"... having a strong plan for the experiences your firm offers—a plan so strong that it guides decisions about how the firm executes, maintains, and manages these experiences to create value both for the customers and (as a byproduct) for the firm.
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These planned experiences (Moi ici: A batota):
• Truly differentiate themselves from the perspective of the customer, connecting to something distinct about your firm; feature parity isn’t an experience strategy.
• Are what matter most to customers—to truly understand these experiences, you have to understand them from the context of the customer. The experiences are what they choose to engage in, not the nuts and bolts that create them.
• Should be invested in and managed just as you would manage any other portfolio of opportunities. Business decisions should be made with consideration of the impact on experience.
• Can be cultivated and nurtured, while keeping in mind that they arise not from an controlled expression of what the firm says it stands for, but from the customer’s perception ...
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We must understand people as they are rather than as market segments or demographics." (Moi ici: Fundamental!!!)
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Trechos retirados de "Subject to Change: Creating Great Products and Services for an Uncertain World" de Peter Merholz, Todd Wilkens, Brandon Schauer e David Verba
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