"Porque acredito no Estranhistão, porque acredito que cada vez mais "We are all weird" [and proud of it], porque acredito no mundo de tribos apaixonadas, fico surpreendido pela pouca ênfase colocada na cada vez maior importância da escolha dos clientes-alvo, na cada vez maior importância da interacção."Ao terminar a leitura de "Unstoppable: Finding Hidden Assets to Renew the Core and Fuel Profitable Growth" de Chris Zook, livro que quero escalpelizar durante a próxima semana, sorri ao ler:
"As we have seen, sometimes tragically, the answer is seldom delivered by the intoxicating, or numbing, magic elixirs of business - big-bang transforming moves, leaps into sexy new markets, pursuit of the next big idea, or retreats to the familiar comfort of the status quo with the hope that it will all go away in the morning. When you stand back from it all, four main themes of strategy emerge from our seven-year study of the growth, renewal, and decline of companies. These strategies were central to most cases of renewal. The first theme is the primacy of achieving a deep understanding of the core of your business combined with a reluctance to leap far into the unknown unless absolutely necessary
...
Lesson 1: Redefinition Starts with the Core Customer Virtually all the successful examples were built on a clear concept of the core customer at the center of the new strategy. The focus might be on reinventing the service model to existing customers or on shifting the definition of the core customer. But it was never about a hot market, an abstract technology, or a big strategic idea that came out of the blue. The redefinitions that worked were grounded in the detailed behavioral patterns and economics of specific, identifiable core customers. This principle held whether the key hidden asset was a customer asset, a new platform, a capability, or a combination of the three."
E, de certa forma, em sintonia com a série "O problema é a procura, não a oferta"
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