Disrupção, disrupção, disrupção

Comecei o último Sábado com a leitura destes dois artigos:

• "As lojas do futuro não vão ter caixas registadoras nem filas para pagar"
• "Soares dos Santos abre 40 clínicas em centros comerciais"

E fiquei com a palavra disrupção na mente, mal sabia o que vinha a seguir.

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Depois, li "Can Best Buy Beat Amazon with Service?":

"can Best Buy make it? In other words, how can Best Buy, or any other bricks-and-mortar consumer electronics retailer, successfully compete with Amazon, whose goal, says CEO Jeff Bezos, "is to work hard and charge less"? If you sell devices near break-even,
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Many observers point out that Best Buy is, in effect, a showroom for Amazon. People can examine a product, ask questions of the salesperson and, without even leaving the store, whip out their cell phones and find lower prices for the same product. It will be delivered the next day and in many cases they will not pay sale taxes. That is an offer that is almost impossible for Best Buy to beat, especially given the higher expense structure of a bricks-and-mortar retailer.
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One path Best Buy already selected is to provide service. The Geek Squad installs complex electronics in your home and repairs or modifies computer and home entertainment systems. They have become so complex that this is a high-demand consumer service with which online retailers cannot compete.
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Another possible path to success is to charge for consumer advice. I understand that this is a somewhat radical suggestion, but it is worth trying.
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Best Buy says it is investing in a more knowledgeable and professional sales force. Why not try an experiment: tell customers the fee for sales assistance in selecting the right product is, say, $25, but that fee will be applied to the purchase price if they buy from the store."

E a palavra disrupção voltou a entranhar-se na minha mente. (BTW, já esta manhã encontro "Norte-americanos batem recorde de compras online na "black friday"")
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O mundo, os consumidores, tudo muda, por isso, também as empresas têm de se reinventar.
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Depois, li "Where You'll Buy Pants in the Future":

"I am the type of person legacy retailers should be vying to protect; the shopper dying for the in-store experience. For shoppers like me, a new ecosystem would need to emerge for me to switch to the disruptive platform — providing legacy retailers an opportunity to get ahead of the curve. Unfortunately for the bricks and mortar retailers that have failed to act, it appears online retailers are now investing in building that ecosystem.
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All I needed to de-stress my buying experience was a showroom partner — much in the same way that Best Buy has effectively become the showroom partner for Amazon's consumer electronics business."

E percebi como as marcas on-line, mais novas, menos presas ao passado, estão a agir mais depressa para expandir a sua base inicial de clientes, a fase seguinte da expansão disruptiva.
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Depois, segui para a leitura de "Surviving Disruption"... escrevo aqui no blogue, muitas e muitas vezes, que as empresas têm de fazer batota e "carregar" naquilo onde conseguem fazer a diferença, para a salientar, para a tornar mais visível, para a tornar mais valiosa. Pois bem:

"Identifying what jobs people need done and how they could be done more easily, conveniently, or affordably is what enables a disrupter to imagine how to improve its product to appeal to more and more of your customers. If you can determine how effective or ineffective the disrupter is likely to be at doing the jobs you currently do, you can identify the most vulnerable segments of your core business—and your most sustainable advantages. When a disruptive business offers a significant advantage and no disadvantages in doing the same job you do, disruption will be swift and complete (think online music versus CDs). But when the advantages of a disrupter’s extendable core are ill suited to doing that job and its disadvantages are considerable, disruption will be slower and incomplete."