A empresa especialista

Uma das abordagens possíveis para subir na escala de valor.

"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 leaders as they look to distinguish their companies, stay competitive, and adapt to changing market forces.
.
Numerous distractions — envy of a rival’s success, the blind pursuit of growth, underestimating the capabilities and investment needed to enter a new market space — cause companies to stray from their competitive sweet spots.
...
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.
...
Specialists come in two basic types. The first finds its niche in a particular product or service.
...
The second type of specialist focuses on a particular group of customers.
...
Whether it specializes by product/service or customer or an intersection of the two, a niche company isn’t necessarily small.
...
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, specialists do six things:
.
1. They own, maintain, and demonstrate specialized knowledge. A specialist must have something in which to specialize. That knowledge can be technical or scientific, such as a medical specialty; or it can be deep knowledge of a market, such as a hotel concierge would have; or both.
...
Specialist knowledge must be valuable and hard to copy, but needn’t be arcane.
...
“If you can’t differentiate the product, you have to be the best at serving the customer.”
...
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.
...
3. They select the right customers and set appropriate expectations. A dermatologist can give you a flu shot, but why would she, and why would you go to her for one? Specialists don’t squander time, talent, and attention on customers who don’t need their specialized capabilities.
...
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. Says Sepire’s Steinberg, “You can identify a specialist when on the very first sales call with a prospective client they don’t try to sell anything.” She says those first contacts should be about listening: “Find out what their pain points are, what they are really looking for.” If you try to make price your differentiator, you’ve surrendered your credentials as a specialist.
...
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. Just as physicians refer patients to other doctors they know and trust, focused businesses cultivate relationships with generalists and companies that have complementary skills or occupy complementary markets.
...
6. They know the difference between expansion and distraction. The pursuit of complementary products and adjacent markets might be the biggest temptation for specialists — especially because their own customers might be urging them to blur their focus."

Trechos retirados de "Niche work if you can get it" de Thomas A. Stewart e Patricia O’Connell, publicado na revista Strategy+Business de Fevereiro de 2020