Três ideias fundamentais retiradas do primeiro capítulo do livro SMASH: Using Market Shaping to Design New Strategies for Innovation, Value Creation, and Growth de Kaj Storbacka e Suvi Nenonen.
Os mercados são mais do que para trocar valor, também servem para co-criar valor:
"The Function of a Market System Is Exchange, for the Purpose of Value Creation
Specifically, markets are CASs of exchange, for the creation of value. And we do need to be very specific about that. Common definitions which include exchange but omit use-value and the value creation aspect sound curiously zero-sum, as though the same resource is simply being shuffled around the system in a grand version of the children’s birthday game pass-the-parcel.
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Just as markets divide into supply and demand, so does value divide into exchange value to the supplier and use value to the customer/user. In a firm-focused, production-centric view such as the traditional business strategy approach, value too easily comes to mean what is really only exchange value - the value to the producer or seller - or, worse still, the price.
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A user will willingly pay a higher price if she can get more use value out of the product. So use value should be integral to the firm’s market view, and any way to increase use value offers potential gains in exchange value right back. This is where co-creation comes in. The firm’s product is only one component in the customer’s use value."
Os mercados não são um dado, são uma variável:
"Markets Are Socially Constructed, so You Can Reconstruct Them, too
Markets are social systems.
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The key point for us is that, being socially constructed, markets can be consciously reconstructed. Because humans can be persuaded, incentivized or, where laws or sheer market power are involved, coerced by other humans, the firm has a means of influencing the human agents and their creations. This is how you can turn social reconstruction to your advantage. Fundamentally, viewing markets as shapeable systems suggests that opportunities are not precursors of strategy; rather they are outcomes of deliberate efforts to shape markets. ... We should not make strategy for a company - we should make strategy for the system. [Moi ici: Isto é tão bom!!! Urdir um ecossistema. Daqui: "
Uma empresa que trabalha com o BSC começa por determinar quem são os clientes-alvo! Uma empresa que trabalha com o BSC e comigo, para além dos clientes-alvo tem também de determinar qual é o ecossistema da procura."] Furthermore, strategy ought not to be viewed as winning a zero-sum game; nor ought the focus to be on competing. On the contrary, it should clarify how the company can engage in collaborative activities with market actors (suppliers, customers, and partners) in order to improve the creation of the use value. Companies that can promise improved value creation for several actors simultaneously are the ones most likely to be successful in shaping their respective markets.The job of the market leader is not to increase own market share at the expense of others, but rather about creating a positive sum game where many market actors grow the market together.[Moi ici: Maximizar o valor para todos os que estão no ecossistema]
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The pay-off to all the theory above is that it enables you to become a market shaper.
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“What is this market shaping that you are so worked up about?”
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Changing the definition of markets from mere exchange mechanisms to a system fostering value creation is not just semantics or purely academic debate. Think about the implications. We’re claiming that, like any other human-made systems, market systems can be changed by companies, governments, and even singular individuals"
Os mercados podem ser trabalhados e manuseados:
"Building on the theoretical insight that, unlike poets, markets are not only born but also made, this strategy takes a new product or service and aims to consciously attract or build the elements of a fully functioning market around it.
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What are the main ingredients for shaping markets? This is a question that it takes the rest of the book to answer fully. There is no single formula and no linear progression of steps. It’s about a continuous cycle. And there’s a degree of art to it as well as science. Broadly though, market shaping begins with re-focusing your business definition, which also acts as your frame on the market, so that you can see the rich reality of your market system and training it on the slice of the universe of possible markets which you want to start with. You then need to envisage a new shape for that market system that would benefit your firm more, by capturing a share of extra use value you’ll help create (in other words, co-create) for customers. Whichever other players it requires to effect the change, you’ll need to appeal to them by offering a share in the value creation as well. This involves pitching a win-win-win “story” or narrative about your proposed new shape. [Moi ici: Há anos que prego isto. Por exemplo: "Ganhar-ganhar-ganhar porque passa por orquestrar uma relação que traga vantagens não só à clássica interacção diádica, cliente-fornecedor, mas também a outras combinações"] And you’ll need to time the whole intervention to strike when the market is “hot” and malleable.
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Which firms could practice market shaping? … You don’t need market power in the traditional sense of monopolies and oligopolies. In fact, being big can hinder creative thinking of the kind a new strategy requires if the great idea gets tangled up in the red tape of internal processes. However, you need a good idea _ a vision about how to shape your market into a better re-incarnation of that market - because market shaping works only if you are truly able to improve the market. And remember, “improving” means improvement to others as well, not just to you."
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