Proposta de valor, uma opção que deve levar à paranóia (parte III)

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"managers often ask, `What products or services should we create, make and sell, and how?' These questions must eventually be answered, but they are the wrong starting place for business strategy. Because they are asked too soon, managers answer them using quite different criteria than a choice of profitable value proposition. Thus, they frequently use criteria such as `What can our firm do at lower cost or that differentiates our product versus competitors?' Or `What should we do that will most leverage our existing skills, technologies, and assets?' Or `What must we do to match the benchmarks established by leading competitors?' Or `What do customers say we should produce, and how do they say we should make and sell it?' Or `What do customers say we should do to increase their satisfaction with us?'" (Moi ici: O sítio errado para começar é este, começar pelos produtos e serviços e pelos seus atributos. E esquecer a pergunta fundamental "Quem são os clientes-alvo?". Quem queremos servir? Quem gostaríamos de servir? Quem são os clientes que aspiramos a ter?)
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"Such criteria dominate most approaches to business strategy. They allow organizations to develop, produce, and market products or services without deciding or often even understanding the resulting experiences for customers. (Moi ici: uma empresa só tem sentido se existir virada para o exterior, para servir os clientes-alvo, para lhes proporcionar um conjunto de experiências. Uma empresa não existe para produzir produtos e serviços mas para proporcionar experiências, uma empresa tem de se especializar em transforma-se numa fábrica de produção de experiências.) The firm still delivers a value proposition, but it is an unintended and often unconscious outcome rather than the deliberate driving force of the business. This backwards approach is often completed by an after-the-fact writing of some superficially constructed, product-positioning statement, perhaps even (unjustifiably) called `our value proposition.' But fundamentally, managers are focused on supplying their product, not on delivering a real value proposition."
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"Many firms request and listen to input from their customers. Rather than listen to customers so much, managers need to become customers. This means, not asking customers for direction, but systematically learning what it is like to live the customer's life; to be, think, and feel like the customer. Then and only then can managers infer what the most valuable resulting experiences could be for that customer." (Moi ici: Este tema só por si merece um postal. Eheheh qual o papel dos inquéritos a clientes? Como age um etnólogo quando quer conhecer a vida de uma tribo. Começa por colocar questões ou começa por observar? )
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Trechos retirados de "Delivering Profitable Value" de Michael Lanning.
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