"Ou seja, a paisagem competitiva enrugada vai movimentar-se, com alguns picos a passarem a vales e vice-versa. Uma direcção associativa sectorial devia estar a estudar a "exploration" necessária para enfrentar o novo cenário:Uma linha de acção, agora já ao nível de cada empresa, para desenvolver a resposta a este desafio pode passar por estas ofertas híbridas referidas em “Hybrid Offerings: How Manufacturing Firms Combine Goods and Services Successfully”, publicado por Journal of Marketing Vol. 75 (November 2011), 5–23
- como podemos aproveitar as oportunidades que se vão abrir?
- como podemos minimizar as ameaças que vão aparecer? Será que podemos usar a técnica do judo virar o jogo em nosso favor?"
“Traditional manufacturers have moved into service and customer solution fields to solidify their positions in increasingly competitive markets and grow their revenues and margins, leading to the well-documented shift from a goods-dominant to a service-dominant logic in business markets…
The authors find that “the effects [of service transition strategies] on firm value become pronounced only after the level of service sales reaches a critical mass, which averages approximately 20%–30% of total firm sales” [Moi ici: O que poderá funcionar como uma barreira à activação desta transformação]
customers and suppliers approach solution offerings from very different angles. Whereas vendors typically view solution offerings as customized and integrated combinations of goods and services for meeting a customer’s business needs, customers perceive solutions as relational processes.
According to a Bain & Co. study, only 21% of companies succeed with their service strategies (Baveja, Gilbert, and Ledingham 2004), and few firms that enter service markets outperform their pure goods-centric counterparts in terms of revenue growth, margins, or returns on equity. Stanley and Wojcik (2005) find that approximately half of all solution providers realize only modest benefits, and 25% actually lose money.
Which particular strengths in operations, product development, and marketing can a goods manufacturer leverage particularly well for hybrid offerings? What unique opportunities exist that pure service players cannot access? Rather than just a general agreement about why manufacturers move toward services, we need a better understanding of how they can ensure that their service activities succeed.
- What distinctive capabilities must goods-focused manufacturers (compared with pure-service players) develop to generate successful hybrid offerings?
- Which unique resources must manufacturers leverage to build these distinctive capabilities?
- How can goods manufacturers translate unique resources and distinctive service capabilities into positional advantages, and how do these effects vary across different types of services?
Como se vai preparar para este desafio?
Viu o que aconteceu ao sector leiteiro? Sabiam que as quotas iam acabar desde 2006 (?), quantos só acordar para o problema depois do fim efectivo das quotas?
Recorde o método alemão para lidar com estas situações e compare com o nosso aqui.