Em vez de retalho físico pensemos em imprensa, pensemos em empresas stuck-in-the-middle
"As scarcity disappears across so many areas, as the pace of change accelerates, and as newly empowered customers flex their muscles, the definition of boring has changed, in many cases radically. The bar for good enough has been raised. Not only do customers today know when they could do far better, it’s increasingly easy for them to demand what they want. And they can find many new and innovative brands willing and ready to respond. Today, even very good often doesn’t make the sale....Yet even if you have a product or service that is unique, highly customer relevant, and not the least bit boring, getting noticed and commanding attention is increasingly difficult.In this age of digital disruption we are drowning in a tsunami of information and deluged by all manner of distractions. The exploding world of choice that the internet and smartphones offer has delivered great benefits, but it has also created a tremendous amount of clutter....What it takes to get noticed, to command attention, to be remarkable enough that whatever product, service, or idea we are selling gets adopted and spread, requires us to boost today’s signal many times more than would have worked in the recent past. Anything else risks not getting heard or seen, much less acted on, in our ever-noisier world....what so many get wrong is believing that merely being better gets the job done. Better is not always the same as good. Far too often what is touted as innovation is providing a slightly better version of mediocre. Slowing the rate of descent is, in some sense, progress, but without a major change in direction, eventually we still crash....You aren’t going to out-Amazon Amazon. Maybe Walmart, Target, or a very short list of other well-resourced retailers can in certain instances....Ask yourself: how can retailers with higher costs than Amazon possibly win a price war? How is offering free shipping or BOPIS going to counter Amazon’s dominance in product assortment and delivery convenience? Any strategy like that is based on a hope that Amazon will follow the same profit and investment calculations that “normal” retailers do. How do you know, even if some of these efforts manage to gain some traction, that Amazon won’t respond even more aggressively or find some other way to make your life miserable?...Matching Amazon on prices and/or delivery times may seem like a good move, until you actually have to bear the cost of doing it. You are starting a race to the bottom that you can’t possibly win.So what can be done? For most retailers, particularly those that lack the resources and capabilities that the mega-brands have, the only decision is to double down on (or lean into) those improvements that make your brand more customer relevant, more unique and sustainable over the long term....For retailers that still garner most of their sales from their physical stores, that means appreciating and nurturing the unique advantages of brick-and-mortar locations: personal service, compelling visual merchandising, unique products, well-curated assortments, social experiences, instant gratification, and the like. You can complement that in-store experience with a well-harmonized e-commerce offering. Mostly you can embrace the choice to be remarkable on retail elements that Amazon can’t match.”
Trechos retirados do capítulo 10 “An Especially Bad Time to Be Boring” do livro “Remarkable Retail”
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