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Acho isto que se segue muito interessante. Primeiro a conclusão que já conhecíamos: mais escolha acaba por introduzir mais risco, mais incerteza, por isso, clientes reduzem o interesse na categoria, ou refugiam-se no conhecido, no tradicional.
"there is substantial evidence that more choice in and of itself actually drives consumer purchase interest in the category down....Once you get past a certain - quite finite - level of genuine choice, it seems more choice isn’t really in the consumer’s interests, and it certainly isn’t in ours.[Moi ici: Então, como dar a volta à coisa? Rasgar o registo de mais uma marca para a comparação] So, we are not here to offer more choice. What we are here to do is offer a significantly better choice, and indeed to radically simplify choice for the consumer in our chosen category. And a key way in which we are going to do that is by changing the key criteria for choice for a significant body of people in our favor....The range of potential challenges that we can make lie in one of the following:
- Challenging some fundamental dimension or driver of our category
- Challenging some aspect of the way the consumer shops for, experiences, or consumes our product
- Challenging the culture surrounding the category
- Challenging some broader aspect of contemporary culture
...Often, the initial sense of what you stand for as a Challenger, and the challenge you are going to make, comes from first knowing what you reject within the existing category. [Moi ici: Ainda esta semana, num almoço com um empresário usei esta abordagem, ao pensar na informação económica existente actualmente em Portugal] ...And it was first understanding what they rejected about their category that then gave them the initial step toward understanding who they really were, around which they built their distinct and compelling entertainment offer. So one way to see this challenge is to ask ourselves very simply: What is the category orthodoxy that we reject? What do we think is wrong, or what will we have to ‘‘break’’ (i.e., prove wrong) in order to succeed? And as we explore it, the way the category currently thinks usually yields a very rich variety of potential sources of challenge."
- Challenging some dimension or quality of the competition/Market Leader
Engraçado como a equipa que tentou convencer o empresário referido na parte I partiu disto, partiu da ideia do que queria fazer de diferente para a oferta futura.
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Trechos retirados de "Eating the big fish : how challenger brands can compete against brand leaders" de Adam Morgan.
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