"Companies in many industries prefer a small slice of a huge market to a large slice of a small one. The thinking is, of course, that the former promises unlimited growth potential. And there’s a certain amount of truth to that. But all too often, the size of the opportunity encourages sloppy strategy making. Why choose where to play or how to win when there’s a huge market to conquer? Anybody is a potential customer, so just go out and sell stuff.Hoje ao ler "Wine Coolers Are Back. This Time, They’re Artisanal" pensei naqueles que apostam nestes pequenos mercados antes de eles existirem e começam a criar novas categorias.
But when anyone could be a customer, it is impossible to figure out whom to target and what those people actually want. The results tend to be an offering that is not captivating to anybody and a sales force that doesn’t know where to spend its time. This is when crisp strategy making and clear thinking about opportunities are most important.
When you’re facing a huge growth opportunity, it is smarter to think sequentially: Determine what piece of the overall market to tackle first and target it precisely and relentlessly. Once you’ve achieved a dominant position in that segment, expand from there into the next, and so on."
quinta-feira, março 16, 2017
Aqueles que criam novos mercados
Há dias voltei a este artigo "The Big Lie of Strategic Planning" e este trecho não me tem saído da cabeça: