Ecossistemas de serviço

"As one zooms out from dyadic interactions and discreet transactions, the first thing noticed is that these dyadic interactions do not take place in isolation, but rather within networks of actors, of which the dyad is just a part. These networks can be seen at various levels of aggregation (e.g., macro, meso, micro). Structurally then, these networks reflect what S-D logic captures axiomatically in the resource-integration specification of Axiom 3 [All social and economic actors are resource integrators]. Likewise, they emphasize that the benefit (value) realized by a beneficiary (e.g., a “customer”) does not occur in isolation either, but rather through integration of the resources from many sources, [Moi ici: Recordar o objectivo de maximizar a criação de valor a nível do ecossistema, "The market is a goal collective"] thus best understood as holistic experiences (FP9/Axiom3 and FP10/Axiom4).[Value is always uniquely and phenomenologically determined by the beneficiary]
At first glance, it might appear that there is little new here, just the acknowledgement that service provision, value cocreation and value realization take place in networks, ... However, the S-D logic framework adds several key characteristics that are not in all cases typical of these network conceptualizations. Most obvious among these is that the connections represent service-for-service exchange, rather than just connections of resources, people, or product flows; thus, in S-D logic, network actors are linked by common, dynamic processes (service provision). Second, the actors are defined not only in terms of this service provision (resources applied for benefit) but also in terms of the resource-integration activities that the service exchange affords. Finally, the network has a purpose, not in the sense of collective intent but rather in the sense of individual survival/wellbeing, as a partial function of collective wellbeing."

Trecho retirado de "Service-dominant logic 2025"

Alterações na ISO 9001, para reflexão (parte II)

Recordar a parte I e "how are you doing".

"Consider, for instance, asking patients exiting the hospital if they have a better understanding and/or knowledge of how to prevent future health problems or if they believe they will be able to integrate their learning from a hospital stay into their daily lives to enhance their wellness. These questions are in stark contrast to those commonly asked in patient satisfaction surveys, dealing with perceptions of room cleanliness, courteous staff, tasty food, and even whether nurses, physicians, and other providers listened and were attentive to patients’ needs. An approach that begins to capture this distinction is the Coleman care transitions program. Patients being discharged from an inpatient facility cocreate a plan for their postdischarge care. A readiness assessment tool is used to assess value alignment between provider and patient."

Tantas oportunidades de melhoria, tantas oportunidades para fazer a diferença.
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Trecho retirado de "Evolving to a new service-dominant logic for health care"

Uma outra abordagem (parte VIII)

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

"With a service lens, what is the proper focus for strategic advantage?A service lens requires recasting goals from a constrained focus on the market
(such as making better products, selling things, and growing market share) to an unbounded focus on co-creating value by integrating resources for specific jobs-to-be-done.
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[Moi ici: O trecho que se segue é, verdadeiramente, poético e poderoso. Muda completamente o paradigma da história do "valor acrescentado". As empresas não acrescentam valor, as empresas podem propor valor, só os clientes criam valor. As empresas, os fornecedores, podem, quando muito, co-criar valor. A concentração não é no que se produz, mas no que os clientes perseguem, no resultado que procuram e valorizam] A service lens encourages a company to anchor strategic planning around “How might we help?” [Moi ici: Gostava de ser capaz de transmitir a beleza e o potencial desta mudança de perspectiva] before “What can we do?”"

Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte VI)

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

"Value always depends on the context in which a job is done because co-creation is inherently experiential. Value co-creation happens as customers integrate a unique set of resources through service provision to satisfy their distinct value priorities in getting a job done at particular times and locations. [Moi ici: Fazer a ponte para o SPIN selling]
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Value depends on context because customers have unique access to market, public, and private resources and unique personal knowledge and skills.
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Context also frames the demands and potential of resources used to get a job done. When, where, with whom, and on what a job is done alter the value priorities of a customer independent of any change in resources.
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Finally, value depends on context because each customer draws on their unique combination of experiences, culture, and mind to shape their value priorities and assign meaning to service received. In other words, customer involvement happens not only via the actions a customer takes to get a job done, but also by how they interpret and process information to define and assess value.
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As such, a deep understanding of context is a prerequisite to successfully competing with a service lens. To achieve this, companies must move from merely “monitoring” the customer environment to “connecting” with it.
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Context is neither fully within our control nor beyond our influence. Companies who see the market through a service lens, therefore, seek to shape how value is interpreted in distinct contexts, assist customers with accessing necessary resources within contexts, enable service delivery across varying contexts, and expand the potential of resources in specific environments."  

Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte V)

Parte I, parte II, parte III e parte IV.
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Quando no Sábado, em "Empresas, objectivos, clientes, satisfação e lucro" chamei a atenção para estas duas posturas face aos clientes:

"O objectivo das empresas é satisfazer clientes, como consequência podem, ter lucro"

E

"O objectivo das empresas é ter lucro, como estratégia devem satisfazer os clientes." 

Estava longe de relacionar isto com o artigo desta série de Vargo, Lusch e Bettencourt:

"A service lens shifts the role of marketing from being a value distributor to being a value enabler. The customer is no longer viewed as a “target” for value delivery, but rather as a “partner” who actively contributes to value creation." 

Uma outra abordagem (parte III)

Parte I e parte II (também podia ser a parte XVIII da série dos tectos de vidro)

"If one assumes that value is embedded in an offering and delivered to the customer, as goods-dominant logic does, then it makes sense to accept any and all customers who might benefit from that value. However, once one realizes that value is only realized through co-creation with a customer, then customer choice becomes critical to success. Success depends on matching the resources and capabilities of the firm and its service network (e.g., partners, suppliers, and employees) with the willingness and ability of a given segment of customers to be part of the service operation based on their expertise, desire for control, access to resources, risk-taking orientation, and the relative priority they place on the value advantages versus disadvantages of distinct service options. A proper match is a source of strategic advantage.
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While the customer always participates in value creation, the customer can have a more or less active role in the service provision itself.
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In an “enabling” service, the customer is a job (co-)executor who acts in conjunction with the firm to provide service to get a job done. In such instances, the customer is really a service partner to the firm because their knowledge and skills play a prominent role in success or failure."

Como não recordar "selection is key to the development of the experience"

E a sua empresa, escolhe os seus clientes? É conduzida pelo mercado, ou conduz o mercado?




Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte I)

Ontem de manhã cedo, durante uma caminhada, comecei a leitura de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.
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Depois, a meio da manhã tive uma reunião numa empresa e, para meu espanto, um dos temas coincidiu com uma das mensagens principais do artigo.
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A empresa produz hardware industrial. É uma especialista reconhecida a nível mundial e, apesar de todos os quadros experientes que tem ao seu serviço, todos diplomados por universidades, continua aprisionada a esta visão do negócio:

"The problem with customer centricity at most companies is that it is grounded in an old enterprise ormanufacturing pattern of thought—what has been referred to as a goods-dominant logic. This outdated logic regards what the firm produces as the proper focal point for creating value."

Interessante como a tradição pode levar uma empresa inovadora a rejeitar convites de clientes concretos, para dar o salto para o futuro:

"In contrast, a service lens regards the proper focus for value creation as helping customers to get one or more jobs done (i.e., accomplish a goal or resolve a problem). This reorientation enables firms to pose truly customer-centric questions grounded in value creation."

 Interessante como a pessoa que mais apreciou o desafio dos clientes foi alguém que está menos integrado no sistema de concepção, desenvlvimento e produção do hardware:

"Business leaders, product engineers, and marketing professionals who
focus on how things are currently being done place constraints on their thinking. They define markets in terms of the output they provide; thus, they are unable to see the business growth possibilities that come with a service lens. This is why so many disruptive innovations - such as zero-turn radius lawn tractors, car sharing services, and retail health clinics - are created by firms that are outside traditionally defined industry boundaries or by the customers themselves."

O meu desafio?
Há uns anos não seria um desafio pois só trabalhava para empresas que sabiam que tinham um problema, ou oportunidade, e me contactavam, para os ajudar. Hoje, já procuro convencer empresas que têm um problema, ou oportunidade, e ainda não se aperceberam, a dar um passo no desconhecido.
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Continua.

"The shift in focus"

Não resisto a sublinhar aqui, uma série de citações que encontrei em "Why “service”?" de Stephen L. Vargo e Robert F. Lusch, publicado no J. of the Acad. Mark. Sci. (2008) 36:25–38:

"“The great economic law is this: Services are exchanged for services....It is trivial, very common place; it is, nonetheless, the beginning, the middle, and the end of economic science.”
...
“I must give myself some credit for switching to the service logic. It forces us to shift our attention: from production to utilization, from product to process, from transaction to relationship.”
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Customers do not buy goods or services: they buy offerings which render services which create value.... The traditional division between goods and services is long outdated. It is not a matter of redefining services and seeing them from a customer perspective; activities render services, things render services. The shift in focus to services is a shift from the means and the producer perspective to the utilization and the customer perspective."

"A competência crucial passa a ser a de organizar a criação de valor"

Continuado daqui.

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O capítulo "Strategic thinking" continua com base nesta figura:

Uma figura que resume bem uma abordagem possível para a estratégia das organizações. Antes da figura vem a introspecção, vem a reflexão sobre quem somos, como empresa, em que nos distinguimos, qual é o nosso ADN, em que paisagem competitiva estamos ou queremos estar. Depois, vem a identificação dos clientes-alvo e do ecossistema da procura

"value is always cocreated in exchange and in the use and integration of what is exchanged. This view proposes that multiple stakeholders contribute to the value-creation process by integrating and applying resources to create value for themselves and for others.
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The exchange of service is not confined to an actor-to-actor (A2A) dyad.
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The actors are linked by value propositions, which are essentially invitations to participate in a particular value cocreation process. The service ecosystem mainly functions to enable actors to integrate and apply their resources and the resources of others (accessed through exchange) to improve its own viability as a system"

Desenhado o ecossistema com os vários actores e as suas motivações intrínsecas, o passo seguinte passa por equacionar como pôr os vários intervenientes-chave a colaborarem numa relação ganhar-ganhar-ganhar, para densificar as relações entre eles.

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O passo seguinte é a formulação das propostas de valor que poderão atrair os vários intervenientes-chave para a relação.
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Depois, desenhar o ecossistema a funcionar no futuro desejado e trabalhar para configurar o mercado nesse sentido.
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Recordar:

• Os mercados como configurações (parte I, parte II e parte III)
• Arquitecto de paisagens competitivas (parte I, parte II, parte III e parte IV)

"A competência crucial passa a ser a de organizar a criação de valor."

Frase de "Reframing Business - When the Map Changes the Landscape" de Richard Normann.

Scripting markets

Um último capítulo que sublinho de "Service-Dominant Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo é "Strategic thinking".

"what actors can do to shape their destiny.
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the application of S-D logic have to do with innovation and market creation,
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"What can I see from an S-D logic perspective that I cannot see from a G-D logic perspective in terms of opportunities for combining and applying available resources to offer value propositions for some other actor?" Arguably, then, the most important endeavor is to step back and examine the landscape. [Moi ici: Desenhar o ecossistema da procura, identificar os diferentes actores que intervêm e como interagem entre si e o que é que cada um procura e valoriza]
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value creation involves the integration of multiple resources by multiple actors simultaneously or as part of an integrative process, in the context of structures.
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rather than focusing on adapting to their environments and responding to market changes, enterprises can influence change themselves, including institutional change.
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Innovation, then, is not so much a matter of inventing new things as it is identifying opportunities to deinstitutionalize and reinstitutionalize practices. [Moi ici: Quando se recua e se olha para o panorama, para a paisagem, para as redes de interacção entre os diversos actores, para o funcionamento do ecossistema actual e se equacionam funcionamentos alternativos com vantagem para os beneficiários últimos do serviço]
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focusing on dynamic market interactions and moving from the perspective of the value chain to that of the value network, or service ecosystem.
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Because value is always cocreated in service ecosystems, enterprise strategies focus on proposing value throughout the ecosystem, rather than adding value through a sequence of events. Also, the enterprise is not so much viewed as choosing from fixed alternatives but rather as designing its future. When this is done, the enterprise is less focused on trying to predict a future than configuring and integrating resources to control its future."

Trechos bem na linha de:

• "Não é armadilhar, é criar harmonia, é construir uma sinfonia...";
• "Os mercados como configurações (parte III)" e parte I;
• "Accepting an Existing Choice as Immutable";
• "Desenhar um novo mercado!!!"

É um modo diferente de pensar, e não é preciso ser multinacional com uns bolsos muito fundos para configurar um mercado. Pelo contrário, normalmente essas entidades estão adaptadas ao mercado, às instituições existentes, por isso, e muito mais provável que seja um "outsider", uma PME, a olhar para a realidade actual, desconstruí-la e imaginá-la sob um outro prisma.

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Qual a principal dificuldade?

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Mental, o modelo mental, o mindset. É preciso um forte locus de controlo no interior

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Continua.

Ética como mais um truque vs a service-dominat logic

O trecho que se segue, foi retirado do artigo de ontem no JdN, "O vendedor português é mais alemão do que sul-europeu"

"A crise mudou a forma como se vende?Temos de ser franco-atiradores selectivos. Até há cinco anos tínhamos um canhão com grande calibre e uma parede com muitos clientes. Qualquer tonto disparava e conseguia alguma venda porque havia muita procura, boas margens e as pessoas pagavam. De repente começaram a não pagar, há menos financiamento, menos orçamento das empresas, mais penúria financeira nas famílias. Trocou-se o canhão por um fuzil de franco-atirador com três balas: 'agora prepara-te e dispara'. Passámos para uma especialização maior porque a empresa não quer qualquer cliente. Há mais trabalho no escritório para que na rua seja mais efectivo. Com sistemas de controlo, aplicações móveis, controlo de presença aos vendedores, análises de risco do cliente para saber quem devo ou não visitar. E o vendedor, cada vez mais consultor e menos agressivo, deve gerir bem o tempo, saber quem atacar e não disparar à queima-roupa."

Quem segue este blogue sabe que convido as empresas a:

• não quererem servir todo o tipo de clientes;
• a seleccionarem os seus clientes-alvo;
• a adoptarem a postura do consultor de comprar em detrimento da postura do vendedor.

No entanto, não é isso que quero salientar neste trecho...

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O que sublinho é a linguagem utilizada... a mudança da empresa não assenta numa mudança de mentalidade, assenta sim numa táctica. Um pouco o que encontro hoje em "Daniel Bessa: A ética pode ser um factor de competitividade":

"A experiência de Daniel Bessa diz-lhe que as empresas têm vindo a adoptar, de forma crescente, procedimentos éticos. Uma das razões é o facto de ter retorno, pois pode ser um factor de competitividade"

É o mesmo erro... não se deve adoptar uma abordagem ética porque gera retorno e pode ser um factor de competitividade. Deve adoptar-se uma abordagem ética porque sim, está antes de considerações de vantagem competitiva.
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No último livro de Vargo e Lusch "Service-Dominant Logic: Premises, Perspectives, Possibilities" encontro um texto que expõe muito melhor a situação:

"Foundational premise 8: a service-centered view is inherently customer oriented and relational .
A logical derivation from axiom 2, that the customer is always a cocreator of value, is the eighth foundational premise: a service-centered view is inherently customer oriented and relational. The concepts of customer orientation and relationship marketing have become mainstream topics in the patched up G-D marketing management model. However, they became mainstream concepts not because the traditional G-D logic model is inherently customer and relationally focused but rather because it treats the customer as exogenous to the enterprise's value-creation efforts; therefore, the enterprise must be instructed to be customer oriented. Likewise, G-D logic is focused on transactional exchange and thus enterprises have to be encouraged to take a "relational," long-term, customer perspective. This long-term perspective has been facilitated by the development of various customer relationship management (CRM) software and is often used to estimate customer lifetime value (CLV). [Moi ici: Os tais estudos prévios referidos no primeiro texto] Importantly and unfortunately, the CRM and CLV approach to customer and relationship management continues the G-D logic approach by treating the beneficiary actor as an operand resource. The CRM and CLV technologies move the enterprise away from singular transactions to multiple transactions over time, in order to profit from the lifetime value of a customer. Importantly, the result is a "patch" to the shortfalls and limitations of G-D logic, rather than an inherently relational and customer (re)orientation.
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An S-D logic perspective on relationship is grounded in value cocreation by actors instead of the G-D logic, output-producing orientation, in which value is assumed to be added and embedded in the production (and distribution/marketing) of the output. Value is seen as emerging and unfolding overtime, rather than as a discrete, production-consumption event. This unfolding, cocreational (directly or through goods) nature of value is relational in the sense that the activities of exchange actors as well as those of other actors interactively and interdependently combine, over time, to cocreate value. From the S-D logic perspective, relationship is not optional. Cocreation of value and service exchange implies a complex web of value-creating relationships."

Ética como mais um truque, como algo que agora faz sentido porque... não!

"Resources are not, they become"

Uma nota interessante retirada da leitura de  "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

"to adopt the view of not what resources are, but rather what they become. This is the essential nature of resources, and so we define them as anything, tangible or intangible, internal or external, operand or operant, that the actor can draw on for increased viability.
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"Resources are not, they become." [Moi ici: Pensei logo nos licenciados desempregados deste país] This is a simple but profound statement and central to understanding the nature of the service-centered view. At the foundation of its meaning is recognizing that some actors' skills and knowledge determine "resourceness." Resourceness reflects the quality and realization of potential resources, through the process of human appraisal and action, which then transforms potential resources into realized resources."

"where value emerges for customers and is perceived by them"

"Nowhere is the idea that enterprises make and deliver value more evident than in the concept of "value added." Value added has been a ter used to describe the process of firms transforming matter to change its form, and its time, place, and possession. Predictably, these transformations require effort and thus costs, and these costs  became labeled "value added" and often identified as a source of "utility." However, offerings (tangible or intangible) are not embedded with value (valu-in-exchange) or utility but rather value occurs when the offering is used.
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Accountants might believe that an unsold good has value but this is economic value; value creation from an actor-centric and service-dominant vantage point is only possible when market and other offerings are used - that is, when they contribute to the well-being of some actor in the context of his or her life.
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With G - D logic, the value is embedded during production and distribution/marketing without the involvement of the actor who will become the beneficiary of the enterprise's offering. Early scholars in the area of services marketing succinctly identified the problem with G - D logic. For example, Gumesson argued: "if the consumer is the focal point of marketing, value creation is only possible when a good or service is consumed. An unsold good has no value, and a service provider without customers cannot produce anything." Similarly, Groonroos stated:
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Value for customers is created throughout the relationship  by the customer, partly in interactions between the customer and the supplier or service provider. The focus is not on products but on the customers' value-creating processes where value emerges for customers and is perceived by them ... the focus of marketing is value creation rather than value distribution, and facilitation and support of value-creating processes rather than simply distributing ready-made value to customers."

Trecho retirado de "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

"efficiency without effectiveness is inherently inefficient"

Ontem, ao final da tarde fui fazer uma caminhada de 8km por meio dos futuros campos de milho. Agora, os lavradores andam a roçar as ervas e a colocar a bosta em montes no extremo dos campos.
Assim, enquanto caminhava e ia ouvindo, ao longe, o motor dos tractores e o canto do cuco, ia lendo o último livro de Vargo e Lusch, "Service-Dominant Logic: Prenises, Perspectives, Possibilities". Ao ler as linhas que se seguem... não pude deixar de sorrir, não pude deixar de recordar tanta incompreensão, tanto fanatismo pelo eficientismo... como é que o que se segue é tão difícil de entender e de quebrar o modelo mental dominante?

"goods could be produced "separate" from the consumer and thus standardized and controlled for greater manufacturing efficiency. Their ability to be standardized (homogenized) also contributed to production efficiency through economies of scale. Anything that deviated from these ideal characteristics decreased production efficiency and was regarded as a problem to be overcome. Not surprisingly, organizations in the "services" business tried to make their offerings more tangible and homogeneous and to produce as many of them as possible to create superior efficiency.
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S-D logic shifts the focus from the production of outputs to the cocreation of benefits with and for the customer - that is, from efficiency to effectiveness. [Moi ici: Recordar o que aqui temos escrito, desde o tempo em que havia dinossauros, sobre o tema nos marcadores eficiência, eficácia e eficientismo] When viewed from the perspective of customer value creation, the supposedly negative qualities of services become the realities, if not the ideals or benefits, to be sought. Value is itself intangible and often a function of intangible aspects of the value proposition (e.g., brand, meaning, comfort-in-use). It is idiosyncratic and always involves some degree of customer interaction, within a dynamic context, and thus is inseparable, heterogeneous, and perishable. None of this shift in perspective should suggest that efficiency is not important. A hallmark of S-D logic is service-for-service exchange, rather than the creation and distribution of value, and the actor-to-actor (A2A) perspective argues that the value-creation process must work for the firm as well, often from the acquisition of surplus service (e.g., money) to efficient operations. But efficiency without effectiveness is inherently inefficient: Without effectiveness, there is no basis for service-for-service exchange, and, as such, the efficiency issue is meaningless. The "service" in S-D logic buttresses and emphasizes benefit and, thus, the superordinate nature of effectiveness with a constraint of relative efficiency ."

O Valor é co-criado e contextual

"value is not only a function of the resources the firm exchanges with another actor but also a function of how this actor integrates other resources with this resource offering. The best that a firm can do is to provide a value proposition, followed by the application of its resources, through service, in a manner that makes integration of the offering possible, if the proposition is accepted.
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Value-in-context suggests that value is not only always cocreated; it is contingent on the integration of other resources and actors and thus is contextually specific.
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value creation needs to be viewed in the context of social systems in which value is created and evaluated, idiosyncratically.
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the strategic advantage of a firm can be recast from a logic that focuses on making better products to increase market share in existing markets to one of redefining existing markets for strategic advantage or defining and thus creating new markets."

Quem ainda pensa que o negócio são as coisas que fabrica ou os espaços que disponibiliza... está tão longe do futuro.


Trechos retirados de "Service_Dominant Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

Prisioneiros do muros altos que ergueram.

Ontem comecei a leitura de "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.
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No primeiro capítulo li:

"Institutionalization refers to the shared acceptance of concepts, meanings, and normative behaviors - it allows coordination by providing rules of the game. It also allows human actors to "think," communicate, and act without taxing their limited calculative capacity. A dominant logic is a set of related, institutionalized conceptualizations concerning some activity or object - in the case of G-D logic, economic exchange.
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Performativity relates to acting in accordance with an institutionalized logic and thus implies at least a partial self-fulfillment."

À noite, encontrei este texto "Crowdsourcing fashion".
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O que quero realçar é algo que Niraj Dawar não se cansou de chamar a atenção em "Tilt: Shifting Your Strategy from Products to Customers".
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Segundo Vargo e Lusch:

"Importantly, institutions are almost always ignored in traditional approaches to firm strategy. However, it is one of the most crucial determinants of a firm being able to design and reconfigure markets and its future. For customers, the firm needs to know if there are institutions required for a new solution (service) to be successful, and, if there are whether these institutions are in place, and whether any institutions need to be desintitutionalized."

Segundo Niraj Dawar, como referimos em "Para reflexão" quem aposta em alterar as instituições em curso e re-institucionalizar outro modelo, quem re-escreve o mercado, tem uma vantagem tremenda sobre os concorrentes, eles continuam agarrados ao modelo mental anterior, prisioneiros do muros altos que ergueram.

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Por isso, foi com um sorriso cúmplice que li em "Crowdsourcing fashion":

"Finally there is the issue of how easy it would be to copy this model. To date, existing brands have not.
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“We benefit a little bit from how old this industry is. A lot of fashion companies are used to working a certain way, and either they’re too wedded to the traditional retail model – they can’t walk away from hundreds and hundreds of stores, that’s too scary – or they just don’t get it. They say, ‘No, we’ve always done business this way, why would we change?’”"

Babel e a Heterogeneidade

A Torre de Babel, para mim, é um símbolo, uma metáfora, dos homens loucos que ao abrigo de um "ismo" salvador querem uniformizar o mundo.
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A Torre de Babel, para mim, é também um símbolo da superioridade de Mongo, um mundo de diversidade, sobre Magnitograd, um mundo de normalização obsessiva e castradora.
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Em 2008, em "O perigo da cristalização" expliquei porque achava que o mundo da Qualidade estava a perder a relevância conseguida nos anos 80 e 90 do século passado, ficou preso ao bezerro dourado da normalização. Porquê? Por que a normalização aumenta a eficiência.
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"A minha evolução" abriu-me os olhos para uma realidade alternativa, uma que não ganha as capas dos jornais, nem o tempo de antena nos "prime-time".
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Assim, é com um gozo tremendo que encontro este texto sobre a vantagem da heterogeneidade, sobre a vantagem da diversidade, sobre a vantagem da eficácia, no artigo "The Four Service Marketing Myths" de Vargo & Lusch:

"The focus of the characteristic of heterogeneity is standardization....historically, goods production has been characterized as heterogeneous. Preindustrial cottage industries typically produced nonstandardized output. Standardization, or more precisely the goal of standardized output, is an outgrowth of more recent mass production, not an inherent characteristic of tangible output, and  even after 150 years of implementation, it remains a manufacturing goal, not a reality....The critical issue in the perception of relative homogeneity and heterogeneity is who is making the judgment. Fundamentally, standardization is concerned with quality, but this association between homogeneity and quality is relatively new and is a manufacturer-centered association, motivated primarily by the advantages in efficiency afforded by standardization in the move toward mass production that characterized the Industrial Revolution. In short, standardization is more efficient from the manufacture’s perspective and thus has (had) become the standard of quality. .
From the consumer’s perspective, however, the issue is different. Homogeneity in production often results in heterogeneous judgments of quality by individual consumers, if not whole markets....Quite often, we deal with this heterogeneity with respect to demand by offering an assortment of standardized offerings to serve “relatively” homogeneous groups, that is, segments. On the other hand, what is often referred to as the heterogeneous nature of services is often seen as more harmonious with the individualized, dynamic demand of the consumer. That is, nonstandardization on a priori grounds may allow customization that is more responsive to demand. From a marketing perspective, nonstandardization (i.e., customization) is the normative goal..The inverted implications. Service scholars have rather easily accepted the idea that services have a disadvantage in relation to goods because they cannot be standardized as easily as goods. Thus, the normative prescription is that service providers must work particularly hard to find ways to increase standardization. As noted, in reality, the situation may be the exact opposite. Although standardization may provide for manufacturing efficiency, this efficiency comes at the expense of marketing effectiveness. The normative prescription of the consumer orientation screams heterogeneity. Thus, it is standardized tangible goods that may be at a disadvantage, rather than services....
Rather than trying to make service more goods-like through internal standardization, service managers should capitalize on the flexibility of service provision, and manufacturers should strive to make their goods more service-like through the customized provision of output that meets the heterogeneous standards of consumers....
from a marketing perspective, heterogeneous offerings are the normative goal regardless of whether the core offering is relatively tangible or intangible."

Mongo é o futuro, onde we are all weird. Mongo é o mundo DIY:

Eficácia vs Eficiência

Há anos que defendo aqui no blogue a superioridade da eficácia sobre a eficiência, a superioridade do valor (no numerador da equação da produtividade) sobre os custos (no denominador da equação da produtividade).
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Assim, foi com um sorriso que encontrei este diapositivo na apresentação de Steve Vargo e Robert Lusch "Service-Dominant Logic: An Evolution or Revolution in Marketing Theory and Practice?"

Será que a "malta" da Qualidade consegue transitar do modelo mental da "NORMALIZAÇÃO" e do QCD para o mundo da variedade... para o mundo de Mongo?

Service-dominant logic (parte II)

Continuado daqui.
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Ontem, durante a viagem de ida e volta ao Porto via CP, devorei este interessante artigo "On value and value co-creation: A service systems and service logic perspective" de Stephen L. Vargo, Paul P. Maglio e Melissa Archpru Akaka, publicado em 2008 pelo European Management Journal.
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Há aqui material que seguramente vai influenciar a forma como eu percepciono o fenómeno da criação de valor.
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"The creation of value is the core purpose and central process of economic exchange. Traditional models of value creation focus on the firm’s output and price. We present an alternative perspective, one representing the intersection of two growing streams of thought, service science and service-dominant (S-D) logic. We take the view that (1) service, the application of competences (such as knowledge and skills) by one party for the benefit of another, is the underlying basis of exchange; (Moi ici: Muita gente e muitas empresas precisam de meter este ponto na cabeça, em vez de quererem vender coisas tangíveis, "operand resources", procurem vender "operant resources", intangíveis, conhecimento e habilidade)(2) the proper unit of analysis for service-for-service exchange is the service system, which is a configuration of resources (including people, information, and technology) connected to other systems by value propositions; and (3) service science is the study of service systems and of the cocreation of value within complex configurations of resources. We argue that value is fundamentally derived and determined in use – the integration and application of resources in a specific context – rather than in exchange – embedded in firm output and captured by price. Service systems interact through mutual service exchange relationships, improving the adaptability and survivability of all service systems engaged in exchange, by allowing integration of resources that are mutually beneficial." (Moi ici: Desde Adam Smith que valor é visto como o que é embutido num produto durante a sua produção, conceito usado por Marx, o trabalho do operário é que é a fonte do valor)
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"The alternative view, service-dominant (S-D) logic, is tied to the value-in-use meaning of value. In S-D logic, the roles of producers and consumers are not distinct, meaning that value is always co-created, jointly and reciprocally, in interactions among providers and beneficiaries through the integration of resources and application of competences.
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according to S-D logic, the automobile is only an input into the value creation that occurs as a customer uses it (in transportation, self-identity, etc.) and integrates it with other resources." (Moi ici: Ontem, na parte I, dei por mim a escrever, de forma simplificada, um papel do marketing... levar o cliente a valorizar ainda mais o resultado da experiência de uso do produto/serviço)
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"The S-D logic view of exchange fundamentally challenges the foundation of economics,though in a real sense, it recaptures Smith’s (1776) original notions of applied, specialized knowledge and skills (service) and value-in-use (real value) as primary. As noted, in the G-D logic view, the purpose of economic exchange is to make and distribute things to be sold. A firm’s production process, which may include resources from other firms, embeds value or utility into a good, and the value of the good is represented by the market price or what the consumer is willing to pay. From this perspective, maximum efficiency – and maximum profit – is achieved by standardization and economies of scale. (Moi ici: Assim, posso considerar que o pecado original, o que cega e impede a visualização do que é a criação de valor, e o papel da eficácia e da identificação dos clientes-alvo é a crença de que o valor é embutido no produto/serviço pelo fabricante/prestador)
The S-D logic view is that all exchange is based on service, and that ‘‘when goods are involved, they are tools for the delivery and application of resources’’. That is, goods are service-delivery vehicles. In S-D logic, knowledge and skills are key resources for competitive advantage. The crux of the contrast between service-dominant and goods-dominant logic lies in the basis of exchange. S-D logic focuses on the action of operant resources (those that act upon other resources), such as knowledge and skills, whereas G-D logic focuses on the exchange of operand resources (those that an act or operation is performed on, such as goods). For S-D logic, value results from the beneficial application of operant resources, which are sometimes transmitted through operand resources or goods. Thus, from this view, value is co-created through the combined efforts of firms, employees, customers, stockholders, government agencies, and other entities related to any given exchange, but is always determined by the beneficiary (e.g., customer).
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The S-D logic notion of value co-creation suggests that ‘‘there is no value until an offering is used – experience and perception are essential to value determination’’"
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Esta tabela sintetiza as diferenças entre as duas lógicas:

A FP1 vai ao encontro do que costumo dizer aos empresários do calçado "façam do sapato o artifício para o início de uma relação."

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Traduzo a FP4 como: o produto/serviço é a base, é a tela, os operand resources. Quanto mais camadas de operant resources (conhecimento, capacidades, habilidades, truques, experiência) conseguir aplicar sobre a tela, mais complexo e com mais potencial de diferenciação fica o que colocamos no mercado, maior o potencial para amplificar o valor que o cliente vai sentir e atribuir com a experiência do uso.

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Quanto mais FP4 for verdade mais FP5 é a consequência lógica e inexorável... como no exemplo da BMW.

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A FP7 é fundamental... e neste model, S-D logic,o faz todo o sentido o que tenho desenvolvido ao longo dos anos... a concentração na identificação dos clientes-alvo, a identificação das experiências que procuram e valorizam e, daí, desenhar a proposta de valor... all makes much sense now, sobretudo a filosofia que une os conceitos.

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A FP10 está implícita em todas as anteriores mas é bom que esteja assim clara, para que mais gente a interiorize.

Continua.

Service-dominant logic (parte I)

Há anos que procurava um filão destes.
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A minha formação de base é engenharia. Praticamente tudo o que desenvolvo com as empresas no campo da estratégia resulta do meu estudo, da minha reflexão e da experiência que vou vivendo com as empresas.
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Sinto que existe uma grande lacuna entre o que vou construindo como sendo o meu arsenal de ferramentas, de abordagens e de perspectivas da realidade e o que a academia me oferece.
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A realidade de trabalhar com as empresas é implacável, as experiências têm de resultar, o que não resulta é rapidamente eliminado ou retrabalhado.
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Assim, há anos que descobri a importância do valor para o sucesso das empresas. Não o valor na concepção marxiana, como sendo algo embutido nos produtos, durante a produção, pelo fornecedor, mas o valor gerado na mente do cliente. Valor como algo de subjectivo e diferente de cliente para cliente.
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Para reduzir a variabilidade na interpretação do que é valor, o passo seguinte, levou-me a descobrir a importância do conceito de cliente-alvo e daí chegar ao conceito de proposta de valor.
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Mas a sede de perceber melhor o que é isso de valor, como é que ele é originado, capturado e extraído, nunca se extingue, está sempre presente, é sempre testada assim que trabalhamos com um cliente.
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Foi com uma grande satisfação que descobri um filão interessante que desconhecia e há muito tempo procurava. Aconselho a leitura de "Evolving to a New Dominant Logic for Marketing" de Stephen L. Vargo & Robert F. Lusch, publicado no Journal of Marketing em Janeiro de 2004.
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Segundo os autores, os fornecedores produzem plataformas que os clientes podem usar para criar valor na sua vida. E só os clientes podem criar valor, por isso, os fornecedores apenas podem apresentar propostas de valor. O que os clientes compram é a capacidade de prestação de serviços que criam valor.
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Alguns recortes do artigo
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"marketing has moved from a goods-dominant view, in which tangible output and discrete transactions were central, to a service-dominant view, in which intangibility, exchange processes, and relationships are central.” (Moi ici: Fugir dos atributos do produto ou serviço, para nos concentrarmos na experiência que o cliente vai experienciar)
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“we define services as the application of specialized competences (knowledge and skills) through deeds, processes, and performances for the benefit of another entity or the entity itself.”
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“define operand resources as resources on which an operation or act is performed to produce an effect, and they compare operand resources with operant resources, which are employed to act on operand resources (and other operant recourses).” (Moi ici: Quanto mais intangibilidade as empresas incorporam na oferta, mais "operant resources" actuam e transforma outros operant resources que por sua vez transformam operand resources)
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“A goods-centered dominant logic developed in which the operand resources were considered primary.” (Moi ici: Está obsoleta esta lógica dominante. No entanto, a academia, os políticos e os economistas continuam mergulhados nela. Por isso só conhecem a alavanca do preço)
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“Operant resources are resources that produce effects”
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““it is never resources themselves that are the ‘inputs’ to the production process, but only the services that the resources can render.”
Operant resources are often invisible and intangible; often they are core competences or organizational processes.”
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“The service-centered dominant logic perceives operant resources as primary, because they are the producers of effects. This shift in the primacy of resources has implications for how exchange processes, markets, and customers are perceived and approached.”
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“The service-centered view of marketing implies that marketing is a continuous series of social and economic processes that is largely focused on operant resources with which the firm is constantly striving to make better value propositions than its competitors. In a free enterprise system, the firm primarily knows whether it is making better value propositions from the feedback it receives from the marketplace in terms of firm financial performance.
Because firms can always do better at serving customers and improving financial performance, the service-centered view of marketing perceives marketing as a continuous learning process (directed at improving operant resources). The service-centered view can be stated as follows:

• 1. Identify or develop core competences, the fundamental knowledge and skills of an economic entity that represent potential competitive advantage.
• 2. Identify other entities (potential customers) that could benefit from these competences. (Moi ici: Quem são os clientes-alvo?)
• 3. Cultivate relationships that involve the customers in developing customized, competitively compelling value propositions to meet specific needs. (Moi ici: Qual o mosaico de actividades e recursos e infraestruturas que vai gerar a proposta de valor para os clientes-alvo?)
• 4. Gauge marketplace feedback by analyzing financial performance from exchange to learn how to improve the firm’s offering to customers and improve firm performance.”

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“Core competences are not physical assets but intangible processes; they are “bundles of skills and technologies””
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““the competitive advantage of firms stems from dynamic capabilities rooted in high performance routines operating inside the firm, embedded in the firm’s processes, and conditioned by its history.” Hamel and Prahalad discuss “competition for competence,” or competitive advantage resulting from competence making a “disproportionate contribution to customer-perceived value.””
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““core competence is communication, involvement, and a deep commitment to working across organizational boundaries.” In addition, they state (Hamel and Prahalad) that core competences are “collective learning in the organization, especially [about] how to coordinate diverse production skills.””
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“The service-centered view of marketing is customercentric and market driven (Moi ici: Concentrar tudo no serviço aos clientes-alvo). This means more than simply being consumer oriented; it means collaborating with and learning from customers and being adaptive to their individual and dynamic needs. A service-centered dominant logic implies that value is defined by and cocreated with the consumer rather than embedded in output. Haeckel (1999) observes successful firms moving from practicing a “make-and-sell” strategy to a “sense-and-respond” strategy. Day (1999, p. 70) argues for thinking in terms of self-reinforcing “value cycles” rather than linear value chains. In the servicecentered view of marketing, firms are in a process of continual hypothesis generation and testing. Outcomes (e.g., financial) are not something to be maximized but something to learn from as firms try to serve customers better and improve their performance.”"
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Continua