sexta-feira, outubro 16, 2015

Radioclubização parte II

Em sintonia com o postal de ontem "Consequências da radioclubização ou os muggles à solta":
"Built on Rock...
There are, broadly speaking, two kinds of rock available to us: a brand (or company) truth and/or a product truth.
Knowing that our brand is different - better than the Establishment brand we are taking on in some key dimension - affects not simply our own performance and attitude, but the relationship with our customers. Brand Leaders operate a ‘‘just enough’’ strategy. Just enough mushrooms in the sauce, just enough thoughtfulness in the ergonomics of the bottle, just enough quality control in the product sourcing, just enough courtesy at the check-in desk—and only one packet of peanuts per passenger per flight. There is a story about Henry Ford that dramatizes the ‘‘just enough’’ philosophy nicely: Ford used to send his people out to scour the scrap heaps of America looking for old Ford engines. Dragging them back to Detroit, they would look for the parts that hadn’t worn out and then downgrade the specifications to save money.
Yet while ‘‘just enough’’ is at some level simply good commercial sense for a Brand Leader, it creates an opportunity for the Challenger to create product enthusiasm, not just product satisfaction. Robin Wight has observed that brands that enjoy an iconic status in consumers’ minds are not so much engineered (in the broadest sense of the word) as overengineered: They offer not just product performance but product overperformance - that is, they honor the brand promise by offering the consumer in their product dramatically superior performance on some dimension chosen by the Challenger."
E para temperar as interpretações sobre o que pode ser esta "overperformance:
"Many of the Challengers we are discussing reflect Wight’s concept of overperformance - indeed, they parade it. They are more deliberately extreme than the Brand Leader not simply in the emotion and intensity of the way they talk about themselves, but also in the product performance they offer.
Does overperformance mean premium, or quality? Not necessarily.
(Even Southwest Airlines, in its own way, overperforms—it overperforms on enthusiasm and friendliness. It may not be to everyone’s taste, but it is very engaging to those who like it.)
Its other value is to create supreme self-belief and conviction within the company, and this is something that can be detected by those outside the company. Overperformance shows the company really cares about the product, which in turn means it is committed to delivering on the brand promise. And it gives the company the confidence to be a Lighthouse."
Trechos retirados de "Eating the big fish : how challenger brands can compete against brand leaders" de Adam Morgan.

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