Empreendedores literários

O tema não é novo neste blogue, mas é tão desconhecido no mainstream tuga que toda a divulgação é necessária, o renascer das livrarias independentes, o que o motivo e o que significa para o paradigma económico a que chamo de Mongo.

Escrevo sobre as livrarias independentes, mas apelo à capacidade de abstracção para que se abandone o exemplo concreto das livrarias para agarrar o que há de comum para outras áreas da economia.

Esta semana já devo ter recebido uns 2 ou 3 SMS da Bertrand a tentarem seduzir-me, mas ir lá para quê? Para mais uma vez entrar e sair sem nada que me agarrasse, sempre os mesmos livros e o mesmo tipo de livros...

"the saga of the independent bookstore underwent a major plot twist: The customers came back. Between 2009 and 2015, independent booksellers across America grew by an astounding 35 percent, from 1,651 stores to 2,227, ABA figures show. And the upsurge shows no sign of slowing.
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the genuine social value of traditional neighborhood bookstores and how they’ve changed their own fates.
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The full study won’t be published until next year, but in a newly released overview, Raffaelli notes what he calls the “three C’s” of his findings: community, curation, and convening. Independent bookstores early on embraced the community-oriented “localism” wave that has inspired the proliferation of craft brewers, farmers’ markets, and the like. Small bookstores carefully curate the books they sell to reflect their clientele’s interests and concerns. And in recent years they have repositioned themselves as “intellectual centers,” hosting events and convening people and ideas in shared spaces..
In other words, booksellers have learned to adapt to the vast changes in their own industry.
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“We don’t think of them as booksellers anymore — they’re literary entrepreneurs,” says Raffaelli. “I think that’s an important distinction.”
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“We have a niche,” Egerton says. “The idea is to serve the community.”
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Layte cites the notion of the “third place” — a gathering space beyond home and work. It turns out we need destinations like neighborhood bookstores, she says, “to be full humans.”"

Nada disto é novidade para este blogue... e traduz-se numa expressão que cunhei este ano: o truque é perceber que o papel da livraria não é o de vomitar livros, despachar um output, mas o de ajudar o cliente a arranjar um input que ele vai introduzir na sua vida para atingir um resultado muito pessoal. E isto é voltar ao tema de Ulwick:

"Making the job-to-be-done the unit of analysis means it is the job — not the product, the customer or customer demographics — that is to be studied, dissected and understood. This means that companies should not define customer needs around the product, but should instead define customer needs around getting the job done."

Eventuais dificuldades para o avanço mais rápido deste tipo de abordagem em Portugal:

• falta de massa crítica (pode eventualmente ser minorado ao conjugar livros com outras ofertas "indie booksellers, through word-of-mouth and personal recommendations, can have a big impact on the sales of everything else")
• falta de espírito empreendedor livre, muita gente acha que ganhar dinheiro a vender cultura é algo pecaminoso e tem de ser o Estado a apoiar e subsidiar. Assim, os apoiados e subsidiados vêem o Estado como o seu verdadeiro cliente e nunca chegam a criar a empatia genuína com os clientes-alvo, e raramente o fogo permanece para além do tempo em que ardem os fósforos por falta de skin-in-the-game

Trechos retirados de "Bookstores escape from jaws of irrelevance"

Atenção selectiva

Há tempos Tony Ulwick escreveu:

"A market, which is the target of everything a company does, should not be defined around something so unstable that it is only valid until the next product iteration. It should be defined around something that is stable for decades, making long-term strategic investments more attractive and providing the company with a vision for the future."

Mais recentemente voltou ao tema:

"A functional job-to-be-done is often a job that customers have been trying to accomplish for years, decades and in some cases even centuries. ... A functional job is stable over time. What changes over time are the products and services that companies offer to help get the job done better.
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Because the job-to-be-done is stable over time, it is an attractive focal point around which to create customer value.
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Making the job-to-be-done the unit of analysis means it is the job — not the product, the customer or customer demographics — that is to be studied, dissected and understood. This means that companies should not define customer needs around the product, but should instead define customer needs around getting the job done."

Ao ler "ARE EXOSKELETONS THE FUTURE OF PHYSICAL LABOR?" e "Thought-Controlled Prosthetic Hand Restores 100 Realistic Touch Sensations" penso logo em:

• Cuidado com a absolutização do que a nossa empresa produz
• Um exemplo de miopia na vida real

E penso nos Florêncios e as Antrais que vão estar tão concentrados no passado, a comprar conconcorrentes, a optimizar o poder iluminante das velas, que não vão perceber o quanto o seu mundo está a mudar. O job-to-be-done continua lá bem vivo, agora a ferramenta para o realizar vai ser modificada, trocada...

Mais um exemplo da democratização da inovação

Um interessante exemplo da democratização da produção, da democratização da inovação e de Mongo relatado em "Nurse as Maker: Democratizing Medical Innovation Starts Here":

"what if research and development of medical devices was democratized? What if the practitioners who work most closely with patients were brought into the product innovation pipeline?
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With this in mind, the team is building programs to create technology literacy for practitioners, and is also working to build a platform to support a global network of health makers to engage in peer-to-peer learning.
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Nurses aren’t the only people empowered when given the necessary tools for innovation. The patient is the true beneficiary of democratizing the medical innovation process.
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It’s a great example of how a new shiny product alone isn’t always the best solution. Sometimes the best solutions are scrappy and created in close feedback loops packed with insights from real users—in this case, patients."

Recordar "A minha aposta: "make local for local""

Cooperativas de bairro que funcionam como makerspaces e onde os artesãos vão expor modelos e interagir com clientes

Mongo e JTBD

Por um lado Mongo, o progresso dos espaços com as suas próprias cervejas artesanais. Por outro lado, o mesmo conselho referido neste postal recente, "Olhar para os clientes-alvo":

"To find a solution, Sarah and her team reconnected with Gatorade’s core customer, the serious athlete. What they found was that these athletes did much more than just hydrate during athletic events"

Olhar para o cliente-alvo, para o seu contexto, para o seu dia e descobrir que há outros serviços que o espaço pode prestar.

No princípio do ano mudei de casa e antes de arranjar um espaço para escritório, enquanto tinha as minhas coisas num contentor (recomendo vivamente), usava o McDonalds do nó do Fojo em Gaia como base de trabalho, tirando a música muito alta para o meu gosto, tinha uma mesa, tinha internet e electricidade.

Depois de uma caminhada matinal, estabelecia-me e ficava por lá das 8h30 até às 13h30. Era interessante reparar como aquele espaço se mutava ao longo da manhã. Pequenos-almoços e cafés e pequenas reuniões para a fauna do início da manhã. Reuniões de trabalho, entrevistas de emprego ou entrevistas a traidores industriais, entrevistas a jornalistas, o advogado carregado de papéis e ainda com mais marcadores fluorescentes e post-its do que eu a meio da manhã. Depois, à hora do almoço os estudantes da secundária a 500 metros e toda a panóplia de gente que precisa de um almoço rápido, barato e sem receio da higiene.

Esta abordagem em torno do Job-To-Be-Done presente em "Breweries Find That Coffee Is Their Second Favorite Beverage".

BTW, eu que bebo café sem açúcar (que mascare a realidade) sei que há muito café horrível a circular por este país. Assim, quando o costume de usar açúcar ou adoçantes com o café cair, vai nascer a procura por melhor café. Procura essa que vai ser difícil de ser servida por empresas mais preocupadas com a eficiência do que atender às chamadas de atenção de uns consumidores-chatos. Nessa altura estará criada a oportunidade para alguém avançar com café artesanal.

Olhar para os clientes-alvo

"To find a solution, Sarah and her team reconnected with Gatorade’s core customer, the serious athlete. What they found was that these athletes did much more than just hydrate during athletic events. [Moi ici: Olhar para os clientes-alvo e para o seu contexto, e identificar os desafios que têm pela frente] They would load up with carbohydrates before (Gold-medal winning runner Usain Bolt ate Skittles candy), and drink protein shakes after to recover. The team saw an opportunity to expand beyond the hydration niche, and introduced the G-Series family of products. The G-Series family included three complementary products to help athletes: energy chews and carbohydrate drinks to “Prime” before an athletic event; the core hydration drink to help the customer “Perform”; and protein shakes and bars to “Recover” after an event. The team expanded the products around the hydration drink, but also cut back on the range of different versions of the core beverage.
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What Robb O’Hagan did was to apply what we call the Third Way to innovate. Neither incremental improvement of current products, nor radical rethinking of the business, the Third Way focuses on innovating around the current product to make it more valuable. Robb O’Hagan turned around the product not by changing the product but by complementing it with sports bars, energy chews, and protein shakes. What her team did wasn’t an expansion or revision of the current product; in fact the team reduced the range and number of variants. It also wasn’t a radical rethinking of the product. The Third Way is a different approach to innovation.
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What’s different? First, it’s not a “clean sheet” approach. It focuses on innovating around an existing product for an existing customer segment in a way that makes that product more appealing and valuable. Second, it’s not just a diversification approach – it’s not a search for random products that will appeal to the same customer segment. Instead, it focuses on developing a family of diverse innovations that are all focused on delivering a single business promise;
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How do you get started with the Third Way approach to innovation? Here are three simple steps:
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First, reconnect with your core customers, and understand what gets in the way of them getting value from your product. Follow them through their acquisition, preparation, use, and disposal of your product, and watch for frustrations, challenges, or other barriers they face.
Then, challenge your team to innovate around your customer’s value chain, not yours. What can you do to remove the barriers that prevent your customers from getting value from your products? These represent opportunities for complementary products."

Trechos retirados de "How Gatorade Invented New Products by Revisiting Old Ones"

"going to help them make progress"

"Customers come to your website or read the label on your package because they want to know if your product is going to help them make progress against the situation they are in. That’s a big part of what’s going on in the customer’s brain:
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“Will this product fix the problem I have,
and will it get me to where I want to be?”  
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Focusing on customers’ situations and how they can make progress is what Jobs-to-be-Done thinking is all about. It’s different from more traditional product and marketing thinking that focuses on customer attributes and abstract goals (e.g., personas) or product categories (e.g., we make drills, so we compete with other drill companies).
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To create kick ass products and copy, we need to understand moments of struggle that have led our customers to hire our product or a competing product.
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We want enough detail so we can film a documentary about our customer as they struggle with the situation our product is going to solve."

Trechos retirados de "And You Thought “Jobs to Be Done” Was Just for Product Development…"

Prefere gasolina no Intermarché ou na BP?

Prefere gasolina no Intermarché ou na BP?

A pergunta faz tanto sentido como a pergunta "Prefere um voo barato ou… um voo pontual?"

A resposta é: depende?

Tudo depende do contexto, tudo depende do objectivo que se pretende atingir.

Costumo ir a Guimarães uma vez por semana, trabalhar numa empresa. Prefiro ir de comboio ou de carro?

Pela poupança, pela comodidade, pelos minutos "com mãos" ganhos vou quase sempre de comboio. Também vou de carro quando tenho um horário apertado e conciliar uma ida a Guimarães com uma ida a Felgueiras.

Por isto é que a caracterização dos clientes com base na idade e noutros atributos independentes do contexto não são muito úteis para prever comportamentos.

"associar-se a um propósito"

Ontem, quando li o título "As marcas já não querem só vender produto, querem vender um propósito." lembrei-me logo de dois postais:

• "you need to enter their personal story"
• Mambo jambo de consultor ou faz algum sentido?

E lembrando-me do job to be done e "Your customers care about the progress they will make" escrevi no Twitter:

"As marcas já ñ querem vender só um produto. Querem vender um propósito"

IMHO ñ é bem isto.

Creio q é +: Querem associar-se a 1 propósito

— Carlos P da Cruz (@ccz1) August 3, 2017

Em vez de querer vender um propósito, associar-se a um propósito que o cliente já persegue e valoriza

"It begins when the customer becomes aware of the possibility to evolve"

"a JTBD describes how a customer changes or wishes to change. With this in mind, we define a JTBD as follows:
A Job to be Done is the process a consumer goes through whenever she evolves herself through searching for, buying, and using a product.
It begins when the customer becomes aware of the possibility to evolve.
It continues as along as the desired progress is sought.
It ends when the consumer realizes new capabilities and behaves differently, or abandons the idea of evolving.
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A consumer goes along his life as he’s come to know it. Then things change. He is presented with an opportunity for self-betterment — that is, make changes so he can grow. When or if he finds a product that helps him realize that growth opportunity, he can evolve to that better version of himself he had imagined."

Trechos retirados de "What is Customer Jobs? What is a Job to be Done (JTBD)?"

"People don’t buy IoT"

Recomendo "People Don’t Buy IoT, They Buy a Solution to a Problem" à  atenção do Victor M.:

"Too many product teams and entrepreneurs think, “If I connect it, they will come.” The problem is that people don’t buy IoT, they buy a solution to a problem.
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The fact that we can connect any device to the Internet doesn’t mean we should. And if we’re not careful, we can fall into the trap of having technology looking for a problem, instead of starting with a problem and looking for the best way to solve it.
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People don’t buy IoT, they buy a solution to a problem.
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You see, Brita never set out to become an IoT company. They didn’t sit in their lab with IoT components trying to figure out what to build. Instead, they realized that IoT was a good tool to solve their user’s problem. Remember, people don’t buy IoT, they buy a solution to a problem.
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So start by understanding your customer’s needs [Moi ici: O job to be done] and then choose the best tool for the job. It might be IoT and it might not. And figuring that out early on will save you a lot of time and money."

JTBD vs cliente vs produto

Algo que julgo que já aqui se abordou no blogue numa perspectiva próxima: Em vez de identificar os clientes-alvo, identificar o job to be done.

"What’s wrong with product managers? The word “product” gives away the problem. The product manager role is anchored in the product–which in our opinion contributes to a myopic view of the market. Since a primary function of the company is innovation, this key role should have a broader orientation than just the company’s products (see our prior article on this). This role should take on a market perspective that fosters new thinking, discovery and development that extends well beyond today’s products. To revolutionize this important role, we believe it should be anchored on the customer’s “job-to-be-done”, not the product.
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A company that is focused on the customer’s job-to-be-done instead of the company’s products is much more likely to take a broader view of the market. This would include an expanded view of the competition and potential opportunities for growth.
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A traditional product manager has a solid understanding of the products they create and sell. Job Managers, on the other hand, have an intimate knowledge of their customer’s job-to-be-done and the metrics that customers use to measure success when getting the job done."

Trechos retirados de "Product Managers Are Obsolete; Focus on the Job-to-be-Done"

Contextual pricing

Ontem à tarde quando ia para o escritório passei por esta placa:

Interessante a diferença de preços entre o almoço e o jantar.

Especulo que os pratos sejam os mesmos, o que muda é o contexto, é o contexto do jantar, o que muda é o job to be done.

• "Pricing isn’t a Math Problem — it’s a Psychology Problem.
• "Price the customer, not the service" 

Exemplo concreto do contextual pricing:

• Porque o preço não é tudo! (Novembro de 2013)
• O poder do contexto (Novembro de 2013)
• O Valor é co-criado e contextual (Abril de 2014)
• "Pricing is Contextual" (parte IV) (Novembro de 2014)
• O contexto é fundamental (Janeiro de 2015)
• "Pricing isn’t a Math Problem — it’s a Psychology Problem" (Abril de 2015)
• Preço e JTBD são contextuais (Novembro de 2016)

Actividade versus resultados

"During the first few years Udemy was seeking the right pricing and promotions formula. They settled on $10 a course and started promoting others who were more interested in selling $10 courses. I became interested in other aspects of the business.
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For a couple years we cruised along. Then things started going down hill.
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And quickly.
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The market was getting crowded. I am not a believer in infinite markets and that “competition is good.” A guy who learns from you is someone who isn’t learning from me.
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In my analysis, courses have become a commodity. Ask most new instructors what makes their HTML course different, they’ll tell you it’s the “quality of instruction,” or “their communication skills.”
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I’m going to call bullshit.
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Because I used to say the same thing. Your courses are the pretty much the same as everyone else’s. And so were mine.
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Some time in the middle of last year it clicked: No one wants to take a fucking class.
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A class is work.
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A class is study, assignments, boring lectures. It’s torture. I hated all the academic aspects of college. But I really liked the result of getting a degree.
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The hundreds of thousands who had purchased my courses didn’t want to take a course. They wanted the result that course brought. Learning Javascript was great, but being a Javascript developer was even better. What did my students really want? They wanted to be professional developers.
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And we could facilitate that transition.
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you should think of your company as an organization that serves a market instead of selling a product. It was simple genius.
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We were a company that served new developers who wanted to be professionals — not a company that sold courses.
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And, that, of course, changed everything.
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We now sell live and online bootcamps that take people who want to be developers from never having written a line of code to job ready professionals.
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We’ve gone from selling $10 courses to $2,000 life transitions. (And the price goes up soon. And then up some more.) We’ve differentiated ourselves with a comprehensive bootcamp product that includes unique elements like a live instructor mentor, and a capstone program in which you build a portfolio which will lead to employment.
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In our program, participants earn 8 separate certifications. It’s now the furthest thing from a course on HTML.
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In the meantime our distribution business in the corporate vertical continues to thrive.
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The lesson here — Differentiate. Don’t be another guy or gal with a diet course, yoga course, or course on Python programming. You’re a commodity. Change your perspective and do something different. You’ll be glad you did."

Trechos retirados de "Please Don’t Make an Online Course"

Super importante

Para quem quer seduzir clientes, para quem quer identificar os clientes-alvo, cuidado com a segmentação "Netflix says Geography, Age, and Gender are “Garbage” for Predicting Taste":

"Netflix uses one predictive algorithm worldwide, and it treats demographic data as almost irrelevant.
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“Geography, age, and gender? We put that in the garbage heap,” VP of product Todd Yellin said. Instead, viewers are grouped into “clusters” almost exclusively by common taste, and their Netflix homepages highlight the relatively small slice of content that matches their taste profile.
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Netflix (nflx) seems to have discovered (or built on) a powerful insight from sociology and psychology: That in general, the variation within any population group is much wider than the collective difference between any two groups.
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There’s a huge, crucial lesson here for other businesses—and perhaps a slightly scary reality for consumers. In the era of big data, consumer profiling can’t rely on broad categories like race or location. To target the customers who want what you’re offering, you have to get past the surface and see what really makes them tick."

"Your customers care about the progress they will make"

"It’s true. Your customers don’t care about your product. Don’t worry, they don’t care about your competitor’s products either. Your customers don’t care about any products. Thankfully, your customers do care about something, which is why they buy your product.
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Your customers care about the progress they will make as a result of using your product.
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Customers actually don’t buy your product. They aspire to be more awesome, and they believe your product will help them get there. They buy the vision of themselves being more awesome.
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1.Customers don’t want your product or what it does; they want help making their lives better.
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2.Solutions and Jobs should be thought of as parts of system that work together to deliver progress to customers."

"People are proactive, aspiring organisms" We hire products to help us make progress #jtbd pic.twitter.com/wHvV7hXOA3

— Alan Klement (@alanklement) April 1, 2017

Trechos retirados de "Your Customers Don’t Care About Your Product: They Care About Progress"

Cuidado com a absolutização do que a nossa empresa produz

Em Abril de 2011 escrevi "O tempo é a variável mais escassa que temos":

"Imaginem que essa empresa se concentra no fabrico de cadeiras de rodas. O que vende é um produto chamado cadeira de rodas.
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Voltando à empresa que fabrica cadeiras de rodas... se ela estivesse nesta lógica perceberia que a cadeira de rodas apenas é uma plataforma, o artifício para iniciar uma relação com um cliente e que o essencial não é produzir uma cadeira de rodas, mas as experiências que o cliente quer, procura, valoriza, sonha... aí o espírito abre-se, a mente flui e não há limites. Se eu estivesse nesse negócio, largava tudo e já hoje metia-me no carro para ir à procura desta gente:
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"É licenciado em Engenharia Informática no Instituto Politécnico da Guarda, onde trabalha no Projecto MagicKey, desde 2007. Chegou ao palco do TEDx Covilhã de cadeira de rodas, porque uma imagem vale mais que mil palavras e Tiago pretendia mostrar, na prática, aquilo que faz: desenvolve, com toda a equipa do projecto, sistemas que pretendem ajudar a melhorar a qualidade de vida de pessoas com graves limitações físicas ou deficiência. Por exemplo, faz com que seja possível mover uma cadeira de rodas através do olhar."

Em Abril de 2016 escrevi "Isto é Mongo! Código na agricultura mas bottom-bottom: a democratização do código":

"Há coisa de 1/2 anos li um artigo em que um técnico de uma empresa sueca líder no seu sector, a Permobil, discorria sobre as inovações que tinham em curso. Pensei o quão limitados e concentrados nas cadeiras de rodas estavam, na altura começava a ver os artigos sobre experiências com exoesqueletos, os artigos sobre drones controlados pelo pensamento, sobre os smartfones para os paralisados, sobre as aplicações para educar, treinar, ensinar, crianças especiais." 

Agora, encontro cada vez mais artigos sobre esta via "Um homem paralisado pensou em mover o braço e, pela primeira vez, conseguiu fazê-lo":

"Ficou paralisado do pescoço para baixo. Agora, foi capaz de voltar a utilizar o braço através de uma tecnologia que restaura os sinais enviados pelo cérebro e estimula os músculos das zonas afectadas.
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restaurar os controlos do cérebro utilizando-a numa pessoa com paralisia total. Como ainda se encontra em fase de desenvolvimento, o processo é lento. No entanto, os responsáveis pelo feito acreditam que este caso prova que a tecnologia funciona e que poderá vir a ser utilizada como tratamento para pessoas com paralisia. Mais: existe a esperança de que a tecnologia evolua para um sistema wireless, sendo que os sensores e aparelhos necessários seriam instalados debaixo da pele, tornando-se invisíveis."

 Síntese: Cuidado com a absolutização do que a nossa empresa produz. Os clientes não querem saber de cadeiras de rodas para nada, só querem saber de cadeiras de rodas porque são o instrumento mais adequado até ao dia em que o deixarem de ser.

Quantas empresas estão tão vidradas nos produtos que produzem hoje que se alheiam das alterações que ocorrem no ambiente externo?

"fazer essa coisa emergir na vida do cliente"

Um extenso artigo, "Paulo Delgado: O homem que calça os ricos da América". No entanto, vou-me concentrar apenas nas últimas linhas:

"“Há um mundo não falado nos sapatos… o que o cliente valoriza, no fundo, às vezes mais do que um bom sapato é que que ele responda à sua necessidade”, sublinha. A necessidade de sentir que tem um pé mais comprido do que na realidade tem ou fazê-lo aumentar uns centímetros em altura sem que isso se note."

 Naquele trecho, "mais do que um bom sapato é que que ele responda à sua necessidade", a sua necessidade é o seu job to be done. A sua necessidade é: a sua dor; o seu problema; a sua aspiração.

Não é fácil um fornecedor perceber "o que o cliente valoriza, no fundo". Normalmente um fornecedor  pensa que vende o produto, concentra-se nas especificações e fichas técnicas. Raramente um fornecedor dá o salto, pára e percebe que o que realmente pode vender é outra coisa e o sapato, o produto ou serviço, é apenas um instrumento, um artifício, para fazer essa coisa emergir na vida do cliente.

"They buy solutions to their problems"

"Forget features and product enhancements, understand customer needs and pain-points:
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This kind of thinking outside of your own product and from the customer’s point of view is what separates great product leaders from the merely good;
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The only companies who succeed over the long-term will be those who define themselves based on their customers’ needs and desires and not those who bank on the presumed longevity of their products.
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Usually, PMs can become so focused on continually shipping features on time and delivering the next great product, that they may neglect to take the time to speak to actual users and fully understand the implications of their last product launch.
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It’s easy to be a good PM in the shorter term by shipping a number of features and enhancements than a great PM who takes time off to figure out ‘what to build’ that actually solves the real user problem before rushing to build it. Good PMs keep shipping, whereas great PMs go back to the user every time they ship something.
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Nobody really cares about your shiny new feature or product! Customers buy benefits or expected outcomes! They buy solutions to their problems.
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Because at it’s core, the fundamental responsibility of a product manager is not to be the company’s leading expert on the product but to be the company’s leading expert on the customer.
At a fundamental level, product management deals with the most difficult problem in human experience: how to see things from other people’s point of view.
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The only way is to consistently talk to and ask your customers."

Trechos retirados de "Why the best product managers don’t build the features their users ask for"

O contexto é quase tudo

"purchasing decisions are not made in a vacuum — context matters.
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context matters more than anything else.
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The way to think about this context switch is that John hires dollar pizza for the Job of “filling me up and preventing a hangover when I’m wasted.” John’s context is more important than who John is, and consequently understanding John’s Jobs and needs is more important than understanding his persona."

A consideração do contexto ajuda as empresas a perceber a "infidelidade" de muitos clientes. As empresas têm tendência a considerar que os seus clientes têm um contrato de fidelidade com elas, pelo menos enquanto forem bem servidos. E muitas vezes ficam indignadas porque sabem que um cliente vem ter com elas para certos trabalhos e para outros trabalhos vão ter com um concorrente, de forma recorrente.

O contexto é tudo

Trechos retirados de "Jobs To Be Done: Context Matters"

A importância do contexto do cliente

Quem lê este blogue com alguma regularidade sabe que:

• prevejo um futuro paradigma económico a que metaforicamente chamo de Mongo, habitado sobretudo por makers, prosumers, PME e muito poucas empresas grandes;
• à conta da democratização da produção e do armazenamento não vejo grande futuro para empresas carregadas de dívida como a EDP

Acontece que ontem fiz a escritura da minha nova casa e à tarde resolvi passar o contrato da energia e do gás para meu nome.

Tentem perceber o contexto de uma pessoa, de manhã faz a escritura, carregam-no de obrigações em termos legais com prazos curtos, como a alteração do cartão de cidadão, mantém uma checklist de coisas a fazer, desde limpar a nova casa, fazer a mudança, alterar os contratos da água, gás e electricidade, comprar alguns electrodomésticos, tratar dos CTT, fazer uma proposta até terça-feira, fazer e enviar relatório de auditoria até domingo, preparar sessão de trabalho de quarta que vai ser particularmente exigente, ir buscar o mais novo a Albergaria que vem passar o Carnaval a Estarreja, ainda.

Recordem o esquema:

Onde fica a EDP Comercial em Vila Nova de Gaia? É lá que está registado o contrato dos anteriores proprietários da casa. Procura-se na internet.

Chega-se a um site que não é da EDP mas de alguém que os representa, imagino eu e encontro que posso alterar a titularidade do contrato por telefone: sem deslocações, sem espinhas, ... POR TELEFONE!!! Assim ainda consigo fazer a água e a electricidade e gás tudo no mesmo dia.

Experimentei e funcionou mesmo!!!

Pelo menos durante um ano a EDP Comercial ganhou um cliente que não o previa fazer só pela facilidade concedida num contexto de stress.

Recordar o caso da Rodonorte, depois da primeira viagem a inércia entra em campo. 

Ainda tenho de fazer a proposta e o relatório.