"Client-focused, not client-run"

"Client-focused, not client-run.
Having so emphatically made the point that the client and client needs are central to the success of any enterprise, it is important to reinforce the point that client focus does not mean responding slavishly to whatever a client demands, nor just doing what a client asks. [Moi ici: E sem uma estratégia consciente, como é que uma empresa traça a linha entre a resposta que faz sentido e a outra?] The ultimate purpose of an enterprise is to create wealth, so there would be no point in responding to client demands that might result in bankruptcy.

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It’s more complex than that, however. As Steve Jobs, co-founder of Apple, says: ‘You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.’
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In some circumstances (particularly where new products or services are concerned) clients may not understand whether or not a particular offering will be of value to them. [Moi ici: E referir claramente para quem a oferta não se dirige. Para que ninguém se sinta enganado] In these situations the value proposition approach is far more powerful than old-style marketingspeak, because it enables a new offering to be expressed in terms of the value of the client experience that it will deliver.
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That’s the heart of this entire concept. Clients do not buy ‘things’. They buy the experiences that those ‘things’ are able to deliver."

Trechos retirados de "Creating and delivering your value proposition : managing customer experience for profit" de  Barnes, Helen Blake e David Pinder. Um livro que li em 2010 e que me redespertou curiosidade ao arrumar papéis em caixas para uma mudança.

De-commoditize

O Paulo Peres há dias chamou-me a atenção para o livro "Beating the Commodity Trap: How to Maximize Your Competitive Position and Increase Your Pricing Power" de Richard Anthony D'Aveni.
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Folheei algumas páginas na internet e fixei esta tabela:

Para já, anotar os dilemas e desafios associados à armadilha da "Deterioração".
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Entretanto, encontrei logo aplicação ao ler este artigo "Serendipity and Samples Can Save Barnes & Noble":

"It’s a lovely picture, but bookstores don’t make money by giving you a place to read to your kid. They make money by getting you to buy their merchandise -- a business model that requires spending a lot on rent and inventory. A retail store is an expensive place to store books, especially if people are just going to flip through them and buy elsewhere.
So here’s an idea, for the publishing industry, Barnes & Noble or a tech-savvy retail entrepreneur: Instead of fighting showrooming, embrace it.
Separate the discovery and atmospheric value of bookstores from the book-warehousing function. Make them smaller, with the inventory limited to curated examination copies -- one copy per title. (Publishers should be willing to supply such copies free, just as they do for potential reviewers.) Charge for daily, monthly or annual memberships that entitle customers to hang out, browse the shelves, buy snacks and use the Wi-Fi. Give members an easy way to order books online, whether from a retail site or the publishers directly, without feeling guilty. And give the place a good name. How about Serendipity Books?"

E também "Should Barnes & Noble Turn into a Mini-Mall?"

"It is probably a long shot and B&N probably has a lot more locations than this approach could support. But it is a way of utilizing the book heritage to provide a shopping experience that no one, including Amazon, would be able to match.
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And if I were to do it, I would use the approach that Harrod's employs. Most people do not realize that while Harrod's looks like a store, it is actually a mini-mall with each merchandise area leased out to an independent seller — an extension of the model that department stores use with their cosmetics/skin care floor.
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I would turn each B&N into a mini-mall in which each individual category is run by a lessee who is expert in that particular category. B&N would act as the systems integrator, putting together a multi-category offering that attracts sufficient customers into the mini-mall. It would also use its book-buying experience and power to stock each lessee with the book inventory required for their category assortment."