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Enquanto não se quebrar a confiança, o ciclo pode prolongar-se indefinidamente como um ciclo virtuoso.
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Quando escrevi sobre a mymuesli e sobre o mundo de nichos de customização não tinha feito a ponte para o ciclo das sinergias da proposta de valor do serviço.
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Quando comentei o artigo de Chad Syverson sobre a maior ou menor substituabilidade de um produto não tinha feito a ponte para os serviços.
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Quando escrevi este postal sobre as empresas de formação e o buraco onde se enterram, não fiz a ponte para:
- o ciclo do serviço;
- a customização e a co-criação; e
- a vantagem da menor substituabilidade.
O que me levou a juntar todas estas peças foi a leitura de um artigo do Strategic Management Journal, "Value Creation, Competition, and Performance in Buyer-Supplier Relationsips" de Olivier Chatain. Alguns recortes:
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"Brandenburger and Stuart (1996) posited that the concept of added value, the increase in total value creation when a firm is added to a strategic interaction, can be used to gauge ability to capture value.
Subsequently, studies applied to specific issues have used these formal methods to analyze the role of demand in pursuing sustainable advantage, the choice between generalist and specialist strategies , and the role of central network positions in value capture.
...
Empirical studies in the RBV tradition have shown capabilities to matter to firm performance.
...
The value-based approach provides a holistic treatment of how the blending of competition and capability heterogeneity generates performance differentials. It retains one of the fundamental insights of the RBV, that capability heterogeneity is a root cause of performance differentials in the product market, while giving the opportunity to work outside the domain of the Ricardian model of market competition and to expand the applicability of capability-based analysis of competitive outcomes.
...
Client-specific value creation results when, for instance, the knowledge a supplier acquires about a client is instrumental to delivering a service to or customizing a product for that client, but is not useful for serving other clients. I show that when the client-specific component of total value creation is high relative to other, non-client-specific components, the set of relevant competitors can be dramatically reduced. We can thus trace the competitive pressures faced by a supplier to the small number of competitors with a high level of client-specific value creation ability. It is to these suppliers that a buyer is more likely to threaten to turn to when trying to negotiate better terms with an existing supplier.
...
I argue that if client-specific value creation is important, the set of relevant competitors can be defined with reference to buyers’ existing supplier relationships. The hypotheses focus on two dimensions of value creation, expertise advantage and client-specific economies of scope, and their link to value capture under competition. The concept of added value is used to relate value creation and value capture.
...
I find that new client needs are much more likely to be fulfilled by law firms that are already providing other legal services to that client. This suggests that client-specific knowledge is a large component of value creation. I analyze the determinants of two dependent variables linked to value capture: client relationship stability and law firm profitability. I find that a law firm’s level of expertise relative to the set of competitors sharing the same client is significantly related to the stability of the client relationship."
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E qum diz "law firm" diz contabilidade, consultoria, formação... se praticadas fugindo ao negócio do preço mais baixo.
Subsequently, studies applied to specific issues have used these formal methods to analyze the role of demand in pursuing sustainable advantage, the choice between generalist and specialist strategies , and the role of central network positions in value capture.
...
Empirical studies in the RBV tradition have shown capabilities to matter to firm performance.
...
The value-based approach provides a holistic treatment of how the blending of competition and capability heterogeneity generates performance differentials. It retains one of the fundamental insights of the RBV, that capability heterogeneity is a root cause of performance differentials in the product market, while giving the opportunity to work outside the domain of the Ricardian model of market competition and to expand the applicability of capability-based analysis of competitive outcomes.
...
Client-specific value creation results when, for instance, the knowledge a supplier acquires about a client is instrumental to delivering a service to or customizing a product for that client, but is not useful for serving other clients. I show that when the client-specific component of total value creation is high relative to other, non-client-specific components, the set of relevant competitors can be dramatically reduced. We can thus trace the competitive pressures faced by a supplier to the small number of competitors with a high level of client-specific value creation ability. It is to these suppliers that a buyer is more likely to threaten to turn to when trying to negotiate better terms with an existing supplier.
...
I argue that if client-specific value creation is important, the set of relevant competitors can be defined with reference to buyers’ existing supplier relationships. The hypotheses focus on two dimensions of value creation, expertise advantage and client-specific economies of scope, and their link to value capture under competition. The concept of added value is used to relate value creation and value capture.
...
I find that new client needs are much more likely to be fulfilled by law firms that are already providing other legal services to that client. This suggests that client-specific knowledge is a large component of value creation. I analyze the determinants of two dependent variables linked to value capture: client relationship stability and law firm profitability. I find that a law firm’s level of expertise relative to the set of competitors sharing the same client is significantly related to the stability of the client relationship."
.
E qum diz "law firm" diz contabilidade, consultoria, formação... se praticadas fugindo ao negócio do preço mais baixo.
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