Muito mais radical do que simplesmente aumentar a oferta (parte II)

Parte I.

"Customer Relationship Management (CRM) emerged in part to cope with the growing power of customers, but Vendor Relationship Management (VRM) flips this equation and anticipates that customers will increasingly take the lead in managing their vendors."

Mongo é muito mais do que uma explosão da oferta, é mesmo um virar do tabuleiro...

"We’re not just talking about mounting pressure on companies, but also the emergence of what I have called reverse markets (Moi ici: Proponho que a abordagem estratégica comece pela identificação e caracterização dos clientes-alvo. Depois, uma empresa deve tornar-se numa máquina paranóica, obsessivamente  dedicada a produzir os recursos que ajudarão os clientes-alvo a produzirem as experiências que procuram e valorizam. E Hagel propõe “Buy from me because I know you as an individual customer better than anyone else and you can trust me to use that knowledge to configure the right bundle of products and services to meet your individual needs.”)
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Most of us think of markets in conventional terms – it is about vendors seeking out customers and persuading them to buy more of their products and services. A reverse market flips this dynamic – it’s about customers seeking out the most relevant vendors and extracting more and more value at lower and lower cost. It’s a fundamentally different mindset. It turns much of what we know about business on its head."

Trechos retirados de "The Rise of Vendor Relationship Management"
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BTW, é agradável encontrar frases como esta que simbolizam tanto do que ao longo dos anos defendemos e promovemos aqui e junto das empresas:

"First, we are moving from a world of relatively scarce shelf-space to relatively scarce attention.  Second, costs of production and physical distribution are significantly declining on a global scale and customer acquisition and retention costs are rising.  At the risk of over-simplification, value creation is shifting from businesses driven by economies of scale in production to businesses driven by economies of scope in customer relationships. Layer in a third factor at work – the systematic and significant decline in interaction costs that make it easier for customers to identify vendors,  find information about them, negotiate with them, monitor their performance and switch from one vendor to another if they are not satisfied with performance.
These three forces reinforce each other and help to explain the growing power of customers in markets around the world."