Para atingir que resultados, que experiências, que consequências?

Há anos que chamo a atenção para o perigo de não olhar para os clientes olhos nos olhos, para o risco de trabalhar para fantasmas estatísticos, ou para rótulos simplistas e enganadores como o da miudagem.

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Claro que sublinhei logo esta passagem:

"today’s segmentation methods drive companies to target phantom segments (groups of customers that do not really exist), resulting in the very product and service failures that companies are trying to avoid.
How can this be? For many decades it has been common practice or companies to group their customers by the types of products they buy or by their price point or to use demographic or psychographic classifications such as age, business size, comfort with technology, or level of risk aversion. These classification schemes are convenient for the company and effective for certain marketing or sales tracking purposes, but they do not generally bring together the groups of customers that offer the greatest opportunity for the company—customers that have unique underserved outcomes."

"an effective segmentation scheme must create a population that:
• Has a unique set of underserved or overserved outcomes
• Represents a sizable portion of the population
• Is homogeneous—meaning that the population agrees on which outcomes are underserved or overserved and responds in the same manner to appropriately targeted products and services
• Makes an attractive strategic target—one that fits with the philosophy and competencies of the firm
• Can be reached through marketing and sales efforts"

"Clearly, the key to successful segmentation lies in finding unique segments of opportunity, that is, groups of customers with unique sets of underserved outcomes. The only way to discover those segments is to use outcomes as the basis for segmentation."

A sua empresa percebe do produto X, os clientes-alvo não sabem nada dp produto X, nem nós estamos a perguntar-lhes que produto X querem. Nós estamos a olhar para os clientes-alvo e a pensar no “trabalho” para que contratam o produto X. Estamos a procurar ver a vida dos clientes-alvo pelos seus olhos.

O “trabalho” nunca muda, o que muda são as ferramentas que os clientes encontram no mercado para fazer o “trabalho”. (Desde o rádio-transistor de bolso, ao Walkman da Sony, ao leitor de mp3, ao ipod, a ferramenta muda, mas o trabalho mantém-se constante).

O produto X é usado para atingir que resultados, que experiências?

Trecho retirado de "What Customers Want" de Anthony Ulwick