"Some activities have a much more direct impact on the end customer, but all contribute to that customer’s perception of us and our products.Recordar 2006, a ausência de insatisfação não gera satisfação e 2012, há actividades em que é pecado poupar e 2007, "Como descobri que não é suficiente optimizar os processos-chave." (parte I, parte II e parte III)
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Strategy is about two things: compromise and intent. When we devise a strategy we are necessarily indicating an intent or aim. If there is no goal then you don’t have a strategy: you have a to-do list.
We choose certain activities over others for a number of reasons:
- We can’t do everything;
- We don’t need to do everything in order to reach our intended goal;
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- There are some activities that will actually take us further from our goal.
the experience we deliver is the sum of a series of separate interactions.
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But there’s a second facet here that is important: not every interaction has to be exceptional or even good. It’s OK for some components to be average, satisfactory or mundane. This is one of the choices that we make in selecting our activities: not only which ones to carry out, but at which we’re going to excel. A memorable experience isn’t necessarily made up entirely of memorable interactions. Making every interaction memorable might make the entire experience too expensive for anyone to afford; or too time-consuming; or impractical. And so we’re back to compromise: what are the critical components of the experience that…
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We’ll go out of business quickly if our offering is inferior. That’s pretty simple. When all of those activities are brought together we need to have something that sings, and – more importantly – sings in the hearts and minds of our customers. Our offering needs to be meaningful for our customers – and there are ways that we can try to achieve that, through our design process – but our aim should be clear."
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Trechos retirados de "What is an Experience Strategy?"
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