Tudo é serviço - Uma história sobre como Mongo se torna inevitável

O título do artigo é "Everything is a service"... tudo, repito, TUDO é serviço.
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Há anos que escrevo aqui sobre a importância da proximidade e da vantagem que as PMEs podem retirar desse factor.
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Há anos que escrevo aqui que a vantagem mais importante das nossas PMEs é a flexibilidade que a sua localização permite, muito mais importante que a flexibilidade laboral (importante sem dúvida nos momentos maus). A proximidade tem o potencial de gerar relação, gerar troca, gerar conhecimento sobre o outro, gerar cooperação, gerar parceria.
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"Most companies today are designed to produce high volumes of consistent, standard outputs, with great efficiency and at low cost. Even many of today’s services industries still operate in an industrial fashion. (Moi ici: A nossa luta constante contra o pensamento único, contra a batalha da eficiência à custa da eficácia, contra a superioridade do denominador (dos custos) em detrimento do numerador (do valor), contra a treta dos CUTs assumindo que a qualidade, os atributos do que se produz mantém-se constante)
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Sure, many services require some level of production efficiency, but services are not processes. They are experiences. (Moi ici: Este "services are not processes" é poderoso e merece um postal só para ele, faz-me lembrar o ... greve de zelo) (Moi ici: Serviços são experiências! Quais são as experiências que os clientes-alvo procuram e valorizam? Recordam-se desta frase, tantas vezes repetida aqui no blogue?)
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Unlike products, services are often designed or modified as they are delivered; they are co-created with customers; and service providers must often respond in real time to customer desires and preferences. Services are contextual – where, when and how they are delivered can make a big difference. They may require specialized knowledge or skills. The value of a service comes through the interactions: it’s not the end product that matters, so much as the experience. (Moi ici: Proximidade, intimidade, relações amorosas, relação, parceria... quem está a contar os cêntimos da eficiência acha tudo isto perda de tempo)
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To this end, a company with a service orientation cannot be designed and organized around production processes; it must be designed and organized around customers and experiences. (Moi ici: Recordar, como abordamos o desafio estratégico? Primeiro, quem são os clientes-alvo? Segundo. que experiências desejam, procuram, valorizam? Tudo parte daí... o mosaico de actividades que constitui os processos existe para produzir as experiências, não para ser eficiente... ) This is a complete inversion of the mass-production, mass-marketing paradigm that will be difficult for many companies to adopt.
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In product-dominant logic, production is the core of the value-creation process, while customer service is a cost to be minimized. But in service-dominant logic, products are the cost centers, and services become the core value-creation processes.
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In the same way, a product can be considered as a physical manifestation of a service or set of services: a service avatar.
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Products come with knowledge and services embedded within them.
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Products aren’t just things. They are servants.
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In a product-dominant world, value is exchanged in transactions between buyers and sellers. But in a service-dominant world, value is co-created by companies and customers working together. (Moi ici: Esta é, IMHO, a grande força por detrás do regresso dos clientes que foram para a Ásia, como aqui abordei em 2006, muito antes de se falar em crise e de aumento de salários chineses. Não se pode co-criar com gente do outro lado do mundo e, como sublinha Ghemawatt, com uma cultura tão diferente) This kind of exchange requires a relationship, and the product is only an intermediate step in the value-creation process.
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Value is co-created: A company can’t create value. Value is only created through exchange. The customer must participate in defining and determining that value.
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Co-created value requires a relationship: Products can play a role in relationships – even a key role – but products can’t have relationships. The relationship between a company and its customers develops gradually, as customers build trust in the company and its ability to deliver on their promises over time.
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The product is an intermediate step, not an end in itself: Even after a customer buys a product, they must learn how to use it, maintain it, repair it, and enjoy it. If the company is lucky, they will like it enough to tell friends about it, educate others, promote it, buy additional services around it and so on.
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A service-dominant world changes the game significantly. Service-orientation is a fundamental shift and creates opportunities for new business strategies, new sources of competitive advantage, new ways of interacting with customers, and new ways of organizing work."
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Por fim, Dave Gray vai cair em... já adivinharam? Mongo!!!
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"As if change wasn’t already difficult enough, service orientation for many companies will require a whole new approach to business partnerships.
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Because services map to increasingly demanding customer preferences, companies must find ways to make them more granular, as well as easier to bundle with other services. Customers want services to be convenient for them, not for you."
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BTW, para os políticos e todos aqueles que não fizeram o reset mental:
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“This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.”