Acerca de valor para o cliente (parte VII)

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

"Focus on relationships.
When facing notions like interaction and integration, it becomes obvious that relationships play an important role within value creation, ... Both interaction and integration can be considered a means to the end, which is relational value. This is due to the important role of interactions in facilitating relationships.  ...  Relationships are a source of value, but they also provide companies with a good understanding of the customer and his/her needs. A multitude of studies have connected relationships with the customers’ willingness to provide information ... Hence, more accurate information can be gained concerning what customers value considering their life and experiences. Therefore, we propose that the relevance of relationships can also be considered as an important part in fitting the companies actions and offers to the customer’s life, stressed by the C-D logic."

Por isso, recusei:

 "Quem não aposta no "cheaper" e no "cost", aposta na interacção, aposta na co-criação, aposta noutro mindset... eu diria, "Every visit customers have to make are an opportunity for interaction and co-creation"
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Nunca esquecer, Golias pode apostar e ganhar com a automação porque está no seu ADN; contudo, David não tem qualquer vantagem em seguir esse caminho, tem muito mais a perder do que os euros que poupa."

Como diz um empresário com que estou a trabalhar: Vai-te ganho que me trazes perda!!!

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte VI)

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

"Integration.
Closely connected to, but still distinct from, interactions as source of CV is the integration of resources. This includes the integration of the customers’ resources which refers to providing customers with the opportunity to participate within the companies processes. Integrating the resources of customers and companies is treated as prerequisite for interactions.
...
“An inherent aspect of inter- action is connectivity”, i.e., the parties involved are in some contact with each other. With the term ‘connectivity’, the authors emphasize the integration of the companies’ and the customers’ resources. The importance of the integration of the companies’ and customers’ resources in the value creation process is strongly emphasized by the S-D logic.
...
customer processes which are not controlled by a company are considered as a highly relevant part within value creation. Hence, the challenge that needs to be addressed is discovering the underlying issues which cannot be easily recognized by a company. When the customer’s life is brought into the focus of value creation, an in-depth knowledge of the customer becomes necessary.
...
One way to gain this depth of understanding of the customer is integrating customers into the company’s processes. The aim of integration may therefore not only be the creation of interactions, but also the achievement of profound customer insights that go beyond insights gained by traditional marketing research methods. Hence, integration can also be considered a way for getting deep customer insights regarding what the C-D logic describes as ‘value-in-life’.
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We conclude by stating that the benefits of customer integration are twofold. On the one hand, interactions are generated, which in turn, are considered a source of CV. On the other hand, it has the ability to generate in-depth knowledge of the customer, which may provide insights regarding value-in-life considerations and, as a result, for aligning future company actions."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte V)

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

"Interaction [Moi ici: Uma palavra muito usada neste blogue, essencial para a co-criação].The recent literature concerning the S-D logic and value-in- use places a special emphasis on company-customer interactions as source of CV. Although interactions have already been acknowledged as source of value by other frameworks, the notion is further enhanced. Emphasizing interactions as a crucial concept from a S-D logic perspective, Grönroos and Ravald define interactions as “[...] a mutual or reciprocal action where two or more parties have an effect upon each other”. On this basis, it is argued that through interactive processes, companies can get actively involved in creating experiential value. Other contributions confirm this by seeing interactions as having the ability to promote experiential and phenomenological value..Similarly, scholars assess that interactions provide the basis for forming the customers’ preferences. The importance of the company-customer interaction is underlined by the ability to facilitate value and to influence CV perceptions. As a result, it is broadly accepted that the customers’ creation of value is catalyzed through interactions. Although the difference between services and goods environments is still discussed, it appears that interactions being especially important in a service-context is an accepted concept. From the companies’ perspective, this is due to the multitude of opportunities for co-creating value with the customer when acting within the customer’s sphere..One other issue that comes into play is the superior ability to sense the customers’ needs within interactions. Although interactions per se are especially considered by the S-D logic, they may also provide a source of in-depth knowledge about the customer and his/her life, which is rather emphasized by the C-D logic."

Um exemplo recente, fabricante de máquinas nacional visita potencial cliente e observa o tempo que demora a desmontar parte de máquina para limpeza, antes de poder avançar para a cor seguinte. Logo ali, propõe solução que transforma o tempo de limpeza de cerca de 20% do tempo disponível para operar em menos de 5%. A máquina que vai fabricar fará o mesmo serviço que a outra, mas demorará menos tempo a ser preparada para a produção seguinte, aumentando a produtividade do cliente.

Tudo porque foi visitar o cliente e a interacção permitiu "in-depth knowledge about the customer and his/her life".

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte IV)

Parte I, parte II e parte III.

"Experience-based facet.
Contrary to the experiential and phenomenological nature, the facet of CV that we term ‘experience-based’ refers to the past experiences of customers. ... the starting point is the customer’s reality and life”. Value is therefore regarded as part of the dynamically-constructed and multi-framed reality of each customer. Although earlier contributions also recognized similar aspects, the focus on the customer’s history, and thus, the experience- based nature of CV was especially emphasized by the C- D logic. In this light, value is termed ‘value-in-life’, which better explains the holistic view of the customer’s life than value-in-context. With this focus on the internal context, it is emphasized that value formation is extended beyond the interactive processes and the visibility of companies and includes the customer’s mental processes, resulting in an increase in complexity as now the customer’s history is also considered.
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A facet of the experience-based nature of value is its dynamic aspect, which expresses the constantly changing and adapting evaluations of what customer’s value."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte III)

Parte I e parte II.

"Context-specific facet.
Following the notion of multiple relationships, the literature acknowledges the important role of the customer’s external and social context in the assessment of CV [Customer Value]. In doing so, the idea of the customer, just like the company, being embedded in a system of other actors is expressed. In this complex system, the customer acts as a resource integrator, simultaneously combining various resources for value creation. This implies that the customer uses his/her own resources (i.e., knowledge and skills) and the resources of other actors. Hence, CV is dependent on a network of competences and resources.
...
“Value has a collective and intersubjective dimension and should be understood as value-in-social- context” and “[...] the way in which resources are assessed depends on the social context”. It can be concluded that research efforts begin to adapt a more differentiated point of view, which includes the social context as an important variable for the determination of value.
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The C-D logic argues in a similar manner, stating that the dyadic approach that was historically used is not enough to display the complex construct of CV. Hence, this logic also highlights that the customer is socially-embedded, interacting with other groups, such as other customers. Compared to the S-D logic, the C-D logic more strongly emphasizes the customer’s point of view. An even higher focus is laid on the customer, and thus, on his/ her speci c context."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte II)

Parte I.

Quem quiser abordar a temática do pricing a sério tem de obrigatoriamente começar pelos clientes e pelo que é valor para eles

"Phenomenological and experiential facet...
Both terms, ‘experiential’ and ‘phenomenological’, emphasize the co-creation role of the customer. From this understanding, ‘experience’ does not refer to the customer’s past experiences, it rather describes the perishability inherent to CV. This underscores that value cannot be inventoried and is not created solely by the company which is, however, not new to the literature.
...
Although both terms are still discussed, ‘phenomenological’ has recently been preferred, as ‘experiential’ implies several other meanings, such as a focus on the past. In contrast, phenomenological emphasizes the idiosyncratic determination of value without implying a focus on the past.
...
the phenomenological nature of CV as context-specific, interactive, and attached with meanings. The C-D logic accepts that interactions facilitate the creation of value, however, contrary to the S-D logic’s supplier-oriented approach, it emphasizes that it is the customer who ultimately determines the value created. In doing so, the C-D logic stresses that other processes not directly related to interactions also need to be considered.
...
Seeing the customer in a constant and interactive process with other actors, such as companies and other customers, bolds the increasing focus on relational aspects, which is therefore underpinned in the S-D and C-D logic. Hence, an increasing focus on relationships, rather than on transactions, is suggested. According to both logics, the customer is engaged in multiple relations- hips, also to actors other than the company. The old-fashioned view on relational aspects as being dyadic does not seem to be supportable anymore. Intuitively, the customer now appears as being embedded within a context of other value determining resources and actors.[Moi ici: Outra vez algo que ajuda a perceber o valor que pode ter uma utilização criteriosa da cláusula 4.2 da ISO 9001:2015]"

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte I)

"Within the past few decades, there has been a broad shift from searching for sources of competitive advantage within a company, to investigating external sources of competitive advantage.
...
Arguing so, the C-D logic even goes further in positioning the customer in the center by shifting the focus from the company’s processes to the customer’s reality and history.
...
Broadly discussed and commonly accepted is the shift from value-in-exchange to value-in-use.
...
Value-in-use expresses the idea that value is created by using a product or service, rather than by producing the product or service, which constitutes one key assumption of the S-D logic.
...
This idea is advanced by value-in-context, which lays an emphasis on the role of “[...] other market-facing, public, and private resources [...]”. In line with this, a notable article emphasizes the customers’ embeddedness into a social context by applying social construction theories [Moi ici: Malta da ISO 9001:2015 estão a ver aqui alguma relação com a cláusula 4.2?]
...
The C-D logic recognizes this by emphasizing the highly dynamic and multi-contextual reality and life of the customer, implying a significant emphasis on the customer’s experiences and history, especially in service settings. As a result, the notion of value-in-life is proposed. Whether value-in-context or value-in-life is more appropriate is not yet commonly agreed upon."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Fugir de os tratar como plankton

"When customers perceive equality between two suppliers, it is easy for them to default to the one that offers lower pricing. If the only quantifiable data point containing a currency symbol that a seller has to engage a customer with is their unit pricing, they will be at a severe disadvantage during any type of negotiation. This lack of solid data will work against them especially if they're either the highest- or the lowest-price provider. Note the key word in the first sentence—"perceive." It's unfortunate, but far too many people today base decisions on their perceptions rather than on facts.
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The old phrase "what you don't know will hurt you" will plague sellers during pricing and business negotiations with customers if they're unaware of the tangible value delivered. Qualitative, abstract, and general statements of activities and perceived benefits cannot effectively combat the thinking that "I can get the same thing cheaper from many other suppliers." Likewise, similar types of intangible statements of supposed benefits cannot consistently and effectively offset price objections for superior products, services, or technologies. Even if the seller and their organization is truly responsible for effectively implementing technology or process improvements that have increased efficiencies and/or reduced external expenditures, the customer will perceive that no formal value has been created."

Recordo esta frase:

"The key management capability is not being in control, but to participate and influence the formation of sense making and meaning. It is about creating a context that enables connectedness, interaction and trust between people" 

 E esta outra:

"to move away from the traditional industrial view of the customer offering as an output of one’s production system to a view in which the customer offering is seen as an input in the customer’s value creating process"

E ainda:

"Customers often think we are different not because we are different, but because we recognize what makes them different"

Isto explica a dificuldade crescente das empresas grandes, empresas que têm tendência a tratar os clientes como plankton. Quando se tratam os clientes como plankton fazem-se contas gerais e genéricas sobre como um cliente médio criará, percepcionará valor a emergir na sua vida. Quando se tratam os clientes como membros de uma tribo específica ou melhor ainda, como indivíduos, fazem-se contas muito mais correctas e ajustadas. Aliás, algo que se confirma ao ler estes textos sobre pricing, as contas são tanto mais correctas e eficazes quanto mais resultarem de uma colaboração entre ambas as partes. Empresas grandes não têm ADN para esse tipo de abordagem. Tudo aponta para Mongo.

Trecho inicial retirado de "Value First Then Price" de Hinterhuber e Snelgrove.

"the art and science of negotiations of value versus price"

"The selection of the right accounts … Personally, large accounts can be critical, but they could be 100% transactional. If after a journey of 3 to 5 years you don't have a share of these large, critical customers that are open to talking value, you should keep that customer on the list or large customers, but not on the list of strategic accounts. A strategic account has to have some openness value.
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That being said, some strategic accounts will buy a lot of stuff transactionally, but key are the dynamics and the journey: Do I have a share at my strategic accounts that's based on value creation and quantification? Is that share growing out of the total sales to that customer? These are the key metrics you have to look at to encourage you to continue along the value journey. But: if after 3 to 5 years you are 100% transactional, you have to cut your costs and abandon value creation and quantification.
…
You have to set a time frame. I see a lot of Sales Account Managers not walking away. But what do they do? They try to give their customers even more value, assuming that eventually they'll be willing to pay for that value. So, I think that, as you said, after a preset time, if you can't convince them, you should walk away and stop delivering the value. Don't try to deliver more value where it is not recognized or not being paid for.
…
There are organizations where procurement is focused on price and price only. Are there things you can do to get them to start thinking that maybe they should do things differently?
…
If you look at companies, they typically will tell you that out of 100 Sales Account Managers, they have that least half or more who let the price go; they don't find the value because they’re convinced that competitors will catch up, but they haven't even checked it. So I would really say that in the end, the art and science of negotiations of value versus price will have the biggest impact on whether the customer recognizes the value you bring.
…
Understanding your competitors’ value and how much more you bring versus your competitors - that's going to be the key to negotiating for value and getting paid for it.”

E a sua empresa costuma estudar os dados das vendas? Stobachoff rings a bell?

Ás vezes descubro que as empresas não têm percepção do que está a acontecer por debaixo do valor das vendas globais do ano.

A quem vendem? O que vendem? Com que margem? Que quantidades?

Não é fácil.

Trechos retirados de "Value First Then Price" editado por Andreas Hinterhuber e Todd Snelgrove.

"os clientes estão-se marimbando para os custos dos fornecedores"

"If you can prove the value of your product or service by measuring it in ‘hard’ monetary terms that the customer understands, your price premium can be seen as an investment. However, without the backing of data, financial models and in some cases guarantees of minimum value created, you leave procurement people no choice but to discuss price.
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Advanced companies in numerous industries support the investment they make in developing new products and creating customer value."

Há tempos numa empresa alguém relatava-me que justificou, junto de um cliente, a necessidade de um preço mais alto com uma série de custos mais altos porque o cliente estava a pedir um produto diferente do normal, queria algo personalizado para a sua empresa.

Tentei explicar que os clientes estão-se marimbando para os custos dos fornecedores. A alternativa é focar a atenção no valor. Por que é que o cliente quer um produto diferente do normal? Qual a vantagem que o cliente vai retirar dessa alteração ao produto? Como se pode quantificar monetariamente essa vantagem?

Trecho retirado de "Value pricing when you understand your customers: Total cost of ownership – Past, present and future"

"systems or webs, not as lines or chains"

"Letting go of value as "added" and dropping the view of it arranged along "value chains" has important implications that need to be taken into account for strategists who design configuring offerings as systems of relations, and not as linear ones. ... in a co-creation world, one value manifested in a first interaction would be contingent on how it enables the co-creation of a second value.[Moi ici: O truque que aprendi a usar desde 2004. Para reforçar a co-criação de valor com um cliente, uma PME pode ter de pensar na relação de co-criação de vapor desse cliente com os seus clientes, ou com outros actores com quem interage]

For VCSs operate as systems or webs, not as lines or chains."

Quanto mais um actor trouxer para o ecossistema de criação de valor (VCS) outros actores que co-criam valor e tornam as interacções mais ricas e mais densas, mais valor emerge.

Trechos e imagens retiradas de "Strategy for a Networked World" de Ramírez & Mannervik.

Acerca do valor

"consider value creation as synchronic and interactive, not linear and transitive. Customers in this alternative view create value, they do not destroy it. Value is not simply ‘added,’ but is mutually ‘created’ and ‘re-created’ among actors with different values. These multiple values are ‘reconciled’ or ‘combined’ in co-producing value and, as we shall see below, cannot be reduced to a single metric.
...
Empirical research shows that how an elicitor poses the problem affects the values which judgements appear to express. Values are thus contingent, more than subjective. They do not reside ‘in’ an individual, independent of his actual actions, nor ‘in’ a good, independent of the interactions to which it is subjected."

E pensar nos que querem automatizar contactos, que querem bots, que querem relações eficientes...

Trechos retirados de "Value Co-production: Intelectual Origins and Implications for Practice and Research" de Rafael Ramirez, publicado por Strategic Management Journal, 20: 49–65 (1999)

Originação de valor vs valor acrescentado

"What Is Value Creation and How Is It Different?Take a look at this table to better understand the differences between value, added value and created value. Give yourself and your company a quick evaluation – what value are you delivering and which type of value could you increase?"

Trecho e imagem retirada de "What Is Value Creation? Is It Just another Name for Added Value?"

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"

O poder da interacção directa

Continuando a minha leitura de Christian Grönroos e Johanna Gummerus em "The service revolution and its marketing implications: Service logic vs service-dominant logic".
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Penso primeiro nos que sonham com a automatização das relações com os clientes, penso nos encadeados pelos faróis do eficientismo e que, por isso, passam ao lado da vantagem competitiva da interacção.

"The firm is not restricted to offering value propositions ...Service marketing knowledge, concepts and models reflect the foundational premise that service providers are not restricted to offering value propositions; instead, the marketing context of service firms, unlike that for consumer goods, is characterised by interactivity, reciprocity and two-way influences in the service process. The value for the customer of the service being provided in this process thus depends on how the service provider and customer, through their behaviour and communication, influence each other. The provider clearly influences the service and its value for the customer. In addition, fellow customers who are simultaneously present in the process may exert impacts....providers, together with other parties, may need to act to ensure the realisation of proposed value, which is possible only during the interaction between the firm and the customer....Because the actors’ processes – the firm’s service production process and the customer’s consumption and value creation processes – merge into one collaborative, dialogical process during direct interactions, a platform for co-creation of value for both actors arises. The activities on this platform are interactive, mutual and reciprocal. Both parties can directly and actively influence each other’s processes. Therefore, the value-in-use created for the customer (or the firm or both actors) is influenced by actions that occur on the platform..As a clearer understanding of the nature of direct interactions shows, in services there are ample opportunities for the firm, as a service provider, to go beyond the goods logic-influenced view that the firm can only offer value propositions. The service provider can actively and directly influence customers’ perceptions of the firm and its service, as well as customers’ willingness to continue buying from it. Whatever value the service provider has originally promised, or proposed (using value proposition terminology), may be moderated and altered during the interaction process and thus change the customer’s experiences and determination of value-in-use. The higher the value-in-use, the greater the likelihood that the customer considers buying from the same firm the next time. If the co-creation process has an unfavourable impact on the customer’s experiences and value-in-use, the effect likely will be the opposite."

Interacção e co-criação de valor

Parte I.
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Continuando a saborear a reflexão de Christian Grönroos e Johanna Gummerus em "The service revolution and its marketing implications: Service logic vs service-dominant logic".

"If co-creation of value is used analytically, rather than in a metaphorical sense, we must ask: what is the role and focus of co-creation, who is involved, and when does value co-creation occur? The key to answering these questions is the interaction concept.
...
Although “enterprises can offer their applied resources for value creation and collaboratively (interactively) create value following acceptance of value propositions, but cannot create/deliver value independently”, the meaning of this assertion gets disguised by the claim that firms and customers are always co-creators of value.
...
Direct interaction means that two (or more) actors act together in one process, in which their doings and sayings influence each other’s actions and perceptions. The two actors’ processes thus merge into one collaborative, dialogical joint process. During this interactive process, every actor involved can directly and actively influence the value-in-use that emerges for the other actor (or actors). This collaborative, dialogical joint process then becomes a platform for reciprocal co-creation of value. What takes place on the interaction platform may influence how value is realised, or value fulfilment, for one or all actors – provided they are prepared to and effectively make use of the value co-creation opportunity.
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Direct interaction need not be a joint collaborative, dialogical process with two persons though; it also can be a direct interaction between one actor (e.g. customer) and an intelligent non-human resource. For example, interactions with a system that can intelligently register the actions or speech of a person and respond to it form a joint dialogical process together with the person, as well as a platform for value co-creation. Both parties learn and immediately react on the basis of the lessons. Such interactions are also direct interactions. Most non-human resources, such as products and various types of systems, do not possess intelligent properties in this sense. For example, physical products or IT-based systems that respond in a standardised way to user actions do not meet the  criteria of intelligent non-human resources. The customer still interacts with the firm, through the use of products or resources, but the interactions do not provide a value co-creation platform. These indirect interactions with a firm or a service provider involve resources, including non-intelligent products and systems, that the service provider offers to the customer as a source of potential value-in-use. Whether value-in-use is created or emerges by the use of such resources depends on the actions of the customer alone. This value creation can be characterised as a customer’s independent value creation.
...
Only direct interactions enable co-creation between the actors, such as a service provider and a customer, and form a platform for value co-creation. In the total value generation process, the development and provision of products and other resources by a firm, which enable indirect interactions only, are part of the provider sphere, which is closed to the customer (and other actors). Similarly, the resource integration actions of a customer, involving only indirect interactions with the firm, is closed to the firm."

Acerca do valor e da sua criação

Um artigo, "The service revolution and its marketing implications: Service logic vs service-dominant logic", de Christian Grönroos e Johanna Gummerus, muito bem escrito, dá gosto ler.

"we offer five notes on value and value creation. First, both SDL and SL use the expression “value creation”, even though value is not always, and perhaps is even infrequently, instrumentally created. Value can just emerge from a resource integration process; as suggested by the customer-dominant logic, such emergence even could be the normal case. In the SL and for this paper, the expression “value creation” refers to this phenomenon, without any assumptions about whether value-in-use emerges or is instrumentally created. Second, use – not context, experience or interaction – is the key qualifier of the value-in-use notion, so SL adopts the term value-in-use, without disguising this key qualifier. Naturally, value-in-use depends on, for example, the social and physical context in which usage takes place. If the context changes, so should the level of value-in-use. Third, value-in-use does not exist at a singular point in time, as value-in-exchange does, but rather evolves over time in a cumulative process during usage. This cumulative process may include destructive phases, in which value accumulation takes negative turns. Then value can be both positively created and destroyed. Fourth, use can take many forms, not just as a matter of physical use. For example, mental use occurs when a person dreams about a holiday trip in the near future or remembers the trip while looking at pictures afterward. Use also might be mere possession, such as when a person feels content knowing he or she owns a luxury car or a famous painting. Fifth, value for the customer and value for the firm are two sides of the same coin, so firms and customers reciprocally influence each other’s value creation. Not only does the firm function as a service provider, but the customer may provide the firm with actionable information about how to develop its resource base and systems, in which case the customer functions as service provider, with the firm as a user and value creator.
...
The service provider then serves as a creator of potential value-in-use and facilitator of real value-in-use. From a customer perspective, potential value-in-use is not real value yet; there is no difference between potential value-in-use and value-in-exchange. When a customer pays for a resource, the act manifests value-in-exchange, but there is still no realised value or value-in-use for the customer. In contrast, for the firm, manifested value-in-exchange is real value."

Continua.

Mongo, experiências, emoções, significados e tribos

Há dias referi em "Há 46 anos... que capacidade de previsão" a previsão feita por Alvin Toffler acerca do advento da economia das experiências.
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Em "Online conjugado com a economia das experiências" referi a evolução das caixas de um produto com um perfil perfeitamente funcional para um outro cada vez mais emocional.
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Entretanto, li Ulwick em "“Emotional vs Functional Jobs: The Basics of Messaging”"

Agora, em "What You Buy Is Who You Are" leio:

"The industry’s pioneers were outdoor enthusiasts like Barker. They developed the specialized products they wanted to use themselves, including gear suited for the American West rather than European terrain. They taught customers how to rock climb and cross-country ski and even how to get passports for “adventure travel.”
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Navigating the Outdoor Retailer show’s maze of display booths, you get the idea that the industry is selling stuff, and lots of it. But when the industry association boasts that U.S. consumers spend $646 billion a year on outdoor recreation, that figure includes four times as much money for travel and related expenses as for products. The gear is there to enable the experiences -- and, at least as important, to make customers feel like the people they want to be.
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The industry is just one example of the shift from function to meaning as a source of economic value. It’s a change with enormous cultural ramifications for how we think about consumption and employment. It transforms what once was, or at least appeared to be, the value-neutral marketplace into a competition among ideas. Instead of at most signaling wealth (“conspicuous consumption,” “keeping up with the Joneses”), what we buy now carries value-laden significance.
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When outdoor enthusiasts shell out for the latest odor-killing socks or that solar-powered phone charger, they aren’t just buying functional products. They’re buying meaning: the “freedom to pursue the adventure of life,” the “right to roam,” the “freedom to travel” and “discover your world,” among just a few of the inspirational slogans bedecking booths. Yes, the goods solve technical problems, but they also express aspirations and identity.
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The meaning economy poses an unavoidable dilemma. [Moi ici: Atenção ao que se segue. É algo que nunca vi escrito desta forma tão transparente a não ser aqui no blogue. É por causa do que se segue que defendo há muito tempo que o futuro não é dos Golias. Os Golias procuram o que é comum, procuram uniformidade, procuram eficiência] Consumers hold diverse views and attitudes, and they derive real value from expressive consumption. But abandoning lowest-common-denominator branding feeds tribalism and cultural conflict. A diversity of workplaces lets workers find more interesting, congenial employment. Yet that diversity requires more homogeneity within a given organization or even a whole industry -- this one is “family friendly,” that one “macho,” this one embodies “Christian values,” that one expects employees to be “fun and quirky.”"

Voltando ao tema da transição do funcional para o emocional como não recordar esta experiência pessoal relatada em "Um sonho" e este trecho:

"Não podemos continuar a vender produtos, temos de trabalhar para os clientes-alvo que valorizam as experiências que podemos dar com vantagem competitiva diferenciadora."

Retirado de "Alargar os horizontes" que relata a situação que gerou o "Um sonho".

Tive pena do caso MonteCampo. Ainda tentei desafiar a empresa a fugir do século XX mas não tive engenho comunicativo para o conseguir.

Elementos para uma análise do valor

Não estou de acordo com tudo o que se escreve em "The Elements of Value", até porque parece que Maslow está já um pouco desactualizado. No entanto, os 30 elementos de valor da figura parecem-me uma base interessante para um trabalho sobre o que é que um certo segmento de clientes, os clientes-avo, procuram e valorizam:

"When customers evaluate a product or service, they weigh its perceived value against the asking price.
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What consumers truly value, however, can be difficult to pin down and psychologically complicated.
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The amount and nature of value in a particular product or service always lie in the eye of the beholder, of course. Yet universal building blocks of value do exist, creating opportunities for companies to improve their performance in current markets or break into new ones. A rigorous model of consumer value allows a company to come up with new combinations of value that its products and services could deliver.
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We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms. These elements fall into four categories: functional, emotional, life changing, and social impact.

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Our first hypothesis was that the companies that performed well on multiple elements of value would have more loyal customers than the rest. The survey confirmed that.
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Our second hypothesis was that companies doing well on multiple elements would grow revenue at a faster rate than others. Strong performance on multiple elements does indeed correlate closely with higher and sustained revenue growth. Companies that scored high on four or more elements had recent revenue growth four times greater than that of companies with only one high score."

Flagrante da vida real

Interrompo aqui a pausa de férias só para relatar um flagrante da vida real que incorpora três temas muito caros a este blogue: Valor, pricing e autenticidade.
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Antes, dois tweets desta semana que relaciono com o flagrante. O primeiro, num tom irónico mas sério:

@ccz1 https://t.co/pRpD9HCuL6 a minha consultoria só peca por ñ ter marca de multinacional e muitos digitos nos honorários

— Carlos P da Cruz (@ccz1) August 3, 2016

O segundo, sobre a tolice que muitos académicos divulgam, que o preço é a única coisa que conta:

A ler livro escrito por alemães sobre monetização de produtos. Regra #1 nunca entrar em guerra de preços. Tótós acham q basta mexer na moeda

— Carlos P da Cruz (@ccz1) August 2, 2016

Esta manhã tive de ir a Estarreja e aproveitei para comprar fruta no supermercado Couto. Resolvi comprar pêssegos. Então, tive de escolher de entre três variedades:

• uma caixa de madeira com pêssegos espanhóis;
• duas caixas de madeira com pêssegos portugueses.

Houve uma caixa que me seduziu porque os pêssegos tinham todo o aspecto de serem caseiros. Não sei explicar ... talvez uma maior diversidade de tamanhos e não o "autoritarismo" do calibre, talvez um tom mais amarelado a sugerir apanha mais tardia, talvez a estirpe menos "comercial", tudo a sugerir-me, subjectivamente, um je ne sais quoi de autenticidade. Só sei que escolhi os pêssegos dessa caixa. Depois, reparei que eram os mais baratos a 1,20 €/kg.

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Ao chegar à balança, em tom cúmplice disse a um dos gerentes:

- Estes é que deviam ser os mais caros. Parecem caseiros!!!

A resposta foi imediata:

- E são! Vieram directamente do agricultor na serra da Estrela.

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Bingo!

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É a isto que chamo deixar dinheiro em cima da mesa. A gerência até é capaz de ficar toda contente por os pêssegos se venderem bem. É aquilo a que os alemães da Simon-Kucher & Partners me ensinaram a chamar de minivation. Imaginem que o supermercado queria vender os preços do agricultor e ganhar dinheiro a sério. Seguindo regras do pricing, colocaria uma das caixas de pêssegos portugueses a um preço de entrada. Colocaria a caixa de pêssegos do agricultor a um preço bem superior mas intermédio e a caixa de pêssegos espanhóis a um preço mais alto. Imaginem, seguindo os ensinamentos e percentagens do Evangelho do Valor, o quanto mais dinheiro seria libertado!!!

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A informação que o gerente me deu não devia estar escondida. A caixa de pêssegos devia ter uma foto do agricultor, um mapa da região onde foram produzidos e uma mensagem pessoal dele para os consumidores. 

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Voltando ao segundo tweet, citado lá em cima, o século XX enterrou-nos no Normalistão, encarcerou-nos num modelo mental em que só o preço conta, e só nos ensinou uma forma de fazer preços: custo mais uma margem.

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No Estranhistão, os actores económicos vão aprender que o preço não tem nada a ver com o custo e tudo a ver com o valor percepcionado pelos clientes-alvo.

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Tenho de arranjar marca de multinacional e inflaccionar os honorários.

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De volta às férias.