Lembro-me do posicionamento que a marca Volvo tinha há uns anos no meu referencial. Imagino que a sede de crescimento a todo o custo terá sido um dos factores que os impulsionou a construírem SUVs e, assim, diluírem aquilo que a marca representava e a quem se dirigia.
O artigo referido na parte I, "An Anthropologist Walks Into a Bar" de Christian Madsbjerg e Mikkel Rasmussen, tem um relato que me fascinou, e que mostra como é possível uma alternativa de crescimento, não alargando o âmbito da oferta, mas aprofundando a relação com os clientes e aprofundando a percepção de qual é a experiência vivida.
O artigo descreve o percurso da Coloplast, líder no sector da colostomia. Qual era o desafio?
"Sensemaking starts with learning to think of a problem as a phenomenon—that is, to see it in terms of human experience. (Moi ici: O fundamental é a experiência) This conceptual shift requires companies to stop looking at the market, the product, and the customer from their own perspective and examine the customer’s perspective instead. (Moi ici: O fundamental é olhar para o mundo sob a perspectiva do cliente, ou dos pivôs do ecossistema da procura)O que fez a equipa de antropólogos ao serviço da Coloplast? Foi para o terreno observar os clientes no seu habitat natural, foi conversar com eles, foi viver com eles. Sem ideias pré-concebidas, sem hipóteses explicativas. A equipa registou um conjunto de recortes em primeira-mão da vida dos clientes : narrativas; fotos; confissões; ...
Thus, Coloplast recast the question “How do we capture new sources of growth?” as “What is the experience of living with ostomy?” (Moi ici: Esta pergunta muda completamente o foco, a orientação da pesquisa. Em vez de apontar para o alargamento da oferta, começa pelo ponto de chegada, pela vida do cliente) Its managers knew a lot about customer metrics—who bought how much of which products when, and so forth. But they realized they knew less about their customers’ worlds. What was it like to be an ostomy patient? How did it afect your self-image? Your social life? What was a good day, or a bad day? The company’s product development and marketing strategies had been driven by two assumptions about customers and their needs: that within two years of leaving the hospital, people had their ostomy care under control and were living essentially normal lives; and that product innovation should focus largely on improving the various features of an ostomy bag, one by one."
"This eye-opening feed can be tremendously inspiring for business leaders used to thinking about their customers as abstractions—as segments, need states, or consumption occasions.Esta metodologia foi a que seguimos, por exemplo, num projecto de 2011. Visitamos cerca de 20 equipas, falamos com mais de 70 pessoas distribuídas por várias zonas do país. Recolhemos as suas reacções, transformámos-las em pequenas frases e construímos um modelo causal:
In addition, the researchers spent a day with stoma-care nurses (Moi ici: Ter em atenção o ecossistema da procura) in order to understand the way they choose products for their patients, how they prepare patients for discharge, and their concerns about patients’ ability to manage at home."
"The key to uncovering patterns is to find root causes—in this case, the fundamental explanationsE o que é mais interessante no diálogo com os actores na cadeia da procura é o conseguir perceber a ilusão que a estatística esconde:
for patients’ and nurses’ behavior. The process is like peeling an onion. The outer layer contains directly observable facts, such as how often patients change their bags and what inconveniences they experience while doing so. The next layer contains the habits and practices informing patients’ behavior and choices. And fnally there is the center—the underlying causes of those habits and practices."
"As it repeatedly returned to the phenomenon—what is the experience of living with a stoma?—Coloplast started to understand the efects of diferences between care in a clinical setting and care at home. (Moi ici: A importância do contexto)E assim, perceber uma realidade importante que muitos gestores desconhecem:
Indeed, Coloplast realized that the problem it believed it had largely solved—leakage—in fact remained a formidable, life-altering challenge.
The pattern recognition process revealed that the complaints had dropped of not because the problem was solved but because people had radically adapted their lifestyles to avoid the risk of accidents, accepting that their new lives were, in the words of one patient, “probably as good as it gets.”"
“There is no perfect product, because there is no perfect patient” (Moi ici: Generalizando, já existe mais gente fora da caixa do que dentro da caixa... sim, o Estranhistão está em todo o lado) and “It’s a good product, but it’s not right for everyone.”
Stoma patients’ bodies are all so diferent that no single solution exists. The main challenge wasn’t the type of stoma a patient had—it was the type of body a patient had. That might seem an obvious point, but Coloplast’s innovation process had blinded management and R&D engineers alike to the possibility. Just as individuals can sufer from confrmation bias (a refexive seeking of only information that supports an existing position), so can entire organizations.
This was a major problem—and, incredibly, no one in the billion-dollar industry had addressed it. It immediately became clear that Coloplast needed to categorize body types and create products designed specifically for each one."