Clientes-alvo e Proposta de Valor (parte II)

Quando facilito a criação de um mapa da estratégia procuro chamar a atenção não só para o cliente directo mas também para outras entidades no ecossistema.

Michael Lanning no seu livro "Delivering Profitable Value" sistematiza este tema de uma forma muito útil e clara:

“An organization may buy products from suppliers, then sell its own product to an immediate customer, who may sell it as is or incorporated into a larger product, to another customer.

Each entity in this chain delivers one or more value propositions to customers further down the chain, until we reach consumers. A business may deliver value to customers at more than one level in the chain. To succeed, a business must decide where in the chain to deliver what value propositions and how to do so given the interacting and sometimes conflicting motivations of the various entities in that chain. This interconnected relationship among entities delivering value is best understood as a value delivery chain.

…

“An organization should ask, `Where in the value delivery chain are the greatest potential opportunities to deliver value profitably? Are there customers further out on the chain who could derive greater value from a different value proposition? What would the winning value delivery system therefore be? What actions and resources of the various entities, including our own organization, would have to be used to deliver it?”

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“Organizations often assume too great an importance for the most immediate customers, thus failing to ensure that customers farther removed, who may be more crucial to the organization's long-term profitable growth, get the right value proposition. (Moi ici: Falha fundamental de quem se concentra na relação com o seu cliente-directo, a grande distribuição, e abandona, deixa à corrosão, a força da marca que influencia o consumidor final... pois só este pode "mandar" na grande distribuição) They sometimes focus too exclusively on the more distant customer, without properly understanding the intermediary customers. Rather than make a prioritized, disciplined choice within the chain, the customer-compelled instinct assumes that customers at all these levels should be totally satisfied.”

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“To avoid these confusing errors, an organization designing a business must start by recognizing the value delivery chain and determining the most important level of customer entity in it, which is the level where the greatest value delivery potential exists. Customers at several levels may be crucial to the business's design and success, but the most important value proposition must be delivered to the most important level of customers. Recognizing this level in the chain is not always an obvious task, however. Doing so requires a thorough understanding of the value delivery chain structure.”

Continua.