Ainda a batota

"The problem, experts say, is that a lot of companies don’t set clear objectives for the experiences they create. “You have to figure out what people need,” said Sarah Hall, co-founder and partner of experiential marketing firm Harley & Company. “Then you have to decide if you want to create a deep emotional connection or push them towards a transaction.”
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Many brands run into trouble by mimicking competitors’ strategies instead of figuring out which experiences make the most sense — and sales — for them. A café is only worth operating if its regulars are also purchasing margin-driving products. A successful restaurant won’t save a struggling department store chain unless diners hit the shoe floor afterwards. An in-store panel discussion will only create goodwill if the mission of the panel meets the mission of the brand.
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“It's about questioning and redesigning every aspect of how the store works and how it sells what it sells,” said retail industry futurist Doug Stephens. “It's an intensive process that begins by breaking down the entire customer journey into its smallest micro-moments and then, within each of those moments, designing experiences that are surprising, unique, personalised, engaging and, most importantly, repeatable.”[Moi ici: E recuar a 2008 e ao primeiro e ao segundo texto sobre a batota]
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Remaking the in-store experience often means a significant (and expensive) overhaul.
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Experts underscore that good experiences are only worthwhile if they are accompanied by good products."

Trechos retirados de "The Pitfalls of Investing in Experiential Retail"

"uma oportunidade tremenda de se diferenciar" (parte III)

Parte I e parte II.
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Escrevi nas peças anteriores desta série:

"Quando uma empresa se concentra no que transacciona, perde uma oportunidade tremenda de co-criar valor e captar mais algum para si, perde uma oportunidade tremenda de se diferenciar, não pela oferta mas pela transformação na mente do cliente, não por produto/serviço mas pela experiência, pelo resultado."

Relacionar com:

"The digital economy will become the outcome economy – outcome as in the quantifiable output the company’s offerings help produce on the customer side."

O que a empresa transacciona com o cliente é um recurso que ele vai usar, processar, transformar, para produzir um resultado na sua vida.

"In the outcome economy the purpose of business is to help its customers produce measurable outcomes"

O que a empresa entrega são "outputs", o que o cliente procura são "outcomes".

Trechos retirados de "The Outcome Economy"

"uma oportunidade tremenda de se diferenciar" (parte II)

"Starting as a bicycle mechanic 25 years ago, Chris Zane systematically built a single small shop into a regional bicycle retailing powerhouse.
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you make the point that, ‘We’re in the business of selling experiences’. Could you please explain what you mean by that and how it helps you succeed in the very competitive bike retailing industry?
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Chris Zane: In the bike business, we’re not selling tires, rubber, carbon fibre and aluminium. We’re selling recreation, we’re selling weight loss, we’re selling fun, we’re selling freedom, we’re selling camaraderie, we’re selling bucket-list things. By changing from looking at the product that you sell and figuring out what the people who buy the product are going to do when they have it, the conversation in the store, the conversation online, the conversation anywhere changes from, ‘It’s 19 pounds and it comes in blue’, to, ‘It’s fun to ride because it’s super light’."

Este último sublinhado alinha perfeitamente com "uma oportunidade tremenda de se diferenciar":

"Quando uma empresa se concentra no que transacciona, perde uma oportunidade tremenda de co-criar valor e captar mais algum para si, perde uma oportunidade tremenda de se diferenciar, não pela oferta mas pela transformação na mente do cliente, não por produto/serviço mas pela experiência, pelo resultado."

E com:

"People 'hire' products and services to get a job done
People want to get things done (their jobs) and they 'hire' products & services to do them.
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The implication of this foundational tenet of the theory is that the job, and not the solution, becomes the unit of analysis.
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"The customer rarely buys what the business thinks it sells him"
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The reason people "rarely buy what the business thinks it sells them" is because it is the situation and not the solution that drives the need for a job."

Trechos retirados de "The Job-To-Be-Done Theory for designers"

Trechos retirados de "Interview with an SME Company on Innovation and Value Creation: Zane Cycles" publicado por Journal of Creating Value 1(1) 140– 143

Segmentação e contexto são fundamentais

Via @pauloperes cheguei a esta tese "Value in experience - Design and evaluation framework based on case studies of novel mobile services" de Mari Ervasti.

"user experience is a consequence of a user’s internal state (predispositions, expectations, needs, motivation, mood, etc.), the characteristics of the designed system (complexity, purpose, usability, functionality, etc.), and the context (or the environment) within which the interaction occurs. People do not simply engage in experiences as ready-made; they actively construct them through a process of making sense. Experience is as much a product of what the user brings to the situation  as it is about the artefacts that participate in the experience."

Acho esta citação deliciosa, ajuda a ver a experiência como algo que resulta da interacção do utilizador com a oferta. E aquele pormaior, "they actively construct them" salienta a importância do cliente para a concretização da experiência e, a importância do contexto do cliente para a concretização da experiência. Segmentação e contexto são fundamentais.

Encenar experiências

Na sequência do postal sobre "O poder da imagem" e, o cada vez menor interesse na cópia dos acetatos, se não se esteve presente na apresentação. O livro: "The Experience Economy" de Pine & Gilmore, chama a atenção para a necessidade de encenar experiências:

“In the Experience Economy, performers of all sorts – executives, managers, and other laborers – must take a different view of their occupations. Work is theatre. Think about it. Pause. Reflect. And now say it aloud: Work is theatre.”

“Let us be very clear: We do not mean to present work as theatre. It is not a metaphor but a model.”

“Even those businesses which do not yet stage experiences must understand that whenever employees work in front of customers, an act of theatre occurs.”

“What should occur on that stage, and what should be relegated to off-stage activities? One grocery clerk talking over a customer’s head to the clerk in the next aisle about what they’re going to do after work may seem to them insignificant, but for the customer it is an act of indifference. So what acts make for compelling theatre?
The grocery clerk should ask himself how he might scan the canned goods with flair, what dramatic voice and entertaining words he might use when asking for a credit card, and especially how to perform the personal touches that come with exchanging cash, credit card, or receipt.

“In the emerging Experience Economy, any work observed directly by a customer must be recognized as an act of theatre.”

Agora, será que gente mal paga, e mal preparada… gente incompetente. Incompetente porque ninguém nasce ensinado. Nesta altura do Natal, é fácil contratar uma pessoa, colocá-la junto a uma mesa a embrulhar presentes. Podem ensiná-la a fazer os embrulhos, a fazer os laços de enfeite. Será que alguém as ensina a agir, a actuar perante os clientes?