Distinguir Mongo do modelo económico do século XX

Sabem como gosto de distinguir Mongo do modelo económico do século XX, parte dessa diferença é resumida desta forma por Steve Denning:

"The 20th Century literature in economics and business is mainly about “consumers” -  passive individuals who uncritically buy and use whatever product or service is being pushed at them. [Moi ici: Recordar a malta dentro da caixa] The consumer is someone who can be manipulated by clever sales campaigns - a target to be exploited.
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As the 20th Century wore on, businesses only gradually realized that the game was changing in a fundamental way. An epic shift of power in the marketplace from seller to buyer was occurring. As a result of globalization, deregulation and rapidly evolving technology, buyers had steadily more choices available to them. Then, as a result of the Internet, they had reliable information as to what those choices were and an ability to communicate with other customers. The result? The customer was, collectively, in charge of the marketplace.
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The passive “consumer” who could be easily manipulated to buy and use whatever was being delivered was becoming extinct. The unthinking “consumer” was evolving into the thinking “customer”, with whom the producer of products and services needed to have an active, interactive relationship. The customer was someone who explored the available choices and made a conscious decision as to what to buy.
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The shift from a consumer to a customer was a potentially frightening prospect to business. It meant a fundamental change in the relationship between sellers and buyers, and required a basic shift in thinking about how to succeed in business.
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This shift wasn’t an easy fit with 20th Century business which had essentially taken the consumer for granted. Success in business was principally about cutting costs and being more efficient than competitors and having sales campaigns to sell the products. It was all about money.
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What these approaches missed was that, unlike the consumer, a customer had to be respected and courted with superior products and services that met real needs. The shift in management focus wasn’t an option. It flowed inexorably from the shift in power in the marketplace."