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."

Total Value Ownership

Recentemente num projecto dei o exemplo do pricing baseado no valor que a fabricante de rolamentos, SKF, faz. O dono da empresa sorriu, e referiu que nos pontos críticos da sua fábrica, só se usam rolamentos da SKF. São mais caros, mas duram mais.

Então, na sessão seguinte, decidi usar o exemplo da SKF para levar a água ao meu moinho. Trata-se de uma empresa que fabrica um produto standard para um mercado de preço e, procura cada vez mais diferenciar-se produzindo um produto customizado, com uma margem superior para clientes profissionais. Claro que não é fácil a uma empresa formatada na competição pelo preço, abordar clientes para lhes vender valor e não preço.

Comecei pela imagem do Priceberg:

Numa relação B2B clássica os vendedores estão habituados a negociar com base no preço. O preço é o que está à vista. A SKF usa a noção de Total Cost Ownership. Desde que o cliente compra o rolamento até que se desfaz dele no final do ciclo de vida, quais são os custos que o cliente vai ter?

A SFK até faz um diagrama para a judar a visualizar a situação:

A ideia é mostrar que o cliente depois da compra e durante o ciclo de vida do rolamento vai ter outros custos e, ser capaz de demonstrar que aquilo que é um custo mais elevado na compra, pode ser na verdade a opção mais sensata porque depois, somando os custos escondidos, o custo total (Total Cost Ownership) é mais baixo.

A estes custos escondidos ainda somei vantagens em termos de poupança, que se não estiverem à mesa das negociações e contabilizadas, não são utilizadas como trunfo pelo vendedor:

Também apresentei este estudo que desmistifica que os clientes só pensem no preço:

Por fim, evoluímos para uma área que a SKF não costuma trabalhar.

Recordam-se da empresa G?

As empresas olham para os seus produtos como outputs que expedem (peço desculpa, mas não consigo deixar de me lembrar de um responsável de armazém de produto acabado, numa empresa de commodities, que dizia que a sua área era o "cú da fábrica". As empresas devem olhar para os seus produtos como inputs que os clientes vão utilizar, processar e incorporar na sua própria máquina de criação de valor. Assim, podemos ultrapassar o Total Cost Ownership e avançar para o Total Value Ownership, acrescentando novamente uma outra abordagem ao fluxograma na vida do cliente:

Para lá da poupança, como é que o nosso produto/serviço pode ajudar o cliente a criar mais valor em potência?

Será que podemos customizar o nosso produto/serviço de modo a tornar o seu produto/serviço mais eficaz? Mais produtivo? Mais rápido? 

Ponto de partida para uma abordagem completamente diferente.

Mais do que uma treta (parte IV)

Parte I, parte II e parte III.

Na parte II, acerca do que não sabemos que não sabemos, dei como exemplo para o radar que tem de estar alerta atento ao novo com potencial:

"seminários, conferências, feiras, livros, revistas técnicas, visitas de benchmarking, formação por fornecedores"

Agora, em "A receita da Barcelcom", encontro:

"A posterior presença na Ispo teve um efeito de contágio no sector e propulsou o negócio a níveis que a tradição nunca levaria. «A Ispo é uma feira onde se pode avaliar tendências, percebe-se quem está a fazer o quê, estão presentes os grandes players no desenvolvimento de tecnologia de fibras e fios, o que para nós é extremamente importante." 

BTW, o texto sobre a Barcelcom é interessante a nível de pensamento estratégico:

"«Todos os nossos artigos, mesmo para a área do desporto, são considerados dispositivos médicos. São certificados. Isso para o cliente é uma vantagem muito grande»,"

O que o texto revela é uma empresa que fabrica meias como uma plataforma para realizar uma série de trabalhos que ajudam os clientes a progredirem na sua vida:

• "a produtora de meias colocou novamente o foco na tecnologia BB-Vein, que permite a libertação de medicamentos por via tópica e o seu recarregamento";
• "o projeto Electrosocks, com recurso à eletroestimulação para recuperação mais rápida de lesões musculares";
• "«Os escandinavos já perceberam que o sedentarismo é perigoso do ponto de vista da circulação de sangue e o consumo de meias de compressão graduada nos países nórdicos subiu brutalmente e passaram a ser um produto de moda»" 

" If we want to talk about success, we need to talk about outcomes, not just outputs"

"Most teams in business work to create a defined output. But just because we’ve finished making a thing doesn’t mean that thing is going to create economic value for us. If we want to talk about success, we need to talk about outcomes, not just outputs. And as the world continues to digitize and almost every product and service becomes more driven by (or at least integrated with) software, this need grows even stronger.
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Most companies manage projects in terms of outputs, not outcomes. This means that most companies are settling for “done” rather than doing the hard work of targeting success."

Trechos retirados de "You Need to Manage Digital Projects for Outcomes, Not Outputs"

Fugir da conversa de pilha-galinhas

Para quem opera no B2B estes conselhos são importantes:

"Tie investments to outcomes. When you speak about your outcomes, tie the investment they are making to those outcomes. Explain exactly how the greater investment is necessary to producing the greater outcomes. Also, explain how a smaller investment puts those results at risk. Investments equal outcomes.
Help justify your price. If you want to protect your pricing, provide your contacts with the ability to justify the pricing inside their own organization. Give them the tools, the rationale, and the language to speak intelligently as to why your price is the right price to deliver the outcomes they need."

Recordo logo um caso com bombas centrífugas.

Recordo uma espécie de outcomes e outra.

E se ligarmos isto ao JTBD... é traduzir outcomes por progresso.

E se ligarmos isto ao pricing... é traduzir outcomes por value based pricing.

Recordo caso de um vendedor de soluções que tinha sucesso vendendo uma solução mais cara mas que permitia ao cliente menos tempo de paragem, menos transtorno para os clientes do cliente.

E não esquecer o conceito de ecossistema.

Trecho retirado de "How to Avoid the Need to Defend Your Price"

Push + pull + habit + anxiety (parte II)

Parte I.
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Na semana passada fui a Bragança em trabalho. Resolvi testar as várias alternativas para lá chegar sem usar o carro. Tento evitar o uso do carro sempre que vou para longe (pull: "(2) a preference for a particular product")
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Quando decidi ir de autocarro começou a ansiedade:

• (anxiety-in-choice): será que arranjo um horário que me permita chegar a horas decentes para trabalhar?
• (anxiety-in-use): onde é a paragem? Será que o horário na net está actualizado? Será que têm wifi a bordo? Será que se atrasam muito?

A empresa que escolhi, a Rodonorte, foi a única que atendeu o telefone para responder às minhas questões.
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E a sua empresa, que forças geram procura e que forças negativas geram resistência à procura?
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Como é que a sua empresa trabalha para diminuir a resistência à procura?

Push + pull + habit + anxiety

Outro bocado muito bom do livro de Alan Klement, "When Coffee and Kale Compete":

"The forces of progress are the emotional forces that generate and shape customers’ demand for a product. They can be used to describe a high-level demand for any solution for the customers’ JTBD or the demand for a specific product.
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Two groups of forces work against each other to shape customer demand. The first group is push and pull, or the forces that work together to generate demand. The other group is habit and anxiety, or the forces that work together to reduce demand. In the middle, you have the customer, who experience all these emotions at once.

Customers experience some combination of these forces before they buy a product, as they search for and choose a product, when they use a product, and when they use that product to make their lives better.
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Demand isn’t spontaneously generated. … Some combination of events always comes together to generate that demand. We call those forces push and pull.
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Push. People won’t change when they are happy with the way things are. Why would they? People change only when circumstances push them to be unhappy with the way things are. These pushes can be external or internal.
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Pull. If a push is the engine that powers customer motivation, the pull is the steering wheel that directs motivation. Customers experience two kinds of pulls: (1) an idea of a better life and (2) a preference for a particular product.
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The pull for a better life. People don’t buy products just to have or use them; they buy products to help make their lives better (i.e., make progress).
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The pull toward a solution. The pull for a better life is what motivates customers to begin searching for and using a solution against their struggle.
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There are many known and unknown factors to consider about why customers choose one solution over another. However, when we focus on the forces that generate demand, we see that the context of the customer’s push shapes his or her struggle. This affects the criteria used to choose one solution over another.
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Variations in the pushes that customers experience also explain why the same customer might go back and forth between different products for the same JTBD.
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There is no demand—and therefore no JTBD—unless push and pull work together.
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If your product doesn’t help customers make progress, price doesn’t matter.
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Demand-reduction forces are just as important to understand as demand-generating forces.
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For example, a struggling customer may be willing to buy your product but doesn’t because he fears that it’s too hard to use. Instead, he sticks to an old way of doing things, even though he’s unhappy with it. In this example, the result for you is the same, regardless of whether the customer stays with the current way of solving problems or buys a competitor’s solution. You miss out on a paying customer.
Two examples of demand-reducing forces are anxiety and habit.
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Anxiety-in-choice. We experience anxiety-in-choice when we don’t know if a product can help us get a Job Done. It exists only when we’ve never used a particular product before.
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Anxiety-in-use. After customers use a product for a JTBD, the anxiety-in-choice largely disappears. Now their concerns are related to anxiety-in-use. For example, “I’ve taken the bus to work several times. But sometimes it’s late, and other times it’s early. I wish I knew its arrival time in advance.” In this case, we know a product can deliver progress, but certain qualities about it make us nervous about using it.
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Habit. Just as customers experience different types of anxieties, customers experience different types of habits: habits-in-choice and habits-in-use. Understanding customers’ habits plays an important part in your ability to offer innovations.
Habits-in-choice. These are the forces that exist at the moment of decision and prevent a customer from switching from one product to another.
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Habits-in-use.
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Habit and anxiety are your silent competitors. At its core, innovation is about helping customers make progress. Get them to that better version of life that they aspire to. It’s not just about helping customers break constraints by pulling them with flashy, new features. A lot of not-so-sexy work is involved.
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I ferociously attack habits as I would any competing product. I recommend you do the same. You can lose revenue because you haven’t accounted for people’s habits, or you can lose revenue because your product is inferior to a competing one. In both cases, the result is the same: you lose revenue."

"It was the customers’ situation that determined why they bought."

"WHAT’S THE JTBD?
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From the data Morgan has given us, I’d say that the struggle for progress is:
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More about: My family having quality food, taking away the stress from grocery shopping, more family time, convenience
Less about: Grocery shopping online / supermarket / local shop, supporting the local community
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Again, any kind of task or activity associated with grocery shopping is just a solution for a JTBD - it's not part of the JTBD itself.
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The progression of solutions in this case study helps us understand what customers do and don’t value. In the beginning, parents were fine visiting multiple shops. They were willing to trade convenience for food quality. But when their family grew, saving time and reducing stress became more important to them. This is how we know that their struggle, their JTBD, is heavily related to finding a way to solve that stress and to save time.
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This case study also demonstrates how customer needs or wants change over time, and don't belong to the customer. We may think we’re measuring a need, but we’re really just measuring what a customer does or doesn’t like about a particular solution. We must keep in mind that a “need” is represents an interaction between the customer, their struggle, and whatever product they’ve hired for their JTBD. If one of those parts changes, then customers’ needs will change along with it.
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Don’t depend on demographics. At first, Morgan thought he was making a product for young, urban professionals. This demographic certainly did represent some of his customers. However, it turned out that his most dedicated customers were families. Not only that, they almost always had two or more young children.
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We can learn from this that demographic thinking can be misleading. It was the customers’ situation - not personal characteristics - that determined why they bought.
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Know the difference between customers who switch because they are unhappy with your solution and those who switch because changing life circumstances prompt a redefinition of progress."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"Don’t focus solely on functionality"

"Here are some suggestions to help you get started today with applying JTBD thinking. Ask customers about what they’ve done, not just what they want. Confirm it if you can. Customers will often tell us what we want to hear, even if it’s partially (or completely) untrue. Customers may tell you that they use your product “all the time,” but they really use it only intermittently. Also, people build easy-to-remember narratives between themselves and the products they use. Phenomena like this are why it’s tricky to ask customers, “What do you want?” and “How can we make things better?”
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The answer for these problems is to talk with customers about what they actually did, not just about what they say they want. What were their revealed preferences, not just their stated preferences? Even the answers about actual action taken won’t be 100 percent accurate, but they will be a great deal more reliable than their answers to what-if questions.
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Understanding how customers have solved problems is a crucial part of understanding their JTBD. Not only does it help you understand what customers expect from a product, it also helps you design features for new products.
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Learn what kind of progress customers are seeking. What’s their emotional motivation (JTBD)? Use that to segment competition.
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Focus on delivering emotional progress (getting a Job Done). Don’t focus solely on functionality."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"products as part of a system"

Gostei deste exemplo retirado de "When coffee & kale compete" de Alan Klement.

"Grill manufacturer Weber understands the idea of products as part of a system. Weber doesn’t sell only grills. It offers educational materials, recipes, party-planning guides, grilling accessories, and even a free phone hotline for grilling advice. Weber offers all these additional products because it understands that the customers’ JTBD isn’t about owning a grill that functions to cook things; it’s about being someone who can use a grill to make tasty food and becoming a better griller. For many grillers, the JTBD is also about entertaining friends and family with cooking theater, as well as tasty food. In this case, it’s about becoming a better host and entertainer. Weber understands that no matter how well its grills function, if customers can’t use them to make progress against their JTBD, the grills are worthless.
The understanding that customers are buying a better version of themselves is why Weber delivers a constellation of products that work together—as a system—to help customers make progress. This is why Weber has been a successful, profitable company since 1893."

"Solutions come and go, while Jobs stay largely the same"

"Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.
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Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does.
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Favor progress over outcomes and goals.
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Over time, you will notice that you need to change the outcomes and goals you deliver to customers. Why? A successful product and business will continually improve customers’ lives. As customers use your product to make their lives better, they will face new challenges and desire new goals and outcomes."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

"Customers don’t want your product or what it does"

"JTBD Principles
Customers don’t want your product or what it does; they want help making their lives better (i.e. they want progress).
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Focusing on the product itself, what it does, or how customers use it closes your mind to innovation opportunities.[Moi ici: E condena as empresas ao cost+plus pricing]
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JTBD is laser focused on describing customer motivation.
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“Jobs were never intended to explain what the product must do. They stand for what the customer must do.” And what must customers do? They must overcome their struggles and make their lives better.
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Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.
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Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

O que prejudica a inovação

"I struggled with innovation for many years. I finally made progress when I focused on two things: (1) the customers’ struggle to make life better and (2) how customers imagine their lives being better when they have the right solution. This understanding has helped me become a better innovator.
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Creative destruction is accelerating. The average time a company spends on the S&P 500 continues to drop. ... This happened for numerous reasons. A big one is that it has never been easier to create a product and get it to customers.
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even though solutions and technologies come and go, human motivation changes very slowly. In some cases, human motivation hasn’t changed at all. The focus on customer motivation is the key to successful, ongoing innovation and business."

Segue-se uma série de ideias sobre o que prejudica a aposta na inovação:

"“Sunk costs” keep us from creating new products.
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It’s a mistake to focus on our customers’ physical characteristics.
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We don’t take into consideration how customers see competition.
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We myopically study and improve upon customers’ “needs” and expectations of today; instead we should study and improve the systems to which customers belong.
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We may think only about the upsides of product changes, ignore the downsides, and fail to embrace new ways of solving customers’ problems.
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Our decision making can be misled when we manage by visible figures only, and don’t appreciate the context surrounding them."

Trechos retirados de "When coffee & kale compete" de Alan Klement.

Conhecer os clientes

"Instead of simply asking customers what they want, we suggest inquiring about what they want to achieve, what their needs are, which solution they use and why, and what they would expect from a good or better solution. Understanding customer needs is attained by focusing on the objective to be achieved, the outcome to be attained, the customer experience, and the process the customer goes through in order to come to this outcome. Besides investigating the underlying need, also look at which solutions, products, and services customers currently turn to in order to satisfy these needs, and examine their motivation for using these instead of others. What drives their choices?"

Trecho retirado de "The Art of Opportunity"

"Companies know a lot about the characteristics and attributes of their customers, but they don’t know why customers buy their products and services. In other words, companies know the correlations between types of customers and their products and services, but they don’t understand what causes customers to buy their offerings.

Trecho retirado de "The “Jobs to Be Done” Theory of Innovation"

À atenção das PME exportadoras

Quando cheguei ao fim da leitura de "The Product-Service Shift – Transforming Your Operating Model" pensei: Isto é bom!
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Só depois é que vi que o autor é Geoffrey Moore.
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Muitas PME portuguesas, prisioneiras do marxianismo e da product-based mentality precisam de fazer esta transição para uma service-based mentality:

"In a product company, although we often argue whose job it is to do what, we know overall what scope of work is involved. You have to spec out a set of features customers want, work with engineering to get them built into the product, work with marketing to get the product promoted, work with sales to get it sold, and work with customer support to get it serviced (and to collect a set of enhancement request for the next spec). But that is not at all how a service business works. Service customers don’t want features, they want outcomes. They don’t trust marketing that is outside the service experience; they expect to learn, try, and buy from inside the service delivery envelope. They don’t expect to be sold to, nor do they expect to use customer support unless somehow the service fails to deliver, which is more likely simply to cause them to churn out."

Podem pensar: Treta! As PME portuguesas exportam produtos.
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Sim!
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Sim e não!
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Recordo Dave Gray:

"Everything is Service
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Sure, many services require some level of production efficiency, but services are not processes. They are experiences.
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In the same way, a product can be considered as a physical manifestation of a service or set of services: a service avatar." 

Comunicar benefícios em vez de atributos (parte II)

E voltando a "Monetizing Innovation" e ao conselho "Comunicar benefícios em vez de atributos":

"The Three Steps to Create Great Value Communications
Step 1: Develop Crystal-Clear Benefit Statements—Not Feature Descriptions
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A company that excels at value communications articulates its products' benefits in meaningful terms to customers. This is not about describing product features. A feature belongs to the product; a benefit belongs to the customer. Value is a measure of the benefit to the customer. Communicate benefits, not features. Take each feature and ask yourself this: What does the customer achieve because of this feature? If you are still unsure about how to phrase your product's benefits, probe your customers about their pain points and how your product would solve them.
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To be more specific, when you create a value message, you should determine the customer purchasing criteria and how your product or service might perform on those criteria compared to existing alternatives. Such information can be captured in a 2 x 2 matrix that we call the matrix of competitive advantages, or MOCA for short. (See Figure 10.4 for an example.) 

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The benefits your product delivers that are most important to customers and that competitors can't match (top right quadrant) are the ones to emphasize in your sales and marketing messages." 

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Qual o problema com este passo 1?

JTBD conjugado com value based pricing

"Com 200 centímetros de comprimento e 75 de altura, está à venda por 344 euros em tons de vermelho e branco e 423 euros em preto e branco. Um preço que pode parecer demasiado elevado para um lenço, mas que muitas figuras públicas estão dispostas a pagar, principalmente se lhes proporcionar a tão desejada privacidade."

Um exemplo do job-to-be-donne e do value based pricing.
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Os clientes não compram um produto, um lenço, compram o resultado do serviço que o produto realiza: privacidade. Os clientes não pagam custo mais margem, pagam pelo valor que percepcionam, que experienciam na sua vida.
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Qual o serviço?

"Anti-paparazzi. Faz "desaparecer" quem o usa quando um flash lhe é apontado. É este o lenço que está a conquistar o mundo das celebridades. O ISHU, assim se chama esta peça, é composto por partículas de cristais reluzentes, o que faz com que absorva a luz que lhe é dirigida - como a dos flashes das máquinas fotográficas -, deixando o que está à sua volta na escuridão."

Trechos retirados de "O "manto da invisibilidade" que está a deixar as celebridades loucas"

"understanding a customer need begins with understanding the jobs they are trying to get done"

Excelente postal, "Here’s Why You Don’t Know What Your Customer Needs".

"Does everyone in your company agree upon what a customer need is? I’m not asking what do your customers need I’m asking do you know what a need is?"

Os clientes compram produtos, os produtos cumprem especificações. No entanto, o que os clientes procuram e valorizam não são os produtos. Os produtos são instrumentos, os produtos são recursos que os clientes processam, que os clientes integram na sua vida para atingir certos resultados, para viver certas experiências. Isso é o que os clientes realmente precisam.

"you are in business to serve your customers, and if you can’t identify what a need is, you have little hope of understanding your customers unmet needs.
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Let’s first agree that customers buy products and services that help them get tasks and activities done, and their ability to do so helps them to achieve goals. We use the word job to describe these sorts of things. Therefore, understanding a customer need begins with understanding the jobs they are trying to get done; and not just the specific task your product may help them with. To gain a competitive advantage in a market you need to help them get more jobs done with a single solution (or platform)."

Um postal a merecer reflexão e que podia servir de matéria-prima para várias tertúlias.

Um negócio completamente diferente...

Ontem, via e-mail, o João Figueiredo, que fiquei a conhecer na sequência de um workshop sobre o balanced scorecard, brindou-me com um artigo super-interessante, "A neuroscientist says there’s a powerful benefit to exercise that is rarely discussed". Material excelente sobre:

• a experiência é o produto; e
• o JTBD

Imaginem aqueles ginásios que sempre viram o seu negócio como a disponibilização de activos, máquinas e instalações, para que as pessoas as usassem por sua conta.

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Agora, imaginem que um ginásio ao lado ... sim, eu sei, rouxinóis de MacArthur:

Agora, imaginem que um ginásio ao lado aposta no JTBD, nos resultados que os clientes realmente procuram e valorizam, usando o ginásio como um artifício, um instrumento para os conseguir atingir:

"The immediate effects of exercise on my mood and thought process proved to be a powerful motivational tool. And as a neuroscientist and workout devotee, I’ve come to believe that these neurological benefits could have profound implications for how we live, learn and age as a society.
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Let’s start with one of the most practical immediate benefits of breaking a sweat: exercise combats stress. [Moi ici: Não precisos comprimidos!]
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exercise improves our ability to shift and focus attention. [Moi ici: Não precisos comprimidos!]
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increased levels of physical exercise can result in improved memory  [Moi ici: Não precisos comprimidos!]
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Just consider how the educational system might be altered if we acknowledge exercise’s ability to brighten our mood, decrease stress, and improve our attention span and memory. The growing evidence that exercise improves these key brain functions should encourage schools around the world to increase—not decrease—students’ physical activity.
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The good news doesn’t end there. Recent findings have suggested that the brain’s hippocampus is also involved in giving people the ability to imagine new situations. Since we know that exercise enhances the birth of new hippocampal brain cells and can improve memory function, this discovery suggests that exercise might be able to improve the imaginative functions of the hippocampus as well.
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the longer and more regularly you exercise through your life, the lower your chances are of suffering from cognitive decline and dementia as you age.
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In these ways, neuroscience gives us a framework to understand exercise as a tool for better education, increased productivity in the workforce and combating cognitive decline. It’s time for us to stop using the looming prospect of beach season as the motivation for exercise—and instead shift the conversation to a discussion about how staying active can change the way we live."

Agora imaginem montar o negócio em tornos destes JTBD: quem serão os clientes-alvo? Qual a proposta de valor? Qual o ecossistema da procura? 

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Um negócio completamente diferente...
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É voltar ao anúncio da Microsoft nos anos 90 do século passado:

"Where do you wanto to go today?"

Obrigado João.

Subir na escala da abstracção (parte III)

Parte I e parte II.
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Da leitura do texto sobre a Wlrod fico com a ideia que o fulcro do seu modelo de negócio assenta nas máquinas, um recurso-chave.

IMHO, a empresa devia aproveitar esta vantagem competitiva para desenvolver a relação com os clientes-alvo, para se tornar conhecida e fazer parte da mística da tribo das motas. A empresa devia trabalhar com calma, com autenticidade, com profundidade na transferência do fulcro do modelo de negócio para a concentração nos clientes-alvo:

Baseado na service dominant logic, mais importante do que o produto é o serviço que o cliente contrata ao integrar o recurso (o produto) na sua vida. 
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A Wlrod pode usar o produto como alavanca para entrar mas não perder de vista que há muito mais oportunidades quando se entra no domínio do JTBD.