Voltando a "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.
"Like other companies, Ingersoll Rand had struggled with innovation when its focus for asking questions to guide value creation was misplaced. All too often, Ingersoll Rand had been asking questions anchored in goods-dominant logic, such as “What technologies should we add to a product?” or “What new features would customers like?” and this was leading to answers and innovations that missed the value mark. However, once Ingersoll Rand adopted a service lens and focused on answering the right question, “How can we help the customer get their job done better?”, it started not only creating offerings that were better aligned with how customers judge value, but it also discovered opportunities to extend its service reach beyond its traditional engineering comfort zone."Este exemplo, é uma boa ilustração do que penso ao ler sobre a história do drone controlado pelo pensamento que referi em "No caminho da "magia""
Interessante, em conversa com representante de empresa líder na produção de hardware para pessoas com mobilidade reduzida, deu para perceber como o mindset está no “What technologies should we add to a product?”
- Que inovações estão para sair?E calçar os sapatos do cliente e ver o mundo desse ponto de vista e perguntar: “How can we help the customer get their job done better?”
- Um GPS incorporado no hardware!
"The combination of service and customer jobs helps companies envision opportunities beyond today’s offerings and emphasizes the important role of customers and other resources in value creation....
a service lens reveals that firms fundamentally do not offer products. The point where exchange occurs between a seller and buyer is not where value is created."