.
"Many organisations spend too long thinking about the value that they receive from the customer and not long enough thinking about the value that they give to the customer. But if they spent a little more time thinking about the latter, they might just receive a little more of the former! (Moi ici: Como proponho que se pense acerca do valor que se oferece, que se promete, que se propõe aos clientes? Começando por reconhecer que os clientes são todos diferentes e que, em vez de tentar ser tudo para todos, há que seleccionar um grupo, os clientes-alvo, e procurar descobrir o que é que eles buscam e valorizam numa relação comercial, para depois desenhar a proposta de valor. Recordar os dois primeiros passos)
...
"’Value proposition’ is a highly over-hyped term - a lot of people talk about it yet there is very little substance in terms of what people are doing," he explained. "It is just about the most used term in management, but the most under-utilised in terms of people actually having value propositions."
To demonstrate this, Payne outlined the findings of a study that the University of New South Wales had undertaken across four countries, and with over 200+ companies, to determine whether the term ‘value proposition’ was regularly used in the organisation and in what sense it was used. The research found that while 65% of organisations used the term, 92% of these used it in a very general sense, with only 8% having a structured process and formal approach to the value proposition that was communicated throughout the organisation. (Moi ici: Não há grande novidade, trata-se do habitual, usar "clichés" na moda sem saber do que se está a falar)
"’Value proposition’ is a highly over-hyped term - a lot of people talk about it yet there is very little substance in terms of what people are doing," he explained. "It is just about the most used term in management, but the most under-utilised in terms of people actually having value propositions."
To demonstrate this, Payne outlined the findings of a study that the University of New South Wales had undertaken across four countries, and with over 200+ companies, to determine whether the term ‘value proposition’ was regularly used in the organisation and in what sense it was used. The research found that while 65% of organisations used the term, 92% of these used it in a very general sense, with only 8% having a structured process and formal approach to the value proposition that was communicated throughout the organisation. (Moi ici: Não há grande novidade, trata-se do habitual, usar "clichés" na moda sem saber do que se está a falar)
...
However, instead of thinking about the value that they are delivering to the customer from a starting point, businesses predominantly focus on the value that they receive from the customer – viewing the customer as "some great fat cow you milk until it expires", as an "infinite replaceable source". (Moi ici: Como aquela cena de uma empresa subcontratada que há anos se recusou a seguir umas exigências de um cliente. Quando ameaçado de que isso poderia ser o fim da relação, o gerente dessa empresa respondeu (juro que é verdade) "Os clientes são como os peidos! Uns vão, outros vêm!")
However, instead of thinking about the value that they are delivering to the customer from a starting point, businesses predominantly focus on the value that they receive from the customer – viewing the customer as "some great fat cow you milk until it expires", as an "infinite replaceable source". (Moi ici: Como aquela cena de uma empresa subcontratada que há anos se recusou a seguir umas exigências de um cliente. Quando ameaçado de que isso poderia ser o fim da relação, o gerente dessa empresa respondeu (juro que é verdade) "Os clientes são como os peidos! Uns vão, outros vêm!")
...
"I’m suggesting a change to service-dominant logic, where the customer is a cocreator of value, where you are in a partnership with the customer," added Payne. "The idea is that value propositions are a reciprocal thing that go on. It is not a question of doing something and delivering it – it is a question of working with the customer."
However, when it comes to trying to maximise value, businesses rarely factor this thinking into their strategies. Instead, most spend the majority of their time, money and effort on acquisition – even if they don’t realise they are doing it. (Moi ici: Talvez seja um reflexo da indústria do século XX... a indústria desenvolvia e produzia algo para a grande massa do centro. A uniformidade, a grande série, era o objectivo para ter sucesso. Só que, as pessoas esquecem-se sempre, não foram os clientes que criaram a massa, foi a indústria e os métodos de gestão que a fomentaram em seu interesse próprio, basta recordar a variedade do fumeiro ou da gastronomia regional, ou do vestuário regional. Agora, a democratização da produção, da divulgação e do conhecimento, está a recriar essa variedade regional, já não com base na geografia, mas com base em tribos comportamentais, mas essa corrente ainda não foi interiorizada pelo mainstream e pelos "fazedores de opinião". Essa "nova regionalização" e o reconhecimento de que os clientes não são todos iguais, abre portas para um fluxo bidireccional entre cliente e fornecedor - vamos criar, desenvolver, alimentar algo nosso)
To demonstrate this, Payne suggested that firms break down their marketing budgets line item by line item, looking at the amount spent on every single activity, attributing it to either acquisition or retention, to establish how much is being spent on each.
In a study of 200 companies, Payne found that while many businesses were convinced they were spending significantly on retention, 90% of them found that they were spending too much on acquisition when they looked at the break down. The reasons for this "mind disturbance" are numerous:
A belief that existing customers are being or will be retained as a given.
A belief that their churn rate is high so they must “fill the leaking bucket”.
Customer acquisition is reported regularly to shareholders/analysts/senior management, but businesses don’t report churn rates.
Sales teams are rewarded for acquisitions but not for retention.
But organisations should abandon this "unsavoury" focus on acquisition, to adopt a more reciprocalview of value.
"I’m suggesting a change to service-dominant logic, where the customer is a cocreator of value, where you are in a partnership with the customer," added Payne. "The idea is that value propositions are a reciprocal thing that go on. It is not a question of doing something and delivering it – it is a question of working with the customer."
However, when it comes to trying to maximise value, businesses rarely factor this thinking into their strategies. Instead, most spend the majority of their time, money and effort on acquisition – even if they don’t realise they are doing it. (Moi ici: Talvez seja um reflexo da indústria do século XX... a indústria desenvolvia e produzia algo para a grande massa do centro. A uniformidade, a grande série, era o objectivo para ter sucesso. Só que, as pessoas esquecem-se sempre, não foram os clientes que criaram a massa, foi a indústria e os métodos de gestão que a fomentaram em seu interesse próprio, basta recordar a variedade do fumeiro ou da gastronomia regional, ou do vestuário regional. Agora, a democratização da produção, da divulgação e do conhecimento, está a recriar essa variedade regional, já não com base na geografia, mas com base em tribos comportamentais, mas essa corrente ainda não foi interiorizada pelo mainstream e pelos "fazedores de opinião". Essa "nova regionalização" e o reconhecimento de que os clientes não são todos iguais, abre portas para um fluxo bidireccional entre cliente e fornecedor - vamos criar, desenvolver, alimentar algo nosso)
To demonstrate this, Payne suggested that firms break down their marketing budgets line item by line item, looking at the amount spent on every single activity, attributing it to either acquisition or retention, to establish how much is being spent on each.
In a study of 200 companies, Payne found that while many businesses were convinced they were spending significantly on retention, 90% of them found that they were spending too much on acquisition when they looked at the break down. The reasons for this "mind disturbance" are numerous:
A belief that existing customers are being or will be retained as a given.
A belief that their churn rate is high so they must “fill the leaking bucket”.
Customer acquisition is reported regularly to shareholders/analysts/senior management, but businesses don’t report churn rates.
Sales teams are rewarded for acquisitions but not for retention.
But organisations should abandon this "unsavoury" focus on acquisition, to adopt a more reciprocalview of value.
...
However, there is also an "important piece in the middle that unites the customer and the firm", and links the two perspectives of value. This is cocreation, which focuses on the interplay between the value the customer receives and the value the organisation receives. Cocreation, Payne suggested, is a topic much talked about, but perhaps little understood. Nonetheless, it is of increasing importance.
"The key to creating value is to coproduce offerings that mobilise your customer base. And if your company doesn’t capture the intelligence to create more fulfilling experiences by cocreation activities, your competitors will.
...
However, there is also an "important piece in the middle that unites the customer and the firm", and links the two perspectives of value. This is cocreation, which focuses on the interplay between the value the customer receives and the value the organisation receives. Cocreation, Payne suggested, is a topic much talked about, but perhaps little understood. Nonetheless, it is of increasing importance.
"The key to creating value is to coproduce offerings that mobilise your customer base. And if your company doesn’t capture the intelligence to create more fulfilling experiences by cocreation activities, your competitors will.
...
In summary, Payne concluded that management application about the value proposition concept and its execution in a strategic and rigorous manner, is very under developed at present. (Moi ici: Sim, é duro abrir a fronteira... e ter de lidar com os índios e as suas setas... mas está-nos na massa do sangue... nasci na terra do algodão e dos diamantes) Furthermore, with the growth in communities, value propositions also now need to be considered not only in terms of firm-stakeholder, but also stakeholder-stakeholder. (Moi ici: Sim, por isso já não penso só em clientes-alvo, mas em ecossistema que gira em torno desses clientes-alvo: reguladores, prescritores, distribuidores, compradores, utilizadores, agentes, ... criar uma comunidade de interesses em que todos tenham algo a ganhar com o desenvolvimento da relação)
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