Os mercados como configurações (parte III)

Continuado daqui.
.
"Value sensing
As discussed previously, firms need an ability to generate a deeper understanding of the value creation potential in a selected market configuration; we call this value sensing. The value sensing capability can be seen as a representational practice: it is performative as it can be used to influence how other actors view the market and how they discuss the development and potential value of a particular market configuration.
Further research is needed in order to operationalize the different elements of value sensing. Flint et al. (2002) have investigated “customers” desired value changes’ and argue that firms may take a reactive (respond to changes as they occur) or proactive (influence customers by helping them to understand changes in the market) approach. They conclude: that “both positions require collection and analysis of data on changes in desired value with each influential member of the customer organizations” (p. 115).
...
"Market scripting
Focal firms may need to develop capabilities for market scripting which can be defined as conscious activities conducted by a single market actor in order to alter the current market configuration. In practice, market actors can conduct market scripting by consciously changing their mental models and/or business models. Andersson et al. (2008) define scripting as processes through which a programme of action (or script) is devised for some entity in some envisaged situation (see Akrich and Latour, 1992). The concept of scripting bears similarities to structuration theory (Giddens, 1984), which suggests that active agents have the capacity to transform their setting through action. Thus, markets can said to be the result of both unguided performativity and conscious structuration.
.
Central to market scripting is the subjective motive of the focal actor to align the mental models and business models of other market actors so that they support the mental and business models of the scripting actor. Actors need to offer their view on how the market should be configured (make “market propositions”), and engage actors in collective sensemaking activities aimed at creating a shared market view."
...
"Defining markets as configurations influences the strategizing of actors. Strategy cannot be defined as a description of efforts of one actor to utilize the opportunities in its environment. Instead it should be viewed as the firm’s effort to influence the market configuration. The aim of strategy is not “winning” a zero-sum game, defined as a product market. Nor should the focus be on “competing”, but rather on how the firm can engage in “co-opetition” with other market actors (suppliers, customers, and partners) in order to improve the resource density of the market configuration and, hence, improve firm performance for several actors at the same time."
.
Um excelente artigo ("Market as configurations") que sistematiza muita reflexão feita ao longo dos anos sobre a capacidade, ou a possibilidade de uma empresa criar o seu mercado, desenhar a sua cadeia da procura.
.
Claro que isto é difícil... porque a maioria das empresas pensa na satisfação dos seus clientes e, por isso, são market-driven. Fora do comum é uma empresa equacionar toda a cadeia da procura... pensar nos seus clientes sim, mas também pensar nos clientes dos seus clientes até ao elo-final. E também pensar nos influenciadores. E criar uma melodia, um argumento, um somatório de propostas de valor que alinhe e sintonize todos. Ou seja, ser market driving!