"it took a holistic approach towards how to play"

Retirei a figura que se segue do livro "Reframing Business" de Richard Normann:

Figura fácil de relacionar com esta estória:

"Where to play: Instead of thinking about existing customers, Pro 7 asked itself, who is not buying TV advertising and why not? The answer: Start ups and small and medium enterprises (SMEs). Why don’t they buy? They usually don’t have the money. If they have the money, they don’t want to spend it on something like TV advertising with an uncertain outcome. And even if they were interested in buying TV advertising, they didn’t have the experience and skills to plan and execute a TV media campaign.
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How to play: Instead of simply thinking about how to make the existing product, TV advertising, available to start ups and SMEs, Pro 7 took a more holistic approach, thinking about the products, services, the customer experience, but also the business and revenue models required to turn these noncustomers into customers, while at the same time making sure Pro 7 would not sacrifice its margins. The initial answer was to give away advertising minutes for free and in turn receive a share of the revenues created by its advertising. Along with this new revenue model, Pro 7 took care of media strategy and planning, spot production and execution, offering the new customers a holistic customer experience. Since its origins in 2012, the model has evolved into media-for-revenue-share and media-for-equity, making Pro 7 the first company in the world investing with its media power into start ups.
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How to win: The change in the revenue model occurred only after some time. The initial media-for-revenue-share model made a lot of sense for the customers, but not for Pro 7. Only after offering media-for-equity did the new strategy create value not only for the customers, but also for Pro 7, and other equity partners, who had complained about the revenue-share model, as Pro 7 was taking cash out of the business.
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So in other words, Pro 7 asked about noncustomers and what their barriers to consumption were; it took a holistic approach towards how to play, crafting a comprehensive offering, business model, and revenue model; and it thought about how to create value not only for its customers, but also itself, and its ecosystem partners."

Calçar os sapatos do cliente, ou do não cliente, e ver o mundo pelos seus olhos. O truque é deixar de pensar em despachar os outputs que se produzem e pensar nos inputs na vida do cliente. Como ele pensa, como ele opera, que medos, que preocupações, que aspirações...

Há dias li este trecho:

"Think “input before output”"

E dei-lhe uma outra interpretação, mais em linha com este slide:

 Pensar em output é pensar em despachar o que se produz, o que no limite significa tentar impingir o vómito que se produz, o "old focus" da 1ª figura.

Pensar em input é pensar no "new focus" da 1ª figura e perceber que o que damos numa relação B2B é um input para ser processado na relação que interessa ao cliente, a sua relação com o seu cliente.

Trecho retirado de "What’s the focus of your strategy conversations?"