domingo, dezembro 02, 2012

E não exclui ninguém?

Quem é que a sua empresa exclui?
.
Que tipo de clientes a sua empresa exclui?
.
Que tipo de encomendas a sua empresa rejeita?
"The outcomes of trying to be all things to all people are similar to those we saw with chasing dollars earlier in this chapter; the result is a loss of strategic direction. But the underlying catalysts that drive leaders to pursue this strategic choice are diametrically opposed. Whereas chasing dollars is based on irrational greed, being all things to all people is based on fear of failure and lack of decision-making confidence.
...
The leader is so busy trying to please everyone that he has no semblance of strategic direction.
...
The process of sticking your flag in the sand, taking a position, and following your strategic direction by nature will exclude potential customers. Some customers will feel left out, but that’s okay. Trying to please everyone will ultimately lead to not pleasing anyone. Strategic focus actually requires exclusion.
...
How can trying to be all things to all people be so damaging? First: brand dilution. ... And once a brand becomes diluted, customers become confused (Kmart) or disgruntled (Mercedes). Second: sunk costs. When trying to be all things to all people, you will incur additional development costs—beyond what is necessary—resulting from a more complex business model of serving multiple markets. Trying to recoup those sunk costs can lead to an escalation of commitment.
...
Story after story emerges of huge, well-established companies that lose their way trying to be all things to all people."
 Trechos retirados de "“The Wisdom of Failure"

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