"A service lens [Moi ici: SDL] sees markets as dynamic and ever-changing, as innovative firms and customers continually integrate new resources to help get jobs done better. In this environment, a company must understand that strategy emerges as much as it is set or planned by an enterprise. As such, strategic advantage comes less by predicting what will happen in existing markets and more from envisioning service to help customers get jobs done and then preparing to continually learn and re-shape value propositions over time."Em linha com uma citação que encontrei ontem no Twitter:
"Leadership is action, not position."Cada vez mais vai-se generalizando esta ideia de que há muitas opções estratégicas, de que há que valorizar as idiossincrasias, de que há que fazer batota.
Trechos retirados de "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.