Recordar de 2020 "Rust never sleeps" e a velha metáfora do pão com manteiga complementado com fiambre.
Volto a Slywotzky e às três primeiras perguntas que ele faz para que uma empresa construa um caminho de regresso a uma profit zone.
"1. WHO ARE MY CUSTOMERS?
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Many managers believe they know who their customers are because, every day, they see customers in their stores or see customers' names on invoices. However, identifying customers really means being able to categorize them into distinct groups whose behavior can be analyzed accurately. ... By moving beyond classic customer segmentation, you may find that your groups of customers are very different from each other and from your impressions of them. In the space below, list your major customer groups....
2. HOW ARE THEIR PRIORITIES CHANGING?
Customers' needs are not static. People and their environments change, creating new customer priorities and, thus, new opportunities for businesses to serve them.
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3. WHO Should BE MY CUSTOMER?
Once you understand who your current customers are, what their current priorities are, and how their priorities are changing, think about how you might expand the boundaries of your customer set. Are there new groups who would value what you do? Can you jump a step along the value chain and serve your customers' customers? Can you step in the other direction and become a supplier to other companies like your own? Creative customer selection has been a crucial element of the reinventors' success."
Para quem está numa "no profit zone" esta terceira pergunta é fundamental, mas é a mais difícil de responder porque implica perceber, definitivamente, que a situação é estrutural e que não adianta suster a respiração para esperar que a conjuntura mude.
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