"In recent years, many companies responded to the challenging economy by approaching competition from a financial perspective. Business owners strove to keep their organizations as lean as possible, to optimize efficiency, and minimize the risk of losing business to a rival who offered lower prices."No entanto, há os minoritários que decidem seguir outro caminho, quase uma blasfémia:
"But at the same time, some companies launched products and services - not all of them true necessities - which became must-have items despite being priced at the high end of their markets.Os primeiros, ainda que não o pareçam, são como aqueles espaços Grab & Go, templos da transacção, honestos mas assépticos. Os segundos, estão disponíveis para a empatia e personalização:
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What enabled those businesses to zig as the market overall zagged? In many cases, their driving success was not in sales, but in storytelling. Their revenue ran counter to market trends because they created a narrative that integrated those products and services into the lives and identities of their target customers."
"Share the story of the personal interests, challenges, or pain points that led you to develop your products or services. That shows your prospects that you have some common experiences and goals--that you “get” who they are and what they need. “People want to feel good when they make purchasing decisions."Recentemente, numa empresa, propusemos o seguinte lead para o começo da primeira história:
"Lembra-se daquela história sobre areia suíça vendida à Arábia Saudita? Era uma areia especial. Recentemente tivemos a história do petróleo argelino vendido à Venezuela. Era um petróleo especial. E uma empresa portuguesa começar a vender peles para a pátria das peles de alta qualidade? Sim, uma empresa portuguesa começar a vender peles para Itália... devem ter algo de especial, não?"
Trechos retirados de "Best Practices in Positioning: Tell Your Story, Your Way"
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