Num projecto onde estive envolvido este ano, a certa altura apresentei este sistema:
Entretanto, em "Niche work if you can get it":
"Whatever you’re going to do, do it well. Sounds obvious. But deciding precisely what to do — or whether to keep doing it — is often hard for companies as they look to distinguish themselves, stay competitive, and adapt to changing market forces.
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In our work with companies, we ask them to define themselves in terms of one of nine customer experience archetypes — value propositions described in terms of the experience they create for customers. One of those archetypes is the specialist: the company that chooses to do one thing and do it uniquely well. For these niche players, the problem of focus is, literally, a question of identity itself.
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Specialists come in two basic types. The first finds its niche in a particular product or service. [Moi ici: O velho exemplo da artesã de Bragança, os casos em que o produto não pode ser alterado sob pena de se perder a autenticidade. ]
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The second type of specialist focuses on a particular group of customers.
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All specialist companies exist to solve a specific type of problem, or do a specific type of job, for customers that have a specific set of needs. To win by being narrow, they do six things:
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1. They own, maintain, and demonstrate specialized knowledge.
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2. They demonstrate their knowledge.
When customers recognize specialists’ expertise, they feel that they’ve put themselves in not just good hands but the right hands. Thought leadership marketing — white papers, presentations at industry conferences, and the like — is therefore a powerful tool, serving as a complementary proof point to execution. Testimonials, references, awards, and certifications are other forms of tangible evidence of superior knowledge. [Moi ici: Quem ler isto e já trabalhou comigo há-de sorrir, e reconhecer o que os desafio a fazer para subirem na escala de valor. Voltando à figura lá em cima, mais apoio técnico tem que ter por trás, mais know-how e o contacto de quem precisa desse know-how. Como vão reconhecer que uma empresa os pode ajudar?]
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3. They select the right customers and set appropriate expectations.
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Specialists don’t squander time, talent, and attention on customers who don’t need their specialized capabilities.
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4. They compete on value, not price. Specialists’ sales processes are almost invariably consultative — partly to display their skill to a prospective customer, but also to vet the customer’s suitability for them.
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If you try to make price your differentiator, you’ve surrendered your credentials as a specialist.
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This means specialists need ways to deal with procurement departments, many of which are designed to encourage price competition and offer little opportunity for potential providers to showcase unique capabilities, especially in the early phases of the procurement process. (Another strong argument for amassing credentials.)
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5. They seek and leverage the strategic value of partners and collaborators.
Focused they may be; lone wolves they are not. All companies participate in business ecosystems — networks of suppliers, distributors, competitors, “frenemies,” and others. Winning specialist companies are particularly adept at creating and keeping mutually beneficial relationships in their ecosystem.
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6. They know the difference between expansion and distraction.
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As Michael Porter points out, the pursuit of growth often blunts the edge of differentiation. More than any other kind of business, specialists need to keep that edge honed."
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