A experiência é o produto

A propósito de "Experience based Segmentation", o texto que se segue, retirado de "Subject to Change" de Peter Merholz, Todd Wilkens, Brandon Schauer e David Verba:

"As global trends have developed, business management has come to rely on efficiency, optimization, and quality management to deliver value. The good news is that these approaches have worked, and worked well. Many organizations have become very lean, wasting less time, allowing fewer defects, and adopting more efficient processes. Ironically, the bad news is that this type of business optimization is increasingly common place. The processes for measuring and controlling efficiency are well known and well-documented, and so in today’s world they no longer provide a significant competitive advantage.
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We live in an increasingly uncertain world, where the tools that served us well for so long no longer do. Technology isn’t sufficient; we can’t simply add features to attract an audience. There is no more efficiency to squeeze out of our operations, nor defects to remove from our products. How do we deliver great products and services in an uncertain world? The thing to keep in mind, not just in the abstract, but truly and viscerally, are your customers and their abilities, needs, and desires. When you do that, when you truly empathize with the people you serve, you’ll realize that for them the experience is the product we deliver, and the only thing they truly care about."

A experiência é o produto!!!
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E, assim, se fecha o ciclo e voltamos ao primeiro postal de hoje: a experiência é o produto e a reflexão sobre a decisão de diversificação que não assenta no aprofundamento da relação... (BTW, por isso, faz algum sentido que a empresa esteja a lançar uma marca chamada "low-cost made in Portugal". O low-cost simplifica, reduz a necessidade de relação, aposta tudo no momento da transacção).
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Outro BTW, este relato da experiência de Scott McKain.