"uma oportunidade tremenda de se diferenciar" (parte II)

"Starting as a bicycle mechanic 25 years ago, Chris Zane systematically built a single small shop into a regional bicycle retailing powerhouse.
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you make the point that, ‘We’re in the business of selling experiences’. Could you please explain what you mean by that and how it helps you succeed in the very competitive bike retailing industry?
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Chris Zane: In the bike business, we’re not selling tires, rubber, carbon fibre and aluminium. We’re selling recreation, we’re selling weight loss, we’re selling fun, we’re selling freedom, we’re selling camaraderie, we’re selling bucket-list things. By changing from looking at the product that you sell and figuring out what the people who buy the product are going to do when they have it, the conversation in the store, the conversation online, the conversation anywhere changes from, ‘It’s 19 pounds and it comes in blue’, to, ‘It’s fun to ride because it’s super light’."

Este último sublinhado alinha perfeitamente com "uma oportunidade tremenda de se diferenciar":

"Quando uma empresa se concentra no que transacciona, perde uma oportunidade tremenda de co-criar valor e captar mais algum para si, perde uma oportunidade tremenda de se diferenciar, não pela oferta mas pela transformação na mente do cliente, não por produto/serviço mas pela experiência, pelo resultado."

E com:

"People 'hire' products and services to get a job done
People want to get things done (their jobs) and they 'hire' products & services to do them.
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The implication of this foundational tenet of the theory is that the job, and not the solution, becomes the unit of analysis.
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"The customer rarely buys what the business thinks it sells him"
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The reason people "rarely buy what the business thinks it sells them" is because it is the situation and not the solution that drives the need for a job."

Trechos retirados de "The Job-To-Be-Done Theory for designers"

Trechos retirados de "Interview with an SME Company on Innovation and Value Creation: Zane Cycles" publicado por Journal of Creating Value 1(1) 140– 143