terça-feira, abril 20, 2021

"raising their willingness to pay (WTP)"

"Creates value for customers by raising their willingness to pay (WTP)."
Isto é voltar a uma imagem de 2011 sobre o vocabulário do valor, desenhada junto ao Rio Rabaçal. O modelo de Kano diz-nos que a novidade de ontem é o aborrecido de amanhã.
Aumentar a WTP é aumentar o valor bruto originado.
Aumentar a WTP deve gerar um aumento do preço, mas não é um aumento do preço. O aumento do preço é uma consequência. Só assim os números de Marn e Rosiello fazem sentido, senão a concorrência agradece.
"If companies find ways to innovate or to improve existing products, people will be willing to pay more. ... In casual conversations, we often use WTP and price interchangeably. But it is helpful to distinguish between the two. WTP is the most a customer would ever be willing to pay. Think of it as the customer’s walk-away point: Charge one cent more than someone’s WTP, and that person is better off not buying.

Too often, managers focus on top-line growth rather than on increasing willingness to pay. A growth-focused manager asks, “What will help me sell more?” A person concerned with WTP wants to make her customers clap and cheer. A sales-centric manager analyzes purchase decisions and hopes to sway customers, whereas a value-focused manager searches for ways to increase WTP at every stage of the customer’s journey, earning the customer’s trust and loyalty. A value-focused company convinces its customers in every interaction that it has their best interests at heart."
Trechos retirados de "Eliminate Strategic Overload".

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