" to the progress consumers want to make"

"most successful innovations speak directly to the progress consumers want to make, even when people can't tell you that themselves.

...

 What products and services did they purchase to make the progress they were seeking in the past? How did they make those decisions? What were their moments of struggle? What got them past their concerns?

...

Go deep. Interview people for an hour each, and get into as many of the "whys" behind their stories and answers as you can. The true social and emotional value people seek is not in what they choose to do (or not do), but in why they do it. 

...

Customers can't always tell you what they want, but they can most certainly tell you what they are hoping to accomplish."

Trechos retirados de "The Key to Successful Innovation? Progress Over Product"

"what is progress for people?"

 

 "we try to make larger markets and try to lean things out, but I believe that one of the reasons we have no growth is because nobody's helping people make progress and progress is defined as saving money or being more efficient, or being more effective, but not about doing something something better and different and so I believe that one of the things that we have to really work on in the future is understanding what does progress look like, what is you know at some point, where we all going and so to me I spend a lot of now... I'll say in the business I have to really try to define what is progress for people." 

Outro podcast muito bom, cheio de sumo - "Understanding Your Customer & Defining Progress - Interview with Bob Moesta" 

"creating the space in the brain"

 

"Through the years we’ve uncovered the six stages a buyer must walk through before making a purchase:

First Thought—creating the space in the brain

Passive Looking—learning

Active Looking—seeing the possibilities

Deciding—making the trade-offs and establishing value

Onboarding—the act of doing the JTBD, meeting expectations and delivering satisfaction and value

Ongoing Use—building the habit

...

When conducting interviews, we imagine the events in their life like huge dominoes falling. We need to understand the buyer at a very granular level. What happened that made them say, “Today’s the day I am going to…”? We need to understand causality. What are the events which pushed and pulled them to move forward or backward? It is an important concept. The customer has a certain set of systems for how they buy, and our process needs to feed their world to help them make progress. So when interviewing, we continue until we can imagine the dominoes in their life tipping over, moving them along the timeline.

...

Once you have the first thought, you’ve opened up the space in your mind for the information. Without this first thought there is no demand.

...

Four ways to create a first thought

• Ask a good question…and not give an answer
• Tell a story
• Give a new metric
• State the obvious"

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta.

"Great sales begins with understanding the JTBD by your customer and the progress they are trying to make"

"Part of the “Five Whys” is to take a step back and not talk about what the customer wants from the solution perspective. For example, people might say I want the car door to be easy to open and close. Now, if you focus on the door, you have a limited set of solutions. As opposed to looking at it more broadly and thinking about making it easier to get in and out of the car generally. Now you are not just looking at the door but the placement of the seatbelt, etc., because you stop assuming you know the solution. It’s about seeing the bigger picture.
We use this methodology when interviewing our customers to get to the root of the problem they are trying to solve. Companies are selling drills instead of holes because they do not ask why enough times. They sit in boardrooms thinking of their product’s features and benefits and fail to see how it fits into their customer’s lives because they simply fail to ask why. You cannot design the way your customer makes progress; you need to understand their definition of progress and design your process around it. People don’t buy products; they hire them to make progress in their lives.
...
Let’s define JTBD. It starts when people are in a struggling circumstance, and they want to make progress.
...
building their solution starts with understanding their situation and why they are thinking about making progress in the first place, as well as what their vision of progress looks like.
...
Eliminating the struggle is not progress, them overcoming the struggle is progress. Both pieces are critical; the key to understanding causation is found in the circumstance and the outcome. Value is relative to your circumstance and determined by where you start compared to where you end. Circumstance is a big part of understanding causation. Their circumstance is a reference point for their progress, without understanding their starting place you cannot design their progress.
Great sales begins with understanding the JTBD by your customer and the progress they are trying to make: What is the situation they are in? What’s the outcome they seek? What are the tradeoffs they are willing to make? We do this by interviewing people who’ve purchased your product or services and understanding why. And why is relative to what’s going on in their life that caused them to say, “Today’s the day…” But it’s not an imagined customer or persona as we explained in chapter one, it’s real buyers. And the why you are looking for has nothing to do with your features and benefits. It’s about the customer and the progress they are trying to make in their life. To build a meaningful understanding of why people buy, we must create language, a story, and a model of their struggling moment."

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta.

"Demand-side selling starts with the struggling moment"

 

 "Buying is very different than selling. The best sales process mimics the progress that people are trying to make in their lives. Selling is clearly a supply-side perspective, while buying sits on the demand-side.

...

What’s so special about their approach? It’s a worldview of selling from the customer’s vantage point, which we call demand-side selling.

...

Because the supply-side is so worried about efficiency and effectiveness, it’s become all about building one model that works for many people. But one size does not fit all! Aiming for average hurts customer satisfaction, because when you strive for average you end up pleasing no one.

...

Supply-side: The focus is on the product or service and its features and benefits. How will I sell it? Who needs my product?

...

Demand-side: The focus is on understanding the buyer and the user. How do people buy and how do they make progress? What’s causing them to make a purchase? You design your go-to-market strategy around the buyer’s worldview, not the product. You are looking at the world through a real buyer’s eyes. It’s understanding value from the customer-side of the world, as opposed to the product-side of the world. Demand-side selling is understanding what progress people want to make, and what they are willing to pay to make that progress. Our product or services are merely part of their solution. You create pull for your product because you are focused on helping the customer. Demand-side selling starts with the struggling moment. It’s the theory that people buy when they have a struggling moment and think, “Maybe, I can do better.

...

Traditional economics thinks supply and demand are connected. But we would say that demand is independent of supply. Demand is about a fundamental struggle. Supply and demand are two completely different perspectives in sales.

...

The struggling moment is the seed for all new sales.

...

Companies get sucked into thinking about the features the customer wants, as opposed to the outcomes they’re seeking. It’s the basic premise of cause and effect. Understanding the context by which people value your product will make it easier for you to understand how to sell your product. Only your customer can determine your value!"

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

"The struggling moment is the seed for all innovation!"

 "A sales funnel based on the probability someone will buy, without understanding what causes them to buy, made no sense to me. In my experience, customers bought on their terms. I didn’t convince them to do anything; they convinced themselves. It was their moment of struggle that became the seed that caused customers to switch to my product or service. We are all creatures of habit, and we will keep doing what we have been doing unless we have that struggling moment. So I flipped the lens, stopped trying to push my product, and started to understand what caused people to pull new things into their lives

...

There’s a different way to sell, and it starts with helping people make progress.

...

JTBD is the theory that people don’t buy products, they hire them to make progress in their life.

...

Great salespeople are real people: they ask questions, they listen, they learn, and they help you make progress in your life. Salespeople help customers solve problems and make progress in their life. Instead of pushing their product, they represent their product and how it fits into your life. Sales is about perspective—think concierge, mentor, or a coach, not an order taker. It’s about looking through your customer’s eyes, seeing what they see, hearing what they hear, and understanding what they mean. And there’s nothing icky about helping people. Period! The world could use a little more help.

...

The struggling moment is the seed for all innovation!

... 

great salespeople don’t sell; they help. They listen, understand what you want to achieve, and help you achieve it. A better title would be “concierge.

...

And you’ll learn it’s not about you, it’s about their progress. It will teach you to listen more intently, be more curious, and truly understand what your customers are saying."

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

Struggles and progress

 "sales isn’t about selling what you want to sell, or even what you, as a salesperson, would want to buy. Selling isn’t about you. Great sales requires a complete devotion to being curious about other people. Their reasons, not your reasons. And it’s surely not about your commission, it’s about their progress.

...

Everyone’s struggling with something, and that’s where the opportunity lies to help people make progress. Sure, people have projects, and software can help people manage those projects, but people don’t have a “project management problem.” That’s too broad.

...

People struggle to know where a project stands. People struggle to maintain accountability across teams. People struggle to know who’s working on what, and when those things will be done. People struggle with presenting a professional appearance with clients. People struggle to keep everything organized in one place so people know where things are. People struggle to communicate clearly so they don’t have to repeat themselves. People struggle to cover their ass and document decisions, so they aren’t held liable if a client says something wasn’t delivered as promised. That’s the deep down stuff, the real struggles."

To say that our product is the best because technically it is the best in terms of specifications, is to forget that people like me drive a Fiat 500, not an Audi or a BMW, by conscious choice.

People don't buy products, they hire products to do a service for them. And that service may have nothing to do with the technical specifications.

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

É isto!

Great provocation when you’re knee deep in user stories and feature planning. Are you upgrading your users or your product? https://t.co/eYdOCYFBlO by @alanklement pic.twitter.com/dqm5LBKQIN

— bruce hardy (@bruce_hardy) July 7, 2019

É isto!

Quando o propósito é subir na escala de valor, ou aumentar preços, ou fugir da concorrência pelo preço mais baixo, o caminho passa pelo upgrade dos clientes-alvo.

Aqui, upgrade dos clientes-alvo não quer dizer necessariamente uma mudança de clientes-alvo (também pode ser, como no caso das tábuas de madeira, ou nas colchas de linho, ou nos tecidos de burel). Aqui, por upgrade dos clientes-alvo entenda-se sobretudo o esforço de ajudar, de colaborar no esforço daqueles clientes-alvo que precisam de algo mais, ou porque a solução actual não é perfeita, ou porque eles aspiram a algo mais, porque eles querem passar, eles próprios, para um próximo nível. 

"This wide gap deserves top management attention"

Segue-se um relato que não anda longe do que encontro quando trabalho com PMEs. Dirigentes que acreditam que o seu negócio é o que produzem, mas que depois dizem que a sua vantagem competitiva nada tem a ver com o que produzem, e tudo a ver com a interacção.

"Over the past twenty years, I have asked thousands of managers around the world Levitt’s question: “What business are you in”? And I have followed it up with another: “Why do your customers buy from you rather than from your competitors?” In answer to the first question, the responses from managers in a wide variety of industries, from extraction, to pipelines, window frames, software, and banking, almost invariably still describe the product the company sells or the production facilities. I am always bewildered at how rarely the customer or the benefits the customers buys, enter the description. [Moi ici: Recordar a série "Privilegiar os inputs sobre os outputs (parte XI)", particularmente a parte IX. Recordar também "Most people tend to describe what they do rather than the value they bring"] To many managers, the product is the business, just as in Levitt’s era. Firms continue to spend inordinate amounts of time, effort, and resources on their products. In fact, businesses are structured around their products: they have product divisions and product managers, profitability is measured by product (not by customer), planning meetings and budgets are product-based, and the managers’ hopes and aspirations are pinned on product innovation and the new product pipeline. Building better products, conventional wisdom holds, is their pathway to a better, less price-competitive future.
.
My follow-up question aims to uncover what managers see as their particular competitive advantage, not just how they see their business – and it does one other thing: it reveals a puzzling gap between their product obsession and their customers’ behavior. So why do they think their customers buy from them rather than from their competitors? The responses consist of reasons such as “They trust us,” “Our reliability of supply and delivery,” “Our service,” “We are knowledgeable about their business,” “Our experience with other such customers,” “We make it seamless,” “They see us as unique,” “We’re in their consideration set,” and so on.
.
Rarely is a better product mentioned, and seldom is a lower price seen as the reason customers buy from us. In other words, the “reasons customers buy from us” reside almost entirely in the interactions that take place in the marketplace: trust, reliability of supply, service, knowledge, and experience cannot be made in a factory, nor packaged and sold off the shelf. These are downstream sources of value. They have their origins in specific activities, processes, and systems the firm employs to reduce the customers’ risks and transaction costs.
.
This wide gap between why customers buy from us (downstream reasons), and where we are spending most of our effort and resources (upstream) deserves top management attention – it can both increase efficiency by re-allocating effort to where it matters, and can build advantage by spending resources on activities that customers value and are willing to pay for."

Trecho retirado de "Why Do Your Customers Buy From You?"

JTBD em vez de clientes-alvo

Encontramos-nos casualmente há cerca de um mês à porta de um pequeno café em Oliveira de Azeméis ao início da manhã, falamos e disse-me que estava a transitar para um projecto próprio. Assumi logo o papel de advogado do diabo e atirei-lhe: Há tanta gente nessa área, por que raio há-de ter direito à vida?

E falou-me numa janela de oportunidade.

Ontem encontramos-nos para partir pedra sobre como vai abordar o mercado.

Na altura, quando o ouvi a descrever a tal janela de oportunidade senti logo um potencial tremendo. Quando começamos a conversa de ontem, desenhei este esquema para enquadrar a forma de abordar o mercado:

Como vai continuar com uma "perna" no negócio onde o conheci e com o qual não quer concorrer, vai iniciar a actividade com uma limitação interessante. Interessante porque muitos empreendedores deviam fazê-lo, mas não o fazem. Essa limitação concreta obriga-o a pensar de forma mais concreta sobre qual a parte do mercado que vai abordar e qual a parte do mercado em que não vai tocar.

Desenhamos um esquema para representar todos os portfolios possíveis de equacionar para servir o mercado:

A zona laranja representa a parte do mercado que o empreendedor vai abordar, a zona a tracejado representa a parte do mercado que é reservada ao negócio ao qual continua ligado. As restantes áreas são servidas, ou não, por outras empresas.

Quando começamos a equacionar como seria a abordagem aos clientes, apresentando uma proposta de valor baseada num produto customizado entregue rapidamente, o empreendedor percebeu que um cliente-alvo não o será por causa de atributos permanentes, mas por causa das circunstâncias. Um potencial cliente contactado hoje pode precisar da oferta da empresa já existente e não fazer sentido comprar uma alternativa ao novo empreendimento. No entanto, por causa de uma encomenda urgente, por causa de uma falha de um outro fornecedor, um potencial cliente pode ser levado a viver uma circunstância em que precisa que alguém lhe salve o dia... e aí entra o empreendedor.

E foi isso que concordamos que ele devia fazer: apresentar as situações em que um cliente mais tarde ou mais cedo vai precisar de um salvador capaz de o servir com algo feito à medida, em pequena quantidade, e entregue rapidamente.

A produção do futuro

"Factories will still exist in 2050: buildings where people operate machines that make particular products. It’s difficult to fully imagine the economic structures of a world where cheap, high-volume, mass-production 3-D printing is commonplace. But we can hazard some guesses. Designers will be more esteemed than machinists. Products will be adapted for local needs and preferences, and organic in appearance. There will be fewer warehouses. Factories themselves will be more numerous, smaller, and mostly dark, their machines quietly tended by a highly technical guild."

Fábricas do futuro sim, mas com uma interpretação diferente para o que entendemos por fábrica.

Fábrica = oficina cooperativa de co-criação?
Fábrica = maker's space onde uma cooperativa de artesãos tecnológicos ajudam clientes a co-criarem soluções para os JTBD

Trecho retirado de "3-D Printing Is the Future of Factories (for Real This Time)"

BTW. este artigo "Now you can 3D print an entire bike frame" termina de uma forma que demonstra como muita gente pensa que é possível alterar o método de produção sem que isso tenha implicações na propriedade da produção. Depois de ler:

"Since the robot does all the work, there are no labor costs, it’s feasible to manufacture in the U.S. or Europe and avoid the carbon footprint of shipping bike componets across the ocean.
...
Bike brands can design their own new bikes using the system, and the same software could be used to create custom frames for customers within a bike store.
...
“The beauty of 3D printing is you can build something with the economics of one unit, because there’s no tooling required,” says Miller. “Not only can we tailor the size, but we can also tailor the ride characteristics, too. Some people want a harder bike or a stiffer bike; some people want a softer, more compliant bike. Because that’s all software controlled, ultimately, we just dial that into the software recipe and then we print that particular recipe out.”"

Não faz sentido terminar com:

"The bikes will be in mass production next year." 

Ou alguém percebeu mal ou há um gato escondido com o rabo de fora.

"Avoid moving from ‘Puzzle solvers’ to ‘number crunchers’"

"In the early stage of any JTBD uncover, managers are puzzle solvers: they work hard on uncovering the richness of it. But when they start having operational data (volume, profitability…) about products, clients, channels, etc. they start thinking about how to sell more products to existing customers. And they lose focus. They forget the reason that brought them success in the first place."

Trecho retirado de "10 takeaways from Christensen’s latest book"

"There has to be enough energy for them to stop something and start something"

"Des: If you’re a startup founder, what’s a single step you can take with Jobs?
.
Bob: The greatest single step you can make is to actually talk to somebody who recently purchased you, and talk to somebody who recently quit you – or quit the competitor that you’re going after. By understanding these switching moments, you’re pulling a thread. And then once you’ve seen it, you can’t unsee it; you’ll see it over and over again.
.
The first step is always a set of interviews. I’m not talking about surveys. Literally get them on the phone and ask the basic question: why was today the day they signed up for this product? The thing you have to realize is that it’s not random, and you have to dig as hard as you can past the bullshit stuff they’ll tell you upfront. There’s always something deeper, because nobody really wants to switch. Habit is the strongest force of all, and people will just keep doing what they’re doing unless something gets in the way or something better comes a long. There has to be enough energy for them to stop something and start something.
.
Just go talk to your customers. That’s where this all began."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

"The only reliable way to gather this evidence is by exploring what customers did in the past or will do in the present. Asking them what they’ll do in the future, e.g. “Will you use…”, puts you in the land of biases and should be avoided."

Trecho retirado de "Find Better Problems Worth Solving with the Customer Forces Canvas"

"I only care about what was going on in their life"

"Someone might tell you: “I went to give a report, and all of a sudden my bosses went crazy because it wasn’t the right data, and they made me look bad. So I have to find something better.” It’s usually the things they blame themselves for. They don’t say it’s about the product; it’s a separation between their experiences and product. You have to dig deeper than that: it’s really about seeing how products fit into people’s lives.
.
Trying to look at your customer through your product is like looking through a peephole in a fence. You can only see the little interactions they have, as opposed to getting above it all, looking at their life, and seeing how you actually fit in. That’s where the interview takes a turn, because most people always think you’re going to talk about the product. Instead, you’re talking about them.
.
When a lot of companies first start using JTBD they think, “I need you to ask about this feature and that feature.” I don’t care about any of those things. I only care about what was going on in their life that made them say, “Today’s the day.” Those are the pylons and the foundations by which people do things. They don’t think it’s part of your world as a product person, but they are the actual foundations by which you get pulled into their world."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

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»" 

Acerca do job-to-be-done

Alan Klement e Anthony Ulwick discutem entre si acerca do job-to-be-done.

Eu, confesso, sou um abductor militante. Não quero saber das discussões entre eles, leio um e leio outro e procuro aproveitar o que julgo que possa ser útil de um e de outro.

Ontem li e apreciei "Know the Two — Very — Different Interpretations of Jobs to be Done":

"If it isn’t clear, these are two different, and incompatible, interpretations of why we buy and use products.
.
The Jobs-As-Activities model suggests that customers want to engage in the activity; therefore, your efforts should be to improving that activity.
.
Whereas the Jobs-As-Progress model suggests that there’s nothing functional or activity related about a JTBD. "

E fiquei a pensar no postal "O que falta é a faísca" onde escrevi acerca de um projecto com botas de caça em que estive envolvido há quase 10 anos:

"As personas podem ser úteis para desenhar o produto para um tipo de cliente:
.
Botas de caça para caçador de patos e narcejas;
Botas de caça para caçador de espera.
.
O que falta é a faísca. Por que é que alguém há-de comprar umas botas novas? Por que é que alguém há-de pensar em mudar de marca? Por que é que alguém há-de sentir que precisa de progredir?"

Ao pensar em produzir botas de caça é preciso pensar no Jobs-As-Activities model - caçar javalis, ou tordos, ou patos e, caçar no final do Verão ou no pino do Inverno requer botas diferentes porque as situações são diferentes com contextos diferentes.

No entanto, não chega. Por que é que um caçador há-de mudar de marca de botas de caça? Aqui já entra o Jobs-As-Progress model:

"Jobs-As-Progress aims to answer several social phenomena such as:
.
What causes someone to purchase a product for the first time?
Why and how do consumers use markets to adapt in a changing world
Why and how do consumers shop (search for new products, services, and technologies)?
Why and how do consumers switch between products?
The Jobs-As-Progress model suggests (hypothesizes) that a consumer will look for, buy, and use a product for the first time when a discrepancy exists between how things are today and how they want them to be in the future"

 Deve haver aqui qualquer coisa.

O que falta é a faísca

Isto é tão bom:

"Every company is interested in why people buy their products, but rewind time a bit further and you’ll find even more fundamental insights.
.
Before someone goes buying, there’s a reason they go shopping.
.
There are usually a few events that lead to the desire — or demand — to shop. Something happens that trips the initial thought. There’s a spark. This is often when passive looking begins. You aren’t feeling the internal pressure to buy yet, but you’re starting to get curious. Then a second event happens. It could be soon after the first, or months later, but this one’s more serious. It lights a fire. You need to make progress. Now you’re actively shopping.
...
it turns out there were four common situations that triggered people
...
#1 “We can’t keep working like this.”
...
#2 “We can’t mess up like that again.”
...
#3 “This project isn’t getting off the ground.”
...
#4 “How am I going to pull this off?”"

As personas podem ser úteis para desenhar o produto para um tipo de cliente:

• Botas de caça para caçador de patos e narcejas;
• Botas de caça para caçador de espera.

O que falta é a faísca. Por que é que alguém há-de comprar umas botas novas? Por que é que alguém há-de pensar em mudar de marca? Por que é que alguém há-de sentir que precisa de progredir?

Trechos retirados de "The Why before the Why"

"Now we need to be focused on the state of the customer"

"In the Age of the Product, customer service ensured that the product lived up to its specifications. Everything after that was the customer’s responsibility, not the vendor’s. In the Age of the Customer, the bar has been raised. Now it is the outcome that must live up to the customer’s expectations, else it is the vendor who is left holding the bag.
...
First of all, we still need customer service. Products still break, implementations still go awry, and parts still wear out, and they all need to be attended to. The traditional CRM customer service model is admirably suited to the task. It is organized around a trouble ticket generating a case which is managed through to a resolution with the data captured in a knowledge base to better inform the next case.
...
What this system does not measure well is the customer side of the equation. In a B2C world we call this the customer experience. In a B2B world, the critical variable is the customer outcome. In both cases it is the reason the customer bought the product in the first place. The problem with this variable is that it is, well, so variable. Experiences and outcomes are in the eye of the beholder, and there can be as many as you have beholders—even more if some of your customer tend toward schizophrenia as they so often seem to do.
...
The point is, in the past we were focused on the state of the product. Now we need to be focused on the state of the customer. That means there is market both for programs that can help change state and for systems that can help maintain state."

Trechos retirados de "From Customer Service to Customer Success: Taking the Next Step"

"People buy products for one reason only"

This simple principle has changed the way I view product design: pic.twitter.com/HxNgZNgKFf

— Justin Jackson (@mijustin) April 26, 2017

"making customers better makes better customers"

Um texto que gostava que fosse lido por alguns empresários com que trabalhei ao longo dos anos e que tiveram muita dificuldade em abandonar o ADN pré-China. Tinham a estratégia preço tão bem entranhada e ela já lhes era tão instintiva que sentiram muita dificuldade na transição que tiveram de fazer para reordenar as suas empresas para um mundo onde não podiam ser os chineses europeus antes de haver China.

"making customers better makes better customers. While delighting customers and meeting their needs remain important, they’re not enough for a lifetime. Innovation must be seen as an investment in the human capital and capabilities of customers."

O primeiro pensamento que lhes vem à cabeça, a reacção instintiva, é a que critico no texto da subdirectora do DN em "TRETA!"

A tentação é continuar a aumentar o que fazemos, quando talvez haja tanto ou mais valor em acompanhar o "crescimento do cliente, a sua evolução, o seu progresso" (recordar o JTBD) e ir alterando/acrescentando oferta em função dessa evolução.