segunda-feira, agosto 01, 2011

On the marketness of markets

Penso que "On the marketness of markets" de Kaj Storbacka e Suvi Nenonen é o último artigo publicado por esta dupla, haverá mais um ou dois já anunciados mas por publicar ainda.
.
Alguns recortes de mais um suculento artigo:
.
"A firm can radically improve value co-creation by promoting the development of market practices that increase the marketness of the firm‟s market configuration.
...
markets are always in the making, they are perpetually shaped by market practices. ... the implication of viewing markets as socially constructed is that markets in the objective sense do not exist; i.e. there is no objectively given market. Markets are what actors make them to be. There are no given structures „out there‟ in which actors compete for positions. Markets are not – they become. (Moi ici: Ou se fica a tremer com receio de se perder o que se tem... ou se sonha em ir mais além. Nenhuma empresa está condenada... há sempre uma alternativa que precisa de ser co-construída... que precisa de efectuação (effectuation))
...
markets are always in the making. Even the most stable markets can re-invent themselves through technological disruption (photography and associated services due to digitalization), or innovative value propositions (Starbucks and the coffee experience). Many firms apply deliberate market-driving strategies, with the aim to disrupt existing patterns and offer new value propositions.
...
Market configurations are - depending on how they have evolved – „more or less markets‟ in terms of their maturity, stability of norms, how established the product definitions are, the acceptance of price formation mechanisms etc. In a high marketness situation the market configuration is established and acknowledged, the market practices reinforce each other, and resource integration is effective.
...
in a state of low marketness, the exchange practices require a long time and various iteration rounds before market actors can agree upon the unit of exchange, their value propositions and market boundaries ... normalizing practices in low marketness market configurations are characterized with competing viewpoints and lack of commonly accepted norms and rules. Finally, representational practices in low marketness situations concentrate on making the market actors and the unit of exchange visible through symbolic representations.
...
we argue that if you want to understand a market, the best thing to do is try to change it. The networked, dynamic, and inter-subjective nature of markets is probably best visible through the processes aimed at changing them.
...
As market actors participate in market practices, they can also influence and change the market practices according to their subjective objectives. However, as markets usually encompass multiple and often conflicting efforts to shape them by various market actors, the actions of a single market actor seldom have a complete, Austinian performativity towards the market practices. Instead, the extent to which a market actor can influence a market practice is, for instance, dependent on the actor‟s performative power or clout ... the performative power of any market actor is dependent on the actor‟s network position, the relative strength of the actor‟s business model, and the actor‟s ability to author compelling meanings related to the market.
.
... we propose that focal actors should adopt different market design roles depending on their clout and the market configuration‟s marketness. In high marketness situations the focal firm aims to promote its own relevance by „market shaping‟; by re-defining its network to improve its position against other actors, and moulding its business model to influence market practices so that the market changes in a way that enables increased value creation for all market actors.
.
Low marketness situations relate to „market making‟ or market creation, where the focal actor is involved simultaneously in developing market practices and promoting its subjective market view by proving to market actors that the market configuration entails opportunities for value co-creation. When the marketness aspect is integrated with the focal actor‟s clout, five types of market design roles emerge: market maker, market activist, market consolidator, market shaper, and market specialist. There market design roles are illustrated in Figure"
Market maker is a market design role available for those focal actors with high clout seeking to influence a low marketness market. The main objective of the market maker is to establish the new emerging market and the actor‟s position within that market. In order to do this, successful market makers involve other market actors in collective sense-making and mental model co-creation. Market makers usually start discussions and trials with a few trusted customers early on – even before they have pilot products or marketing materials to show. They seek to initiate iterative offering development process together with the pilot customers and in so doing they are willing to re-define the product and the target market based on the customer response. Additionally, market makers also seek to utilize their strong clout to fasten the market creation process. In particular, they look for ways to utilize their existing business ecosystems of suppliers, channel partners and providers of complementary products and services also within the new, emerging market.
The market activist is faced with the same challenge as the market maker: they both need to co-create mental models in order to support the evolution of a low marketness market. However, the market activist cannot leverage the same strong clout as the market maker. Thus, market activists should adopt for even more cooperative market design role: they should pay special attention to creating educated competition and enthusiastic lead customers.
...

After a market reaches a state of high marketness, the opportunities for market design are not over. Quite the contrary, there are several examples in which incumbent players have succeeded in transforming a high marketness market by adopting a market shaper role. For example, many B2B firms have expressed their keen interest in moving forward in the value chain, transferring themselves from equipment or raw material providers into solution providers  – and thus changing the entire market in which they operate. The market design efforts of market shapers are supported by their strong clout. However, strong clout in itself is not enough: successful market shapers are usually highly skilled in mental model communication, creating compelling market shaping stories that communicate effectively how their new market vision improves the value creation for all parties involved.
.
(Moi ici: Segue-se aquele que é o papel mais adequado a uma PME portuguesa interessada em competir num mundo global cheio de tubarões. Não, não é o campeonato do preço mais baixo como devem imaginar, apesar de ser o única que a academia e os políticos conhecem) Also focal actors with low clout can design high marketness markets by adopting a market specialist role. Like market shapers, market specialists engage in mental model communication, but with different approach: they understand that communicating mental models that are contradictory with stronger firms‟ mental models is unlikely to be successful. Therefore the market specialists seek to leverage the positions of the dominant players: they aim at becoming either complementary (leveraging the main players‟ strengths) or truly alternative providers (leveraging the main players‟ weaknesses) in the existing market set-up."

Sem comentários: