"innovation is the ultimate source of value creation"

"If we want to explain rather than assume value creation, we need to acknowledge the central role of the firm in the framework. It is the firm that is able to turn resources into products for which the willingness to pay of buyers exceeds the sum of the opportunity costs of resource suppliers. Take this ability out, and no value will be created. However, this ability, too, must necessarily be assumed. Define "productive knowledge" as the ability of the firm to turn resources into products.

...

It may be clear that innovation is the ultimate source of value creation: over time an economic system can only create additional value if firms develop new productive knowledge - or in other words, new ways of increasing buyers' willingness to pay and/or lowering the sum of the opportunity costs of the resources used in creating the products for which buyers are willing to pay."

Trechos retirados de "Value, rent, and profit: A stakeholder resource-based theory" de J. W. Stoelhorst. 

The Rules of the Passion Economy (parte VII)

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

"RULE #7: KNOW WHAT BUSINESS YOU’RE IN, AND IT’S PROBABLY NOT WHAT YOU THINK.
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The core thing you are selling is the real value you can bring to a customer who craves your offering.
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The way you deliver it is secondary. Too often people focus on that secondary aspect. They’re in the bakery business, or they are a supermarket supplier. Don’t be locked into the secondary value-capture end of your business. Focus, instead, on the core value you create and be quite experimental and creative about how to capture that value.
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Change your value capture constantly. Change your value creation slowly.
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Value capture is just a tool, and you should use whichever tool is quickest and easiest. Value creation, though, is the core of your business. Treasure it, tend it, change it only quite slowly and deliberately."

"Demonstrating and Documenting Superior Value"

Li "Value Merchants: Demonstrating and Documenting Superior Value in Business Markets" de James C. Anderson, Nirmalya Kumar e James A. Narus em 2008 e aqui no blogue meti-o na categoria:

"Livros que desapontaram (se calhar sou eu que ainda não passei pelas experiências de vida que me ensinarão a apreciá-los devidamente)"

Confirma-se. Nunca é tarde para aprender, às vezes é demasiado cedo. Recomecei a sua leitura e é um confirmar de coisas que entretanto aprendi a avlorizar ao longo dos anos:

"To combat price concessions and commoditization pressures, firms have to fundamentally reexamine their philosophy of doing business and how they put it into practice. Suppliers must adopt a philosophy of doing business based on demonstrated and documented superior value and implement that philosophy using an approach we call customer value management. Customer value management is a progressive, practical approach to business markets that, in its essence, has two basic goals:
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1. Deliver superior value to targeted market segments and customer firms 2. Get an equitable return on the value delivered
...
Demonstrating and Documenting Superior Value
Increasingly, to get an equitable or fair return, suppliers must be able to persuasively demonstrate and document the superior value their offerings deliver to customers. By "demonstrate," we mean showing prospective customers convincingly beforehand what cost savings or added value they can expect from using the supplier's offering relative to the next-best alternative.
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Value case histories are written accounts that document the cost savings or added value that reference customers have received from using a supplier's market offering.
...
Demonstrating superior value is necessary, but it is no longer enough to become a best-practice company in today's business markets. Suppliers also must document the cost savings and incremental profits that offerings have delivered to customers. Thus, suppliers work with their customers to define the measures on which they will track the cost savings or incremental profit produced and then, after a suitable period of time, work with customer managers to substantiate the results. Documenting the superior value delivered to customers provides four powerful benefits to suppliers. First, it enhances the credibility of the value demonstrations for their offerings because customer managers know that the supplier is willing to return later to document the value received. Second, documenting enables customer managers to get credit for the cost savings and incremental profit produced. Third, documenting enables suppliers to create value case histories and other materials for use in marketing communications to persuasively convey to prospective customers the value they, too, might obtain from the supplier's offering. Finally, by comparing the value actually delivered with the value claimed in the demonstration and regressing these differences on customer descriptors, documenting enables suppliers to further refine their understanding of how their offerings deliver the greatest value."

Value - where, how, who, when

"The fact that customers and firms have different value-creating processes implies value is created in different domains and is no longer entirely in the firm’s control. Managers are increasingly aware of the need to understand customers’ roles in firms’ activities, such as those evident in service process blueprinting or customer journeys. The increasing roles of customer participation amplifies the need tounderstanding how customers orchestrate value.
...
Rather than the components of a service being absolute, they are treated as relative to alternative services and evaluated against an individual reference point. In other words, aspects beyond the exchange, product, service or interaction may constitute value as experienced by the customer. Sometimes value elements are invisible to the firm and independent of the firm. Moreover, value is not only inherent in the offering itself but also in elements only indirectly related to a specific service provider. In other words, customer value can be conceptualized as including both customer-defined and relativistic aspects with value-adding or value-decreasing characteristics.
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Where is value created? Researchers suggest that value is formed in three domains: in the company’s world through value-in-exchange; through co-creation through customer-company interactions, that is, joint value creation; and in the customers’ world through value-in-use, otherwise known as independent value creation. Value arises in customers’ internal and external contexts based on both individual and collective elements. Hence, value is not only based on customers’ experiences with provider-created elements but can emerge outside the domain of the service provider in the customer’s world. We will now turn to a discussion of how value is created, who creates value, and when value created.
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How is value created? As mentioned, value is seen as inherent in the interaction between the customer and provider, but value also emerges through interactions with other customers. Recognizing the impact of other customers on value formation, we acknowledge that value is created based on individual and communal experiences.
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Who creates value? Value co-creation research highlights the important contributions of the customer to the value creation process. Recently there has been a shift away from dyadic value creation to a focus on networks and systems, to the interaction among multiple actors, and more recently to ecosystems. Despite this, practitioner and researcher attention to communal and networked value is low. The lack of attention to the communal influence of customers on value is problematic, as different forms of communities increasingly network and link customers and customer-to-customer interactions are increasingly relevant sources of value.
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When is value created? Classic service research focuses on service encounters which implies that value is created solely within the service interaction. In contrast, a relationship marketing perspective emphasizes a longer timeframe that includes both before and after purchase. Irrespective of these differences in length, the underlying backdrop is the customers’ experience of the time of the service process. More recently, a broader notion of time has been called for that includes consideration of the past, present, and the future of the customer, not just the service process. Accepting that value is created not only in the interaction between the customer and the provider (and service system) extends the time-frame of value to the cumulated reality as experienced by the customer."

Trechos retirados de "Strategies for creating value through individual and collective customer experiences" de Kristina Heinonen, Colin Campbell e Sarah Lord Ferguson, publicado por Business Horizons 2018.

"Outcomes are the results the client gets from your work"

"clients only really care about their own business. [Moi ici: Como escrevo há muitos anos, os clientes são egoístas] By this, I mean:
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They don’t really care about how much it costs you to complete the work
They don’t care what you have to do, or how much time & effort it requires on your end
They don’t even care about how well-crafted the work is for its own sake
That’s not to say they don’t care about quality or deadlines (these things obviously matter), but what really matters are the OUTCOMES and the IMPACT of your work.
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Let’s take a second to define precisely what these terms mean.
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When we sell to clients, we sell four things:
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Inputs are the resources used to deliver a project – people, time, software etc.
Outputs are the completed tasks & deliverables e.g. a logo design, a press release, or a new website
Outcomes are the results the client gets from your work, typically characterised as a transformation e.g. unaware prospects start to notice their business or their branding goes from non-existent to some awareness
Impact is the long-term benefit of the work you’ve done – e.g. securing a leading position in their niche, getting many new enquiries, increased sales & profits etc.
Inputs and outputs are easier to quantify, but they matter a lot less than outcomes and impact.
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Focusing on the former two is a hallmark of agencies focusing on the wrong thing and therefore likely to lead to misunderstandings and shorter-term relationships.  Rather than framing their work in terms of how it will benefit the client, they instead spend their time worrying about the stuff that’s easily measured. Sadly, this is one of those cases where choosing the simpler upfront option holds you back in the long run."

Trechos retirados de "The Ultimate Guide to Value Pricing & Selling: Earn Higher Fees, Land Bigger Clients, And Outperform Your Competition"

Acerca do valor

Excelente artigo sobre princípios associados ao conceito de valor, "What Does It Means to Create Value Now":

"First Principles.
Value is in the eyes of the beholder—or the recipient, for our purposes here. You have the right to develop a theory as to what should be valuable for another person, but they possess the right to determine their worth. Because perceptions about value vary, you may have to explain why your dream client should perceive the value in the way you view it.
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The person receiving the value needs to be better off in some way having received it. If the person is no better off having received the attempted value creation, it is not value.
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Value exists on a continuum. Some things are more valuable than others. My view of this continuum of value in sales is 1: Product Value, 2: Experience Value, 3: Tangible results, and 4: Strategic Value.
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Value has a contextual component, meaning something that might have been valuable in the past may not be helpful in the future. Something that would be valuable in one circumstance might be less useful when the conditions are different.
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Value creation tends to degrade over time; it has a half-life. The value you created in the past is not likely to be as valuable to your clients as the value you create now.
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Value creation may also build on prior value. It is possible to create an upward spiral of higher value over time. [Moi ici: A base para a subida na escala de valor, a base para os macacos que não voam, mas trepam às árvores]
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The greater the value you create, the more relevant you will be to your clients and your dream clients. An inability to create value will make you irrelevant. [Moi ici: O paradoxo do foco num nicho]
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Value creation is found in your understanding. It is as much in your learning as it is your teaching. While it is important you help your clients discover something about themselves, it’s equally (or more) important that you allow them to educate you if you want to create a preference."

Uma ressalva: as empresas não criam valor, as empresas criam ou co-criam valor potencial. Só quando o cliente experiencia valor na sua vida é que ele se materializa.

Relacionar com "Richard von Strigl on Subjective Value":

"The economic value of a good can only be understood as a "subjective value", that is to say, it is always related to and depends upon the effective ends of a determinate economic agent (even though the agent may, of course, take into account the interests of several individuals when setting his ends, as is, for example, the case of a family father)."

Acerca de valor para o cliente (parte IV)

Parte I, parte II e parte III.

"Experience-based facet.
Contrary to the experiential and phenomenological nature, the facet of CV that we term ‘experience-based’ refers to the past experiences of customers. ... the starting point is the customer’s reality and life”. Value is therefore regarded as part of the dynamically-constructed and multi-framed reality of each customer. Although earlier contributions also recognized similar aspects, the focus on the customer’s history, and thus, the experience- based nature of CV was especially emphasized by the C- D logic. In this light, value is termed ‘value-in-life’, which better explains the holistic view of the customer’s life than value-in-context. With this focus on the internal context, it is emphasized that value formation is extended beyond the interactive processes and the visibility of companies and includes the customer’s mental processes, resulting in an increase in complexity as now the customer’s history is also considered.
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A facet of the experience-based nature of value is its dynamic aspect, which expresses the constantly changing and adapting evaluations of what customer’s value."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte III)

Parte I e parte II.

"Context-specific facet.
Following the notion of multiple relationships, the literature acknowledges the important role of the customer’s external and social context in the assessment of CV [Customer Value]. In doing so, the idea of the customer, just like the company, being embedded in a system of other actors is expressed. In this complex system, the customer acts as a resource integrator, simultaneously combining various resources for value creation. This implies that the customer uses his/her own resources (i.e., knowledge and skills) and the resources of other actors. Hence, CV is dependent on a network of competences and resources.
...
“Value has a collective and intersubjective dimension and should be understood as value-in-social- context” and “[...] the way in which resources are assessed depends on the social context”. It can be concluded that research efforts begin to adapt a more differentiated point of view, which includes the social context as an important variable for the determination of value.
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The C-D logic argues in a similar manner, stating that the dyadic approach that was historically used is not enough to display the complex construct of CV. Hence, this logic also highlights that the customer is socially-embedded, interacting with other groups, such as other customers. Compared to the S-D logic, the C-D logic more strongly emphasizes the customer’s point of view. An even higher focus is laid on the customer, and thus, on his/ her speci c context."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte II)

Parte I.

Quem quiser abordar a temática do pricing a sério tem de obrigatoriamente começar pelos clientes e pelo que é valor para eles

"Phenomenological and experiential facet...
Both terms, ‘experiential’ and ‘phenomenological’, emphasize the co-creation role of the customer. From this understanding, ‘experience’ does not refer to the customer’s past experiences, it rather describes the perishability inherent to CV. This underscores that value cannot be inventoried and is not created solely by the company which is, however, not new to the literature.
...
Although both terms are still discussed, ‘phenomenological’ has recently been preferred, as ‘experiential’ implies several other meanings, such as a focus on the past. In contrast, phenomenological emphasizes the idiosyncratic determination of value without implying a focus on the past.
...
the phenomenological nature of CV as context-specific, interactive, and attached with meanings. The C-D logic accepts that interactions facilitate the creation of value, however, contrary to the S-D logic’s supplier-oriented approach, it emphasizes that it is the customer who ultimately determines the value created. In doing so, the C-D logic stresses that other processes not directly related to interactions also need to be considered.
...
Seeing the customer in a constant and interactive process with other actors, such as companies and other customers, bolds the increasing focus on relational aspects, which is therefore underpinned in the S-D and C-D logic. Hence, an increasing focus on relationships, rather than on transactions, is suggested. According to both logics, the customer is engaged in multiple relations- hips, also to actors other than the company. The old-fashioned view on relational aspects as being dyadic does not seem to be supportable anymore. Intuitively, the customer now appears as being embedded within a context of other value determining resources and actors.[Moi ici: Outra vez algo que ajuda a perceber o valor que pode ter uma utilização criteriosa da cláusula 4.2 da ISO 9001:2015]"

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte I)

"Within the past few decades, there has been a broad shift from searching for sources of competitive advantage within a company, to investigating external sources of competitive advantage.
...
Arguing so, the C-D logic even goes further in positioning the customer in the center by shifting the focus from the company’s processes to the customer’s reality and history.
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Broadly discussed and commonly accepted is the shift from value-in-exchange to value-in-use.
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Value-in-use expresses the idea that value is created by using a product or service, rather than by producing the product or service, which constitutes one key assumption of the S-D logic.
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This idea is advanced by value-in-context, which lays an emphasis on the role of “[...] other market-facing, public, and private resources [...]”. In line with this, a notable article emphasizes the customers’ embeddedness into a social context by applying social construction theories [Moi ici: Malta da ISO 9001:2015 estão a ver aqui alguma relação com a cláusula 4.2?]
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The C-D logic recognizes this by emphasizing the highly dynamic and multi-contextual reality and life of the customer, implying a significant emphasis on the customer’s experiences and history, especially in service settings. As a result, the notion of value-in-life is proposed. Whether value-in-context or value-in-life is more appropriate is not yet commonly agreed upon."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca da criação de valor

"Shareholders are no longer the only constituency for whom companies need to create value.
...
Your strategy, which we define as the combination of your offering (the products, services and customer experiences you provide), your business model (the activities you perform and how you perform them), and your revenue model (the combination of revenue streams, pricing mechanisms and payment methods), needs to create value for your customers, your company, and the ecosystem you’re embedded in.
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In order for your company to stay competitive, your strategy — defined here as the combination of your product and service offerings, business model and revenue model — needs to create benefits for your customers. How? By solving their needs and jobs to be done.
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Your strategy should also create value for your organization, obviously. These benefits can be threefold.
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Strategic benefits include competitive advantage through differentiation, a unique position in the market and the creation of superior value for the customer, market share, brand and reputation. Strategic benefits also include the future potential that a certain offering, business model, or revenue model creates for your company.
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Operational benefits include higher flexibility and speed in terms of reaction to the market, higher degrees of asset utilization, and inventory turnover.
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Financial benefits include increased performance in terms of growth in revenues, lower cost (and thus higher profits), reduced capital investment, and the transformation of fixed cost into variable cost.
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Finally, value should also be created for other stakeholders and parties involved in the wider ecosystem. If your organization relies on partners, why should they do business with you if you don’t create any value for them? Ecosystem benefits can have the same form as the value created for your firm and be of strategic, operational and financial nature."

Relacionar com o texto de Ramirez:

 "their customers, suppliers, partners, and other co-creators are seen as members of a "VCS", participating in the co-creation efforts that makes their participation worth their while." 

Trechos retirados de "Is Your Strategy Creating Value?"

Como criar valor?

Há pouco tempo eliminei do meu arquivo um artigo sobre o que se pode fazer com o Big Data relativamente à publicidade. Essa era a minha grande crítica ao artigo, quando se escreve sobre Big Data, escreve-se quase sempre como refere este título "Use Big Data to Create Value for Customers, Not Just Target Them".

Há tempos numa empresa dei comigo a ouvir alguém a sugerir como usar o Big Data para criar valor para um cliente, para o ajudar a ganhar dinheiro, para o ajudar na sua relação com os seus clientes:

"in the rush to uncover and target the next transaction, many industries are quickly coming up against a disquieting reality: Winning the next transaction eventually yields only short term tactical advantage, and it overlooks one big and inevitable outcome. When every competitor becomes equally good at predicting each customer’s next purchase, marketers will inevitably compete away their profits from that marginal transaction. This unwinnable short-term arms race ultimately leads to an equalization of competitors in the medium to long term. There is no sustainable competitive advantage in chasing the next buy.
...
To build lasting advantage, marketing programs that leverage big data need to turn to more strategic questions about longer term customer stickiness, loyalty, and relationships. The questions that need to be asked of big data are not just what will trigger the next purchase, but what will get this customer to remain loyal; not just what price the customer is willing pay for the next transaction, but what will be the customer’s life-time value; and not just what will get customers to switch in from a competitor, but what will prevent them from switching out when a competitor offers a better price.
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The answers to these more strategic questions reside in using big data differently. Rather than only asking how we can use data to better target customers, we need to ask how big data creates value for customers. That is, we need to shift from asking what big data can do for us, to what it can do for customers.
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Every company should ask three questions to examine how its big data can create customer value:
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What types of information will help my customers reduce their costs or risks?
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What type of information is currently widely dispersed, but would yield new insight if aggregated?
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Is there diversity and variance among my customers such that they will benefit from aggregating others’ data with theirs?"

Um desafio que muitas mais empresas deviam assumir de forma deliberada: como criar valor?

O poder da interacção directa

Continuando a minha leitura de Christian Grönroos e Johanna Gummerus em "The service revolution and its marketing implications: Service logic vs service-dominant logic".
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Penso primeiro nos que sonham com a automatização das relações com os clientes, penso nos encadeados pelos faróis do eficientismo e que, por isso, passam ao lado da vantagem competitiva da interacção.

"The firm is not restricted to offering value propositions ...Service marketing knowledge, concepts and models reflect the foundational premise that service providers are not restricted to offering value propositions; instead, the marketing context of service firms, unlike that for consumer goods, is characterised by interactivity, reciprocity and two-way influences in the service process. The value for the customer of the service being provided in this process thus depends on how the service provider and customer, through their behaviour and communication, influence each other. The provider clearly influences the service and its value for the customer. In addition, fellow customers who are simultaneously present in the process may exert impacts....providers, together with other parties, may need to act to ensure the realisation of proposed value, which is possible only during the interaction between the firm and the customer....Because the actors’ processes – the firm’s service production process and the customer’s consumption and value creation processes – merge into one collaborative, dialogical process during direct interactions, a platform for co-creation of value for both actors arises. The activities on this platform are interactive, mutual and reciprocal. Both parties can directly and actively influence each other’s processes. Therefore, the value-in-use created for the customer (or the firm or both actors) is influenced by actions that occur on the platform..As a clearer understanding of the nature of direct interactions shows, in services there are ample opportunities for the firm, as a service provider, to go beyond the goods logic-influenced view that the firm can only offer value propositions. The service provider can actively and directly influence customers’ perceptions of the firm and its service, as well as customers’ willingness to continue buying from it. Whatever value the service provider has originally promised, or proposed (using value proposition terminology), may be moderated and altered during the interaction process and thus change the customer’s experiences and determination of value-in-use. The higher the value-in-use, the greater the likelihood that the customer considers buying from the same firm the next time. If the co-creation process has an unfavourable impact on the customer’s experiences and value-in-use, the effect likely will be the opposite."

Interacção e co-criação de valor

Parte I.
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Continuando a saborear a reflexão de Christian Grönroos e Johanna Gummerus em "The service revolution and its marketing implications: Service logic vs service-dominant logic".

"If co-creation of value is used analytically, rather than in a metaphorical sense, we must ask: what is the role and focus of co-creation, who is involved, and when does value co-creation occur? The key to answering these questions is the interaction concept.
...
Although “enterprises can offer their applied resources for value creation and collaboratively (interactively) create value following acceptance of value propositions, but cannot create/deliver value independently”, the meaning of this assertion gets disguised by the claim that firms and customers are always co-creators of value.
...
Direct interaction means that two (or more) actors act together in one process, in which their doings and sayings influence each other’s actions and perceptions. The two actors’ processes thus merge into one collaborative, dialogical joint process. During this interactive process, every actor involved can directly and actively influence the value-in-use that emerges for the other actor (or actors). This collaborative, dialogical joint process then becomes a platform for reciprocal co-creation of value. What takes place on the interaction platform may influence how value is realised, or value fulfilment, for one or all actors – provided they are prepared to and effectively make use of the value co-creation opportunity.
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Direct interaction need not be a joint collaborative, dialogical process with two persons though; it also can be a direct interaction between one actor (e.g. customer) and an intelligent non-human resource. For example, interactions with a system that can intelligently register the actions or speech of a person and respond to it form a joint dialogical process together with the person, as well as a platform for value co-creation. Both parties learn and immediately react on the basis of the lessons. Such interactions are also direct interactions. Most non-human resources, such as products and various types of systems, do not possess intelligent properties in this sense. For example, physical products or IT-based systems that respond in a standardised way to user actions do not meet the  criteria of intelligent non-human resources. The customer still interacts with the firm, through the use of products or resources, but the interactions do not provide a value co-creation platform. These indirect interactions with a firm or a service provider involve resources, including non-intelligent products and systems, that the service provider offers to the customer as a source of potential value-in-use. Whether value-in-use is created or emerges by the use of such resources depends on the actions of the customer alone. This value creation can be characterised as a customer’s independent value creation.
...
Only direct interactions enable co-creation between the actors, such as a service provider and a customer, and form a platform for value co-creation. In the total value generation process, the development and provision of products and other resources by a firm, which enable indirect interactions only, are part of the provider sphere, which is closed to the customer (and other actors). Similarly, the resource integration actions of a customer, involving only indirect interactions with the firm, is closed to the firm."

Acerca do valor e da sua criação

Um artigo, "The service revolution and its marketing implications: Service logic vs service-dominant logic", de Christian Grönroos e Johanna Gummerus, muito bem escrito, dá gosto ler.

"we offer five notes on value and value creation. First, both SDL and SL use the expression “value creation”, even though value is not always, and perhaps is even infrequently, instrumentally created. Value can just emerge from a resource integration process; as suggested by the customer-dominant logic, such emergence even could be the normal case. In the SL and for this paper, the expression “value creation” refers to this phenomenon, without any assumptions about whether value-in-use emerges or is instrumentally created. Second, use – not context, experience or interaction – is the key qualifier of the value-in-use notion, so SL adopts the term value-in-use, without disguising this key qualifier. Naturally, value-in-use depends on, for example, the social and physical context in which usage takes place. If the context changes, so should the level of value-in-use. Third, value-in-use does not exist at a singular point in time, as value-in-exchange does, but rather evolves over time in a cumulative process during usage. This cumulative process may include destructive phases, in which value accumulation takes negative turns. Then value can be both positively created and destroyed. Fourth, use can take many forms, not just as a matter of physical use. For example, mental use occurs when a person dreams about a holiday trip in the near future or remembers the trip while looking at pictures afterward. Use also might be mere possession, such as when a person feels content knowing he or she owns a luxury car or a famous painting. Fifth, value for the customer and value for the firm are two sides of the same coin, so firms and customers reciprocally influence each other’s value creation. Not only does the firm function as a service provider, but the customer may provide the firm with actionable information about how to develop its resource base and systems, in which case the customer functions as service provider, with the firm as a user and value creator.
...
The service provider then serves as a creator of potential value-in-use and facilitator of real value-in-use. From a customer perspective, potential value-in-use is not real value yet; there is no difference between potential value-in-use and value-in-exchange. When a customer pays for a resource, the act manifests value-in-exchange, but there is still no realised value or value-in-use for the customer. In contrast, for the firm, manifested value-in-exchange is real value."

Continua.

Qual o cenário da sua empresa?

Comecemos por esta figura:

Uma empresa coloca um serviço no mercado.
Esse serviço tem um valor percebido pelo cliente, parte desse valor percebido é consumido pelos custos e a parte restante é o valor criado.
.
Vejamos o que acontece ao valor criado:

Uma parte do valor criado é capturada pelo produtor e a outra capturada pelo cliente. A parte capturada pelo produtor é tanto maior quanto maior for a diferenciação que conseguir.
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Imaginemos agora que a empresa não inova na relação com o cliente, permite que ofertas concorrentes parecidas apareçam sem as contrariar com inovação.
.
.
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O que acontece?

O valor percebido baixa (ainda me lembro de ter 6 anos e ver publicidade na TV acerca da grande novidade e inovação que eram as canetas BIC laranja e cristal e agora estão na base da pirâmide)
.
Enquanto baixa o valor percebido, a empresa está virada para dentro e concentra-se na redução dos custos. Ao mesmo tempo que o valor criado baixa, a empresa tem de deixar o cliente capturar quantidades cada vez maiores de valor.
.
As empresas nestas circunstâncias seguem a cartilha do século XX:

• aposta em economias de escala;
• aposta na eficiência;
• aposta no denominador.

Imaginemos agora que a empresa inova na relação com o cliente, aposta em acrescentar intangíveis ao serviço, continua a inovar no serviço e a diferenciar a marca.

.

O cenário agora é este:

O valor percebido aumenta, os custos aumentam mas o valor criado aumenta mais. Assim, a parte do valor capturada pela empresa continua a crescer em função da diferenciação baseada na inovação e marca.

.

Qual é o campeonato da sua empresa?

"Posso ajudar?" - E isto, muda tudo! (parte III)

Parte I e parte II

"seller companies are too preoccupied with their own products and tend not to make a sufficient effort to learn about individual customers and how they think.
...
value emerges when a service becomes embedded in the customer’s context, activities, practices and experiences together with the service company’s activities. ... it is important to understand how value emerges also from the customers’ mental and emotional experiences and what the customers are doing to accomplish their goals. In other words, a more holistic understanding of the customer’s life, practices and experiences (in which service is embedded) is needed. This requires that companies build their businesses on an indepth insight into customers’ activities, practices, experiences, and context, and analyze what implications these have for the service. ... companies should learn what processes customers are involved in, in their own context, and what different types of inputs (both physical and mental) customers need to support these.
...
The typical provider-dominant way of developing offerings have been to start from the offering and then identify the customers’ activities where the company can fit in. The recent trend of integrating design thinking into service business development turns the process over by starting from deeply understanding customers’ activities, and then based on deep customer insight, ideating and designing new ways to support customers’ activities and embed the service in customers’ existing and future contexts, activities, and experiences...
In other words, a service is designed with the customers, not just for them"

Agora, é comparar a visão tradicional com "Worldwide Survey of Fitness Trends for 2015 - What’s Driving the Market"
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A concentração na oferta, na técnica, no serviço... e o ponto de vista dos clientes? Em que é que precisam de ajuda?

Trecho retirado de "Adapting Business Model Thinking to Service Logic: An Empirical Study on Developing a Service Design Tool" de Katri Ojasalo e Jukka Ojasalo

"Posso ajudar?" - E isto, muda tudo!

Parte I.

"During the past decade, the academic discussion has strongly shifted away from GDL and the traditional thinking about the sequential value creation process to new business logics that emphasize customers’ active role in value creation.
...
The service-dominant logic (SDL), which stresses the co-creation of value, value-in-use and value-in-context, has been proposed as an alternative view to the traditional notion of value-in-exchange.
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The central idea of the SDL is that there is no value until the offering is used and experienced by the customer. The SDL argues that a company can offer value propositions and value is always co-created.
...
customers are value creators during value-generating processes and in value-supporting interactions. Companies are facilitators and co-creators that engage themselves in the customers’ processes. In other words, customers not only determine the value, but also control the value creation in their processes.
...
when focusing on value-in-use, the supplier offers a value proposition that can support customer’s value creation processes, but it is the customer who actualizes the value. In other words, the role of a company has shifted from being a producer of value to a supporter of value, since customers are in charge of their value creation. Thus, adopting the service logic means that the supplier company searches for possibilities to understand and support the customers’ value creation processes.
...
Value emerges rather than being delivered and service providers can only create resources and means to facilitate customers to create value for themselves
...
Understanding the customer experience also before and after an interaction and knowing how value is experienced in the customer’s own context gives companies opportunities to help their customers to better fulfil their daily tasks."

A abordagem mental ao desafio das empresas servirem os seus clientes é muito diferente... COMO POSSO AJUDAR?
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Não tem a ver com a oferta que a empresa tem para impingir, não tem a ver com os activos que tem para fazer rodar, não tem a ver com as regras que lhe dão jeito.
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E isto, muda tudo!


Trecho retirado de "Adapting Business Model Thinking to Service Logic: An Empirical Study on Developing a Service Design Tool" de Katri Ojasalo e Jukka Ojasalo

O pensamento tradicional sobre a criação de valor

Uma boa descrição do mindset que domina o senso comum e impregna a linguagem que utilizamos:

"Traditional thinking about value creation in business sees every company as occupying a position in the value chain, adding value to inputs and then passing the output to the next actor in the chain. In a value chain, value creation takes place inside a company through its own activities, and companies act autonomously with little or no interference from customers. Consequently, the value-added is equalized with the cost incurred by the supplier company. [Moi ici: Por isso, quando falo em subir preços, as pessoas nas empresas pensam logo em produtos ou serviços premium, pensam logo na quantidade de custos a acrescentar, para suportar, para justificar o preço mais alto] This traditional business logic based on goods-dominant logic (GDL) suggests that value is embedded in the units of output (value-in-exchange), and the outputs present the fundamental units of exchange. Interaction takes place mostly at the end of the value chain, and the value chain stops when the end-customer has bought a product or service. GDL highlights the supplier company’s process as primary, and the role of a customer is to fulfil scripts defined by the supplier."

Trecho retirado de "Adapting Business Model Thinking to Service Logic: An
Empirical Study on Developing a Service Design Tool" de Katri Ojasalo e Jukka Ojasalo

O salto no discurso...

E volto a Dolan e Simon em "Power Pricing", Hermann Simon é um dos meus heróis.

"1. Adopting a Profitability Mentality In the late 1970s, the most prominent strategic thinking of the day focused on the importance of market share. In the words of an extremely well-known Harvard Business Review article, "Market Share: A Key to Profitability," the mute to long-term profitability was seen to be through building market share - forgoing short-term profit if necessary, and reaping profits from the business as the market matured. "Cash cows" for the firm were those businesses which had a high market share in low-growth industries. [Moi ici: Se calhar, nesse tempo, em muitos sectores económicos, com pouca concorrência e competindo pelo preço, pela eficiência, se calhar tinha alguma defensabilidade] The environment of the 1990s requires a shift in this thinking. In one industry after another, the aggressive pursuit of market share has led to overcapacity, price cutting, and profits for nobody. The focus must shift from market share to a broader conception incorporating industry profitability. Price impacts not only market share, but also the size of the market and the value of a market share point. McKinsey has articulated this point well in its "Marketers' Metamorphosis," describing the dimensions of the "fundamental transformation" required of marketers in the 1990s. First among the dimensions of change is redefinition of objectives from market share to market surplus:

Industries are "smart" when participants all have an eye to enlarging the overall profit pie, which will be divided among players according to their competitive strength. This induces firms to keep "value" as the operant concept in customers' minds rather than "price." Many firms are still stuck in the market-share mindset."

What matters is not share of market, but share of scarce market profits "market surplus" will replace market share as the measure of success. Companies - and their marketers will take a much wider view of their industry.... They will think not just about their own profits, but also about maximizing both the total profits in their industry - the market surplus - and their companies' share of these profits."

Estamos a meio da segunda década do século XXI, já distantes dos anos 90 e ainda mais dos anos 70. No entanto, ainda temos tanta gente encalhada no market-share.

Tanta gente incapaz de dar aquele salto de um discurso baseado no preço, para um outro baseado no valor.
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O Evangelho do Valor custa a espalhar-se... mesmo em Mongo.