Modelos de negócio e ...

Na revista "Health Club Management" deste mês de Julho encontrei uma referência a uma empresa com um novo modelo de negócio em torno do fitness e dos ginásios, a ClassPass:

"It’s a monthly fitness membership programme that allows people to take classes at different studios and boutique clubs. For US$99 a month, people have access to an unlimited number of classes – but they can’t do the same class more than three times a month."

Em "How Getting Mugged And Maced Helped A World-Class Dancer Save Her Struggling Startup" e "How one fitness entrepreneur raised $14 million" obtive mais informação sobre o modelo, a origem e o pivoting entretanto feito.
.
O potencial de inovação com base nos modelo de negócio não cessa de me surpreender, é mesmo um mundo de combinações de abordagens ao mercado, com ou sem activos, as tais plataformas.
.
No artigo da revista "Health Club Management", "Pick ’n’ mix", há no entanto, um trecho que me ficou atravessado na garganta, pois representa o que há de pior, IMHO, na herança do mindset do século XX:

"What challenges did you face when launching ClassPass?You need to engage both sides – the studios and the customers – and they need to work in conjunction with each other. A lot of it was just finding the right product that would sell on both sides. In fact it was easy to sell to the studios, because the concept works well for them: they have excess capacity they want to fill."

 "they have excess capacity they want to fill", os tais que se vêem como gestores de activos físicos, e a criação da relação, da interacção, da tribo, da comunidade?

"aposta noutro mindset"

Primeiro, este trecho de Trout em "Differentiate or Die: Survival in Our Era of Killer Competition":

"Now let’s look at that 0 percent differentiation degree in the Banking sector. How can that be? All these big name banks spend millions on advertising telling us how wonderful they are to do business with. Well, class, the answer is obvious. Mergermania has taken a terrible toll. And after all these mergers, who knows who is who these days much less for what they stand. As the psychologists advise, without a line to the past, how can you be sure of a line to the future. The Banking category is a mess and deserves their 0 percent."

O que ouvimos e lê-mos em Portugal sobre os bancos?
.
.
Corrida para fechar agências!
.
Corrida para passar a oferecer os serviços via internet!
.
O que se passa nos Estados Unidos, que vão à frente na tendência do eficientismo?

"Banks just can’t figure out what to do with their branches.
...
The efforts are proving tricky given that banks want customers to come to branches for moneymaking financial products such as loans or credit cards, but also have to serve the millions of Americans who still regularly make deposits and withdraw cash at the teller line.
...
Bank of America Corp. soon will begin converting about 9,000 tellers to “relationship bankers” who can direct customers to high-tech ATMs or show them how to deposit a check via smartphone.
...
Despite banks cutting costs sharply in recent years, as many as one-third of those branches remain unprofitable, says consulting firm Simon-Kucher & Partners.
...
“Nobody buys a home equity line of credit on impulse,” ... In some cases, the changes risk turning off customers.
...
Some firms are simply shuttering branches. Fifth Third Bancorp last month announced that it will close or sell 100 branches, or 8% of its offices. Like many of its peers, the Cincinnati-based bank also is expanding its use of employees who can handle a variety of functions."

Entretanto no Twitter, encontrei estes tweets de Esko Kilpi, bem em linha com a mensagem deste blogue (ler de baixo para cima):

Recordar "The Three Rules" de Raynor e Ahmed:

• Better before cheaper;
• Revenue before cost;
• There are no other rules

O que é que os bancos andam a fazer há anos?
.
A fugir da interacção e a fugir daquelas 3 regras.

.

Para terminar, este trecho retirado de "Home and Away" na revista "Health Club Management":

Quem não aposta no "cheaper" e no "cost", aposta na interacção, aposta na co-criação, aposta noutro mindset... eu diria, "Every visit customers have to make are an opportunity for interaction and co-creation"
.
Nunca esquecer, Golias pode apostar e ganhar com a automação porque está no seu ADN; contudo, David não tem qualquer vantagem em seguir esse caminho, tem muito mais a perder do que os euros que poupa.

Trechos 2 retirados de "Is This a Coffee Shop or a Bank?"

E quando o mundo muda?

"building the business is often the easy part. Growing and maintaining the business can be much tougher and figuring out how to appeal to new consumers is no small feat.
One reason is that consumers are far from homogeneous. Different segments have different risk tolerances, ways of making decisions, and — perhaps most challenging for growing businesses — preferences for when and how they adopt innovations."

Retirei este trecho de um artigo com o título "Focus On the Customers You Want, Not the Ones You Have"
.
E quando o mundo muda e uma empresa precisa de mudar de clientes-alvo, de geografia de actuação, de tipo de oferta, de proposta de valor, de modelo de negócio?
.
Por exemplo, quando vou para o centro de Gaia, chego de comboio às Devesas e subo até ao jardim Soares dos Reis. Pelo caminho, vejo um ginásio numa cave, há anos era uma loja chinesa. Os vidros estão cobertos com fotos de jovens de ambos os sexos, erguendo pesos e realçando a sua musculação.
.
Penso sempre neste gráfico:

E na demografia europeia, sendo Portugal um dos países mais envelhecido da Europa.
.
E penso nas razões porque os europeus não fazem exercício físico:

E interrogo-me porque é que nunca vi um ginásio dedicado explicitamente ao sector sénior?
.
Têm dimensão, têm tempo livre, têm poder de compra, têm um trabalho concreto por realizar (recuperar/manter e prolongar qualidade de vida, autonomia, autoestima, ...)
.
BTW, o preço é o sexto motivo! Não é nem o primeiro, nem o segundo, nem o terceiro.

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência (parte VI)

Parte I, parte II, parte III, parte IV e parte V.

E volto às entrevistas incluídas no relatório "European Health & Fitness Market - Report 2015" da Deloitte, desta feita com John Treharne, CEO do Gymn Group.

"Could you briefly describe the concept of The Gym Group? What sets your company apart from the competitors?
.
We were the first low-cost operator open 24/7 in the UK. Furthermore, there are three other key parts of our business. First of all, we do offer competitive prices in relation to our 24/7-concept. Then, we implemented a very high technology-driven business, which differentiates us very much from the rest of the UK health club market. Another key part is that we have a no contract environment, so that members can join for any period. [Moi ici: Outra proposta diferente, outra combinação de oferta - low-price; aberto 24/7; muita tecnologia; e sem a amarra de um contrato. Como se houvesse uma lista de atributos e cada um destes entrevistados escolheu um modelo de negócio baseado em diferentes atributos e diferentes combinações, para servir diferentes segmentos da procura]
...
From your point of view, what are the major trends and developments in the fitness industry that influence your company now and also in the future? ...
Work-life balance now receives higher significance. Additionally, I think the UK market is becoming more competitive in the local sector similar to the top market, which is also growing very quickly.
.
I think the market will concentrate on special facilities, which might be special PT facilities, special cycling facilities or others. They will satisfy customers' wants and needs as well as their particular wishes and interests. So my guess is that the market requires more micro clubs, which offer only one special product so that customers can access exactly what they want without distraction from other things. [Moi ici: A caminho de Mongo, o acelerar do bailado entre o aumento da heterogeneidade da procura, a alimentar e a ser alimentado por um aumento da heterogeneidade da oferta]
...
Is there further growth potential in the fitness industry in general; if so, in what regions or segments?
.
What is happening already is the premium end of the market continues to grow and we will see the local sector grow very rapidly as it has done elsewhere in Europe. These concentrations lead to the mid-market being squeezed so that they have to move further up to the premium end of the market or have to become lower segment rather than to stay in the mid-market or stuck in the middle. [Moi ici: O velho fenómeno da polarização dos mercados e do "stuck-in-the-middle"]
.
In recent years, low-cost operators have significantly impacted the European health and fitness industry. How would you characterise their role in the UK market today and will this trend continue in the near future?
.
My personal belief is that the UK health market will continue to grow, but I do think it will be sector specific. We observe that over 35% of our members who join each month have never visited a health dub, sports centre or gym before, which is driven by a number of things. Prices reflect one important factor, but also the concept of 24/7 operation. This enables us to attract people like doctors, nurses, bus drivers etc. We are available to them, whenever they want. This is the key behind 24/7 operation."

Continua.

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência (parte V)

Parte I, parte II, parte III e parte IV.

Muito interessante esta linguagem colorida e o comprovar de que Mongo é uma realidade também no fitness

"Small, specialised, independent fitness studios – classed collectively as boutique studios – have the potential to take significant market share from the large, big-brand, ‘big box’ fitness centres and DIY gyms, as well as becoming the drivers of overall market growth, reveals a new industry report published today. The boutiques can command hourly fees the others only dream of, they build loyal communities, they are attractive to investors, they have proven business models and they cannot simply be replicated, absorbed or priced out by big brand muscle.
...
“The rise of the boutique fitness studio is set to transform an otherwise mature and sluggish industry that is inward-looking, over-absorbed with mergers, acquisitions and defensive strategies and not paying enough attention to what today’s customers, [Moi ici: Profundo! Falta de atenção para com os clientes actuais, muita preocupação com a defesa do status-quo] especially those with slightly deeper wallets, are willing to pay for.”
.
Boutique studios generally specialise in just one activity, with indoor cycling and spinning common specialisms. Others include machine-based circuits, high intensity workouts and quality dance, pilates and yoga. Such activities are often to be found in ‘big box’ centres but the difference is that boutique studios stick just to their core offer and provide high quality, expert-led sessions that stretch their customers far more than self-led, DIY training but at a much lower price than one-to-one coaching. [Moi ici: Identificam os clientes-alvo, estudam a proposta de valor que vai ao seu encontro, não se concentram nos custos mas nas experiências, nos resultados, no JTBD]
.
They also seek to provide a holistic quality experience, from meet and greet to deluxe changing rooms, coupled with technological convenience (eg apps to book sessions and monitor progress). And each boutique brand adopts an attitude throughout its marketing and service provision that reflects the mores and aspirations of its ‘tribe’, engendering identification and community loyalty.
.
Boutiques charge much more than their larger counterparts per visit but do not have lock-in memberships: instead they live and die on a sustained quality of service that has people coming back for more."

“Just as stack-em-high giant supermarkets are struggling against smaller, localised competitors, so the big brand chain fitness centres could soon find significant market share slipping away to the insurgent, upstart boutiques that understand their customers’ needs so well.” 

Trechos retirados de "Boutique fitness studios fire warning shots at big brand fitness chains"

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência (parte IV)

Parte I, parte II e parte III.

Um intervalo no comentário das entrevistas no relatório "European Health & Fitness Market - Report 2015" da Deloitte, para sublinhar alguns pontos interessantes em "Comment on Pure Gym buying LA fitness":

"What does this mean for the UK fitness industry?.
As the LA fitness clubs convert over to the Pure Gym brand it means one of the industry’s founding gym brands will leave the high street, subject to CMA approval of course. It’s a little sad but also a reflection of how the gym landscape has changed and how consumers have quickly embraced new fitness trends. The longer established gym brands have recently been re-defining their core offering to ensure they remain relevant in an era of abundant gym and broader fitness offerings. I believe this is the year they need to demonstrate a real leap in value for their members otherwise they face a bleak outlook.
.
Has the fitness industry become increasingly stratified by cost?.
I see the UK health and fitness market bifurcating or forking along two distinct pathways – ‘self-service’ and ‘supported’. ... Low-cost gyms have tapped this phenomenon very effectively, attracting members seeking a more ‘narrow’ gym-led fitness experience and content to serve themselves. However, perhaps less conspicuous is the second pathway, which I describe as ‘supported’, where customers seek and pay for a more guided experience. This is where the very best specialist studios are to found purposely engaged in helping customers reach a desired health and wellbeing aspiration. So one pathway serves up outputs (facilities) and the other outcomes, a critical difference. [Moi ici: Muito bom. Uns disponibilizam equipamentos, disponibilizam instalações, outros ajudam a atingir objectivos. É o "How can we help?". Costumo usar esta comparação]
.
I think the issue for legacy brands such as LA fitness is that the consumer has been receiving more of a self-service experience, but at monthly fees far higher than offered by low-cost gym brands.[Moi ici: Outra vez muito bom!!! Em sintonia com o meu diagnóstico. O que só revela o quanto há por fazer nas "legacy brands"]
...
What future moves do you anticipate in the sector?.
The low-cost gym brands will continue building momentum and their geographic reach in order to bring affordable and accessible fitness to all corners of the UK. However, also look out for the specialist boutique-style studios such as Psycle, Heartcore Fitness, Barry’s Bootcamp and 1Rebel that attract a fanatical following from customers seeking expert-led sessions. These people are prepared to pay £20 for a single 45-minute class, which is proof that parts of the industry are not commoditising."

BTW, não esquecer esta citação retirada da coluna de citações:

"When something is commoditized, an adjacent market becomes valuable"

O mundo económico é, cada vez mais, não o triunfo de um modelo, mas a explosão de diferentes modelos, dedicados a diferentes tribos, permitindo a coabitação pacífica

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência (parte III)

Parte I e parte II.

Do relatório "European Health & Fitness Market - Report 2015" da Deloitte, retiro estes trechos de uma entrevista com Stefan Tilk, director geral da cadeia Fitness First Germany.
.
Esta é a terceira entrevista que aqui citamos, e a terceira abordagem diferente ao mundo do fitness, mais uma forma de servir um segmento de clientes diferente.

"From your point of view, what are the major trends and developments in the fitness industry that influence your company now and also in the future?.
Digitalisation plays a key role. We see it as an instrument for achieving our major goal: interaction with our customers. Therefore, we use different ways to get in contact with the customers and plan to increase the integration of fitness in the daily life of our members by implementing innovative products and services. Digitalisation also means having an increasing focus on individualisation. With the term "mass customisation", other companies from different industries have already shown that there can be new business models out of this movement. We challenge ourselves: How can we fulfil the customers' increasing expectations? We cannot expect that our members are automatically satisfied when we open a new club. The entire fitness industry, and in particular Fitness First, needs to focus on the individual members' needs. It is important to find reasonable answers to new questions. Moreover, the fitness market is fragmenting. Particularly, micro gyms have seen strong growth over the last years because those concepts fulfil the customers' needs and the investment is manageable. We adopted this development and opened a site with a focus on slow movement in March in Cologne under the new brand "re-level". With "re-level" we implement a different brand identity and offer a new course and price model. The range of courses of re-level includes different elements from yoga to Pilates to functional patterns of movement and cardio sequences that lead to a compensation of tension. The visitor can choose from a unique combination of courses. Instead of a monthly membership fee, "re-level" clubs offer a "pay-as-you-go" concept to be flexible concerning the visits in our sites. If the new concept will be successfully adopted in Cologne, we can envision implementing this concept in other cities. [Moi ici: Mais uma referência ao uso da experimentação para a tomada de decisões de escalar de novas abordagens de negócios]
.
In which market segments do you see a potential to catch up compared to other industries and from which industry can your industry learn? .
The fitness industry can learn from different market segments and industries. A comparison with the retail industry seems to be reasonable. With its new design and product concepts the retail industry offers lots of approaches and inspiration for the fitness industry. More precisely, I think about "shop-in-shop" systems, a link between product worlds and cooperations. [Moi ici: E, com isto, fico a pensar num modelo de negócio de loja multimarcas. Um espaço comum gerido por uma entidade que o promove e aluga a profissionais especializados em disciplinas de fitness, cobrando aos clientes e pagando aos profissionais. Uma espécie de El Corte Ingles de serviços de fitness?]
...
How would you assess the development of the different fitness industry segments and how do you see the alignment of Fitness First in the future? .
There will always be a market for the premium segment. The net income of the German population is increasing constantly and the demand for exclusivity is analogue to this development. Vice versa, the discount segment focuses on the opposed trend. Nowadays, people do not associate "discount" with lower standards, but with "value-for-money" aspects. Concepts such as McFIT, clever fit and FitX have adopted this trend and their success validates their existence."

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência (parte II)

Parte I.

Novamente, outra entrevista do relatório "European Health & Fitness Market - Report 2015" da Deloitte, desta feita com Scott Lloyd, CEO da Lloyd Leisure.

"Could you briefly describe the concept behind David Lloyd Leisure? What sets your company apart from the competitors?
.
David Lloyd Leisure was established with the aim of providing exceptional service and unrivalled facilities to enable our members of all ages to enjoy active, healthy lives. Everyone who works for us is united under one principle — giving their personal best to allow others to achieve theirs.
.
What sets us apart is that we're much more than a gym — we're a club in the truest sense of the word; a place where there's something for everyone — from tennis courts to swimming pools, from children's dedicated facilities to spas — a place where the whole family can spend quality time together or doing their own thing, and a place that benefits from a real social and community atmosphere.[Moi ici: Como se lê mais à frente "a health, sport and leisure concept for the whole family", sempre a tecla de um espaço para a família, para uma comunidade. Um alvo bem diferente da gente que não quer compromissos e não tem tempo]
...
Is there further growth potential in the fitness industry in general; if so, in which regions or segments? .
Yes, absolutely. Over the past few years, people have become increasingly aware of the crucial role regular exercise plays in long-term health and the need to incorporate it into their lifestyles. It used to be the case that health club membership was considered a luxury item, but today this is far more a necessity; keeping active and healthy has become a way of life - for all the family. We are seeing this shift in consumer behaviour both in the UK and Europe, as well as further afield.
...
In recent years, low-cost operators have significantly impacted the European health and fitness industry. How would you characterise their role in the UK market today and how do they affect your business? .
Over recent years, we've seen a seismic shift in opportunities for the low-cost operator in an array of industries including the health and fitness sector. While we are likely to see more operators vying for business at this end of the market, we are also seeing growing consumer demand from a customer base who want much more than those limited offers. There is a significant and rising demand for a wider lifestyle offering, incorporating health, sports, leisure and wellbeing clubs. Our offering is very different to that of the low-cost operators, but their presence in the market is positive for the sector; it's great for consumer choice and for keeping the industry fresh, dynamic and constantly evolving in line with customers' diverse needs."
[Moi ici: Outra vez a consciência de que a procura não é homogénea, de que diferentes grupos procuram e valorizam coisas diferentes, de que a diferenciação na oferta permite a coabitação pacífica e, que o low-cost cria clientes novos]

Ter uma estratégia clara = escolhas claras = ideias claras = desejar sucesso à concorrência

Mão amiga deixou-me consultar o relatório "European Health & Fitness Market - Report 2015" da Deloitte. Concentrei a minha leitura numa série de entrevistas a alguns players europeus do mercado do fitness.
.
A que mais me encheu as medidas foi a feita a James Balfour co-fundador da 1Rebel:

"Could you briefly describe the concept of 1Rebel? What sets your company apart from the competitors? [Moi ici: Reparem como o homem tem os seus clientes-alvo identificados claramente. Reparem como faz sentido escolher o contrário do que propõe, sinal de que estamos realmente perante uma estratégia].
We are a true "boutique - micro gym" and market disruptor, targeting the cash-rich time-poor part of the London city population. We have conceived 1Rebel as a premium experience from start to finish, from the classes and the instructors through to the changing rooms and the organic food and juices in our restaurant. It is a five star offering that is unique.
.
We have a great location ....  We have hired the best people.
.
By getting rid of memberships and contracts, you are offering high flexibility, but at a comparably high price. What makes you confident that this strategy will be successful? [Moi ici: Prescindiram de aspectos intocáveis no modelo tradicional do negócio]
Indeed, not having a contract is a risk. But we believe strongly in our unique product that delivers our customers a fantastic experience ... they want flexibility, not signing a mortgage.
...
How do you see the role of the so called "wearables" (Fitbit, Jawbone, Fuelband, etc.) and their influence on motivation/retention? 
[Moi ici: Qual será a resposta, o ponto de vista de uma empresa que aposta na experiência da interacção?] I am not yet convinced that wearables are the answer. It is indicative that Nike dropped their Fuelband project. The current models out are not yet there. We need to see improved next generations of these wearables before they will really make a big impact. Maybe Apple Watch will be the answer. At 1Rebel we believe not so much in high tech in the fitness experience; we rather let the good old honest way of your body telling you that you have had a great workout....
Is there further growth potential in the fitness industry in general; if so, in which regions or segments? [Moi ici: Acerca da importância de ter uma estratégia, de fazer escolhas]
...
I see further growth in the "boutique" model that we have launched as well as in the high-end and low-cost side of the market.
[Moi ici: Temos o nosso modelo, acreditamos nele e, acreditamos que outros, com outros modelos também podem ter sucesso, cada um no seu espaço, servindo clientes diferentes. Isto é, na prática do mundo dos negócios, o exemplo dos rouxinóis de MacArthur ou das paramécias de Gause] You need to be clear in your positioning; to be all things to all people gets you into trouble fast!.
In recent years, low-cost operators have significantly impacted the European health and fitness industry. How would you characterise their role in the UK market today and will this trend continue in the near future?  [Moi ici: Outra resposta interessante, em linha com o que ando a dizer há anos sobre a entrada das cadeias low-cost no mercado do fitness]
.
Low-cost clubs have "commoditised" the sector. They are good for a certain type of customer and I believe they have expanded the market.  [Moi ici: Quando abre um ginásio low-cost há um número de clientes novos que entra no mercado. Alguns desistem e não voltam. Alguns apreciam a oferta e fidelizam-se a este nível de preço e outros, descobrem que querem mais, indo alimentar a procura de outros players com ofertas diferentes] The UK was rather late with embracing the budget model, but is now catching up fast and that is a good thing for the market."

Acerca do investimento (parte II)

Parte I.
.
No semanário Expresso do passado dia 24 de Janeiro, encontrei o texto "Ginásios de nova geração em Portugal a €20 por mês" [Moi ici: O título é enganador porque esse é só um dos segmentos abordados no artigo]
.
A certa altura pode ler-se que a cadeia espanhola Go Fit investiu num projecto em Lisboa, em torno da piscina municipal dos Olivais (que foi recuperada), cerca de 10 milhões de euros:

"refere o responsável da  Go Fit, que investiu neste projecto 10 milhões - e vai investir outros tantos na piscina do Campo Grande"

Depois, outro exemplo:

"Também a Supera, a maior rede de ginásios espanhóis, se prepara para entrar em Portugal, tendo investido 8 milhões na piscina municipal do Areeiro, que esteve 12 anos fechada"

Ainda mais:

"a Fitness Hut levou uma injecção de €8 milhões do fundo Oxy Capital com vista a acelerar a sua expansão" 

Também:

"A Solinca vai abrir em fevereiro um ginásio com três mil metros quadrados em Alfragide"

Ainda no princípio da semana Nicolau Santos na Antena 1 dizia que não havia investimento em Portugal. Claro, Nicolau Santos olha para as estatísticas e não vê lá os milhões torrados numa A32, ou A17, ou nos estádios de futebol, ou nas SCUT, por isso, clama contra a falta de investimento. Contudo, investimento como este é muito mais importante e poderoso, não sai do bolso dos contribuintes actuais e, sobretudo, futuros.
.
BTW1, mais um sector em que 2014 foi o melhor ano de sempre... e não estamos a falar de um sector transaccionável:

"Após os "anos penalizantes" de 2010 a 2012, em que muita gente deixou de frequentar ginásios, voltou a febre pelo exercício. "Muitos ginásios tiveram o melhor ano de sempre em 2014", adianta Armando Moreira, vice-presidente da Associação De Ginásios e Academias de Portugal (AGAP)."

BTW2, pena que a câmara municipal do Porto, entretida com a herança que recebeu, não tenha arranjado um investidor privado, com dinheiro próprio, para aproveitar a piscina municipal de Campanhã.
.
Continua.

Mongo também passa por isto, pela batota

Enquanto as cadeias grandes definham e morrem, as livrarias pequenas aumentam em número.

"Since 2009 more independent bookshops have opened than closed in America. Sales grew by 8% in 2012, when many book chains saw a drop in revenues. Barnes & Noble’s sales in its stores decreased by 3.4% in its most recent fiscal year. Borders was doing so badly that in 2011 it shut its doors for good. (Not all indies are pulling in the bibliophiles. Some, such as Williams’, thought to be the oldest bookshop in Los Angeles, have had to call it a day.)"

Como é que uma livraria física independente faz frente ao rolo compressor da Amazon e dos e-books?

"“We can’t do everything, (Moi ici: Em que é que podemos fazer a diferença?) so we have to do the right things and do them well.” That means stocking a thoughtfully chosen eclectic collection of books, filling the shop with staff who are first and foremost booksellers, (Moi ici: Não passa pela redução de custos salariais, não passa por cometer o erro dos jornais e recrutar estagiários, passa por gente apaixonada pelos livros, que não é a mais barata) and saying no to e-books.
...
 independent bookshops have two big advantages over their bigger rivals. The first is that they are small enough to get to know their customers well. They see them, they talk to them, they recognise regulars, and they know how to keep them coming back.
...
Kindles and Nooks will eventually be replaced by the next technical advance in competition for readers’ time and money. The trick for independent bookshops is to concentrate on the human, tactile qualities that sets them apart from the impersonal screens and buttons of electronic devices."

Isto é bonito, bonito, bonito!!!
.
Isto não é novidade, só mais uma confirmação do poder da batota, da proximidade, da relação. E não é válido só para as livrarias. Por exemplo, para os ginásios portugueses:

“Os ginásios com mais de um clube (cadeias) registam maiores perdas de clientes que os independentes (um único clube); de forma surpreendente, os clubes independentes que não possuem vantagens de escala, têm recursos mais escassos e menor facilidade de crédito que as cadeias, são mais resistentes e conseguem obter melhores resultados também na variação da facturação”

Trechos iniciais retirados de "Reading between the lines"

O meu desafio seria outro...

Ontem de manhã, na viagem de comboio, comecei por ler um recorte de jornal, retirado da internet, "Ginásios balançam crise com preços baixos, descontos e contratos flexíveis".
.
Um recorte que me fez pensar e abanar a cabeça...
.
Presumo que os ginásios Solinca se queiram posicionar numa gama superior do mercado.
Presumo que os ginásios Fitness Hut se posicionem no "low cost".
.
Como é que um e outro têm agido?

"torneiam a crise com mensalidades ‘low cost’, descontos nas inscrições, acompanhamento nutricional gratuito e até descontos nos supermercados."

Confesso que esta promoção da Solinca:

"Os ginásios Solinca, do grupo Sonae, contornaram a crise apostando em campanhas “agressivas”, designadamente com parcerias com a marca Continente e oferecendo nos meses de Janeiro e Fevereiro deste ano “50% de desconto em cartão” nas mensalidades de 50 euros," 

Me fez muita espécie... sobretudo porque logo a seguir li o artigo "When Opposites Detract: Categorical Reasoning and Subtractive Valuations of Product Combinations" (Quando se junta A para dar mais valor a B, está-se a afirmar que B, sozinho, não é suficientemente forte... voltei a recordar as promoções mixirucas dos hotéis de 5 estrelas")
.
O que fez a Solinca para fazer frente à crise? Olhou para dentro, olhou para os custos, procurou ficar mais eficiente:

"começaram por intervir nos custos ao longo de 2012, na reorganização da estrutura de pessoal, renegociação de rendas e redefinição do plano de eficiência energética."

Pessoalmente, se trabalhasse com a Solinca, teria lançado outro desafio, teria convidado a empresa para fazer uma outra aposta, independentemente de algum trabalho a nível de custos.
Podem competir com ginásios low-cost?
.
Não!
.
Logo, qual é o caminho menos percorrido?
.
Teria desafiado a Solinca a concentrar-se na experiência que proporcionam.
.
Se um potencial cliente entrar no site... vai perguntar, qual é a oferta? O que têm para mim?
.
E a oferta é:

• modalidades; e
• programas adicionais

E também há um "saiba mais sobre as nossa campanhas" ... 

.

Ou seja, a Solinca concentra-se na oferta, concentra-se no objecto, concentra-se no que domina, concentra-se no produto/serviço.
.
O meu desafio seria:

"Concentrem-se na experiência que a vossa oferta gera!"

Em vez de listagem das especificações da oferta, apostaria num site que convidasse o potencial cliente a co-desenhar, a co-construir e a co-produzir um programa feito à medida dos objectivos, da experiência procurada e valorizada.
.
Voltava à jornada e à Microsoft dos anos 90: "Where do you want to go today?"
.
Em tempos escrevi aqui sobre os ginásios e, 2 anos passados, a minha crença nesta abordagem está mais fortalecida.
.
Há tempos, tive acesso ao "Barómetro AGAP" (Associação de Ginásios de Portugal) do 1º trimestre de 2012 e descobri lá esta pérola:

"Os ginásios com mais de um clube (cadeias) registam maiores perdas de clientes que os independentes (um único clube); de forma surpreendente, os clubes independentes que não possuem vantagens de escala, têm recursos mais escassos e menor facilidade de crédito que as cadeias, são mais resistentes e conseguem obter melhores resultados também na variação da facturação”

A minha explicação é: os clubes independentes, ainda que inconscientemente, apostam na relação, apostam na interacção, co-constroem algo que é mais forte que uma oferta que pode ser retirada assepticamente de uma vending machine.

.

Paulo Viñaspre é da mesma opinião "Fazer face ao low cost".