"dealing with unprofitable customers" (parte II)

Parte I.

Gosto desta linguagem da SDL para explicar o fenómeno dos clientes que destroem valor:

"By identifying and considering a range of stakeholders, firms can gain competitive advantage by engaging not only with customers but also other partners to encourage intergroup engagement [Moi ici: Ecossistema]
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The SDL literature states that value is created within a service system. The firm uses its operant resources to interact with other actors in the service system and, in particular, engages with customers’ value creation as actor-to-actor. These interactions, providing they are positive, lead to an improvement in the well-being of the service system as a whole, wherein the customer and value co-creation become embedded.
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Value destruction, however, arises from incongruent elements of practice, which depart from the shared understandings of practice among firm, customer and service system. If these understandings are not shared, value is destroyed rather than created and leads to the decline in the well-being of at least one of the systems and brings about an asymmetry in the service system. Instead of gaining competitive advantage through the action of the actors, the firm and the wider system are placed at a disadvantage.
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Although it has been suggested that the firm thinks of its consumers as equipped with the full range of operant resources to co-create value, it may only be ‘good’ customers who are able and willing to apply the specialized skills and knowledge to gain value-in-use. The firm has customers or prospective customers who are unwilling to provide reciprocal resources who fail to understand the reciprocity of the value proposition, who are unable to acquire the skills and resources to be effective resource integrators or, who ‘may botch...’. All of these suggest that in terms of value co-creation, customer operant resources may not necessarily interact beneficially with the operand resources of the firm as required by SDL. In these circumstances, these customers may not gain value-in-use so that the firm’s service propositions will have negative value for them, both experiencing a loss. If certain customers are unwilling or unable to use their operant resources to co-create value, they cannot act as the fundamental units of exchange and hence collaborative value-creating partners. The firm may provide opportunities for these customers to learn how to develop their operant resources to co-create, but if it encounters repeated instance of value destruction, it may have to discontinue further investment in that customer and discourage further interactions.
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The destruction of value is not limited to the firm/customer dyad but resonates throughout the service system."

Continua.

Trechos retirados de "Selective demarketing: When customers destroy value" publicado por Marketing Theory 1–18, 2016