"Even today, there are still companies that view their categories, and the segments within them, through either an industrial lens (grouping by production technology) or a demographic lens (such as Millennials compared with baby boomers).Parece que alguém anda a dormir na forma e não se apercebeu da chegada há anos da service-dominant logic.
World-class innovators are moving from industry- or demographic-based segmentation to what we call “demand centric” segmentation, which identifies the drivers of decision-making by looking at the intersection of context (who the customer is, how he or she thinks, and what he or she does) and emotional or functional needs. Using richer data than was ever available before, companies can construct a “demand map” that clusters consumer choices in a particular category into common need bundles—or “demand spaces.” These spaces are usually expressed in everyday language, such as “perfect for my family” or “the kind of break I need.” When clearly articulated, they provide the right targets for innovation by adjacency teams."
Aquele "These spaces are usually expressed in everyday language" fizeram recuar a 2011:
Segunda coluna: O resultado procurado e valorizado na vida do cliente-alvo do meu cliente.
Terceira coluna: Conteúdos para as mensagens da proposta de valor a serem utilizados no marketing.
BTW, o caso da cadeia de hotéis Hilton relatado no artigo é interessante, como exemplo do que esta abordagem permite.
Trechos retirados de "The Prerequisites of Profitable Adjacent Growth"