes in a cost increase with a progressive reduction in the results, I joust the opposite thing to the targets that we had raised, what it does to the companies to enter a vicious circle, of which they have problems to go out for the negative aftereffect on the market and between the clients.

The objective information that bring us the empirical analyses on these supposed fidelización programs advises us to look therefore for the clients' fidelización otherwise.

The first reflection that occurs to us is on what type of clients we must act in such a way that, as any action in the company, produces results to us with efficacy and profitability and this one it should be the starting point of what, in my opinion, must be a coherent and continuous process and punctual and even cyclical not performances.

As soon as there was defined the profile of the wished client, the following step will be to come closer him so that he feels pampered as if he was our only client and wrapped up by the fact that it has many other trip partners, that is to say that the company has many other clients, but it speaks to him like only one.

As soon as the approach was obtained and established the contact with the client, the company has to achieve that, of natural form and for conviction, although he can accompany himself of certain pressure, the client grants his confidence to him, to what the company must answer demonstrating that has not been wrong and that the confidence is well granted in view of the service given by the company.

From this moment the relations between client and company must go away reinforcing in every contact where, in addition to the possible economic deal, with complete certainty there will take place a deal of information, thanks to which the company will be meeting better the client, with what he will be able to attend to him better and the client will know better the company, will reinforcing his confidence in she, in such a way that it will be granting it to itself of continuous form, will entering a virtuous circle, much in contrast to the vicious circle about which we speak previously.

This virtuous circle will conclude in the authentic dimension of the fidelización, where the client not only realizes repetitive deals, but even, once deposited completely the confidence in his provider, it interferes in the success of the same one, commenting to the persons and institutions to which one usually relates the excellences and satisfactions that this relation produces to him, finally turning in a client made faithful, that is to say that in addition to being a habitual client, expires, with what beyond his individual profitability it turns into an authentic stakeholder, with a value very superior to that of his simple profitability.

Continuous process that remains reflected in the following scheme.

GRAPH 2. PROCESS OF FIDELIZACIÓN

5.4. Decalogue to make faithful clients

As the sales have evolved, also it must be done by the companies and his fidelización politics that, now more that never, must be faced to the client, in such a way that they have to allow thinking about «market share« to speak about «client's quota». All this has taken us to what we name Program Business Intelligence, where the commercial management acquires major leading role and the client turns into the essential part of the strategy of marketing. Nevertheless, we still keep on finding with companies that have not been able to evolve in his promotional activity and for it they redeem his work without methodology and without much ado activity that the instinct and his will. For it, and since we are conscious of that the fidelización of the clients' portfolio keeps on being the subject dependent on the companies, we propose to him 10 advices that are going to help to profesionalizar his management and, consequently, they will bring with it an increase in the sales.

• The company must think in average and long term, realizing very well the target to be obtained.
• The company has to be provided with a clients' database with all the information precise and informed to be able to segment it as extensively as possible.
• Define clearly and in a completely commercial language the content of the program of fidelización, as well as the hardware that it is going to use.
• Select the products to be promoted thinking more about the clients and his families than about his pocket. Do not commit the error of giving exclusively products of the company.
• The company has to realize the need to work inside a management dynamics for targets, applying a methodology and control that allow him to know month a month the causes of his wise moves and errors for the sake of a continuous progress.
• Although the program is operative, it is necessary to have sufficient flexibility to introduce the necessary modifications. Listen and it will know the contributions of the clients.
• Design a communication strategy to announce extensively the program.
• Contribute to the program an extra cost that separates it clearly from the possible competition and the posicione in the mind of the client like unquestionable provider.
• Interact with the client of continuous form. The client has to be permanently informed about the available points and about the gifts to which he can gain access.
• Reward the prescription. It is a clear symptom of the level of fidelización of the clients' portfolio.