"Customer contacts are thus the R&D of the co-productive economy. Finding out which are one's most sophisticated customers - the ones one can learn most with - is thus a crucial piece of information."Essencial para subir na escala de valor, essencial para crescer nos eixos dos conteúdos de serviço e humano.
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"Ou usando a terminologia da fricção:
"It is a mistake to try to reduce friction when it is positive, just as it is a mistake not to remove it when it is negative."Cuidado com a eficiência.
Um sintoma de que há mercado para servir clientes underserved?Uma vergonha que não honra o legado de Emídio Rangel https://t.co/5LyxSGhPru— Carlos Vaz Marques (@cvazmarques) December 21, 2017
Tem-se temido muito pelo futuro da informação mas todos os dados que temos e experiências que vão sendo feitas nos dizem que o futuro do jornalismo está em fazer jornalismo. https://t.co/iEMbOcR5Jm— Paulo Ferreira (@pauloferreira1) December 23, 2017
"Mr Galperín is now moving into the banking sector — about half of the region’s 650m population do not have bank accounts. “We have democratised commerce, now we want to democratise money,” he says, humility dissipating.Acredito que esta postura é a mais adequada para entrar num sector enfrentando menos concorrência aberta, menos resistência e menos "Antrais". Começar pelos que não são clientes de ninguém, começar por quem não está no mercado. Assim, há medida que se vai crescendo, está-se de certa forma longe do radar dos incumbentes, porque não se lhes está a comer quota de mercado. À medida que a oferta se for adequando aos clientes-alvo, os clientes overservd dos bancos vão começar a repensar a sua lealdade como clientes, e quando os incumbentes acordarem .... vão ter um competidor muito mais forte e com uma lógica de negócio bem diferente.
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Nevertheless, he balks at the suggestion that he is setting out to “disrupt” the banks. “No, no, no,” he protests. “We are not competing with the banks, but targeting the 50 per cent [of people] who have no account, or whose needs are not being met.”"
Trechos retirados de "Future files : 5 trends that will shape the next 50 years" de Richard Watson.
"an increased demand for snack-sized formats and content available in a variety of sizes or lengths. Equally, the old model of edit first and publish second will be reversed, with content being published first and edited second (filtered by the audience). Long copy and rigorous analysis will become a specialist demand available on a pay-per-view basis, with journalists being compensated the same way. [Moi ici: Em linha com o que sempre escrevemos aqui, em vez de competir pelo pelo preço e tentar chegar a milhões, optar por trabalhar para nichos ou tribos underserved] Conversely, people will seek out quality content (judged, increasingly, by external links) regardless of format, length or even language. All of this will also create a high demand for quality search, editing and “sifting” of information and entertainment.
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Users will shift media to suit their particular requirements. For example, video on demand (or mobile video) will alter the way people watch television, much in the same way that podcasting has already changed the way people listen to radio. Both put the audience squarely in charge of programming. In the future, people will watch, read and listen to what they want, when they want, on any device they want, and content will be designed, edited and personalized for specific physical locations and situations.
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What are people paying for? The answer is scarcity. If the cost of creating and distributing digital content becomes practically zero, content will be ubiquitous and largely valueless as a result. Personalization and particularly physicalization (e.g. live events and experiences) will, on the other hand, be highly sought after. We will watch movies at home but we will pay more to experience them with other people in a cinema. Add to this a general flight to quality and media such as the best newspapers, magazines, television and radio could do very well in the future.
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In the future, it will be easier than ever to turn on, tune in and drop out, because while mainstream media channels and events will continue to exist, so too will a plethora of micromedia appealing to every conceivable interest, belief, prejudice and opinion. The top-down model, whereby media owners hold the attention of millions and then sell that attention to other people such as advertisers, is being replaced by companies and individuals who attract the fleeting attention of large, promiscuous audiences and by niche operators who capture the hearts and minds of very tiny audiences.
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In other words, the media universe is becoming polarized between very large and very small players. Moreover, the content produced by these totally different types of media organization will also be at two extremes, with the larger companies clustering around proven formulae and the smaller operators pushing the boundaries with original ideas. Both will obviously aim to appeal to as large an audience as possible, but only one will be able to survive when the audience is tiny. Equally, anyone stupid or unlucky enough to get caught in the middle will be history."
"Socks are the new neckties, the place where a man can, on a pretty risk-free basis, express his individuality. And the socks business is on fire. There is enormous growth in socks because consumers need to stock up to replace their all-black collections with something more thoughtful, interesting and fun. And buyers of companies are paying high multiples for successful sock companies. Will that last? Most likely, it will move like most trends towards something else in three years’ time."O mesmo padrão que me levou a ser cliente das Happy Socks.
"Christensen introduced his theory of disruption, which explains how established, successful companies leave themselves vulnerable to competition from upstarts by abandoning the lower end of the market. Transistor radios, for example, were sold cheaply to teenagers and eventually overtook the expensive, high-quality vacuum-tube radios that once dominated the market. A more recent example might be AirBnb’s assault on the hotel industry."Este exemplo da AirBnb deixa-me dúvidas...
"An effective market strategy should align the strengths of a company’s product offerings with the customer’s unmet needs.
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Decide what offerings to target at each outcome-based segment.
The first step in defining the market strategy is to determine which products to target at each of the outcome-based segments that have been discovered.
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Communicate the strengths of those products to customers in the target segment...
Knowing that a product has features that are a competitive strength in a segment of the market is an important insight when it comes to aligning a product portfolio with customer needs.
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Include an outcome-based value proposition in those communications...
Build an AdWords campaign around unmet needs [Moi ici: Ainda ontem numa PME discutimos esta realidade. Eu sei lá que empresas texturizam moldes, eu preciso de texturizar um molde, primeiro vem o "job". Depois, é que aparece o nome dos potenciais fornecedores]
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Assign leads to ODI-based segments...
determine which outcome-based segment a specific prospect belongs to. With this insight, the prospect can be guided toward the solution that will best address their underserved outcomes.
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Arm the sales team with effective sales tools
Lastly, the sales team can be taught how to identify what outcome-based segment a customer or prospect belongs to and guide the conversation accordingly. Approaching a customer with the right value proposition and a clear understanding of their situation and unmet needs goes a long way to building credibility."
"Understanding why Dollar Shave Club was cheap means understanding why its blades are cheap, and understanding that means understanding just how precarious the position of P&G specifically and incumbents generally are in the emerging Internet economy.Uma conclusão que espelha uma reflexão feita neste blogue há muitos anos. Mongo não é um lugar bom para os gigantes, Mongo não é um bom lugar para os incumbentes. Incumbentes rimam bem com mass-market e mal com tribos aguerridas.
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For their part, Unilever is fortunate they don’t have a shaving business to protect, because being an incumbent is going to increasingly be the worst place to be. Dollar Shave Club’s motto may be “Shave Money Shave Time,” but just how many shareholders and policy makers are prepared for the shaving of value that this acquisition suggests is coming sooner rather than later?"
"In The Innovator’s Dilemma, Clayton Christensen explains how incumbents actually pay a high price for actually doing a great job and constantly improving their technological offerings and creating overserved consumers.
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Nonetheless, entrepreneurs looking to create a disruptive new business should not overlook underleveraged old technologies that just need a new use, and a new business model, to remain valuable.
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Importantly, note how the basis of competition for Piql is functionality and reliability, not convenience or affordability. In this, Piql might look more like what today’s incumbents looked like when they started rather than a classical disruptor. Disruptors often do compete on convenience and affordability — the more affordable steel produced by minimills, for example, or the more convenient movie-delivery method of Netflix. Convenience and affordability are both important elements of disruption in existing markets where some customers are over-served, or you are trying to expand to non-consumers.
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But to create new markets, disruptive entrepreneurs often overlook the possibility of emphasizing a different criteria. New-market disruptions go much further than incorporating non-consumers into an industry. They actually create a new nascent industry where before there was nothing, or just a few offerings that did not do the job very well. [Moi ici: Não consigo deixar de recordar o exemplo da artesã de Bragança, ou o denim japonês, ou o burel de Manteigas, ou ... ] And in this case, the basis of competition mostly favor functionality and reliability – these are usually the attributes of old technologies."
"Balmuda, a small appliance maker based in Tokyo's suburbs, has taken an ordinary kitchen appliance—the toaster—and turned it into a high-tech gadget. Using steam and carefully calibrated heat cycles, it transforms store-bought bread into something that smells, tastes and feels like it popped out of a baker's oven.
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The toaster costs 24,000 yen ($230), or almost five times the price of a regular device in Japan [Moi ici: A isto é que se pode chamar o subir na escala de valor. A isto é que se chama concorrência imperfeita e um monopólio informal.] (the smaller appliances with doors and trays are the norm here, rather than the pop-up variety). With at least a three-month wait in stores, the gadget has become a quiet hit, even though the manufacturer hasn't bought ads or aired any commercials since it debuted in June—an unusual glimmer of innovation in a country that once wooed consumers with Walkmans, digital cameras and flat-panel TVs.
...Interessante como tudo começou através do acaso, da exploration motivada por um piquenique afectado pela chuva.
[Moi ici: Outra vez a disrupção? Agora a servir os underserved, ou os overserved? Talvez esta categorização aqui não funcione tão facilmente] "Consumers are embracing gadgets that do one thing well," said Hiromi Yamaguchi, an analyst at Euromonitor in Tokyo. "Larger appliance makers are selling products with too many functions, and not a lot of people use them."[Moi ici: "too many functions" parece significar overserved. No entanto, a substituição é não por um produto inferior que faz bem uma coisa, mas por um produto superior que faz bem uma coisa, e isso é "underserved"]
- Não receiam que um dia um par de sapatos possa ser feito e vendido por um trabalhador a partir de casa?A resposta foi não porque serão precisas máquinas que eles não poderão comprar.
"A hundred years ago, though, customized clothing was the norm. Manhattan was sprinkled with little shops where middle-class families could have trousers sewn from scratch or bags hand-stitched by expert artisans. It wasn't until clothing companies moved toward more efficient and less expensive mass-manufacturing models that these workshops began to disappear.[Moi ici: A mass production não é uma resposta a uma necessidade humana, a mass production foi algo que foi imposto à natureza humana]E por causa de adulto de cidade do interior que calça 35 me ter dito, esta semana, que várias sapatarias já se ofereceram para lhe fazer sapatos à medida.
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And now, a Manhattan-based startup called 1Atelier is redefining bespoke fashion for the digital age, combining old-fashioned craftsmanship and modern technology in ways that could signal the future of customization."
"In the past, a client would need to visit a workshop to order a customized bag, but at 1Atelier, she can do everything online. The company's website allows customers to pick a style, then play with different colors and textures until they've dreamed up their perfect sack. The end product costs between $295 and $8,400, which puts the brand at the lower end of the luxury bag spectrum. But unlike Chanel or Céline, which requires six months or longer to ship a bespoke order, 1Atelier products are delivered to the customer in 21 days."Assim como a disrupção clássica começa pelos overserved, julgo que podemos ver a produção do futuro, a produção de Mongo, a começar a disrupção da herança da Revolução Industrial, a herança de Magnitograd, pelos underserved.
"Offering a more complete customization experience, where the customer has a hand in the entire design process, presents a logistical challenge for big brands, whose supply chain and manufacturing networks usually span multiple countries. In 2011, for instance, Burberry offered a bespoke service that allowed customers to alter every aspect of its iconic trench coat, from the cut to the fabric to the color, for between $1,800 and $8,800. But when the service failed to be profitable, Burberry quietly shut it down in 2015 and launched a simpler alternative, the Scarf Bar, where shoppers can monogram their initials onto scarves for $475 to $995."
"The report said the top five occupations — in terms of number of people employed in them — facing a high risk of automation are:Qual a solução que preconizo para as empresas que querem fazer face a este tipo de disrupção? Desistir de reconquistar o grosso dos antigos clientes, perdidos para sempre para o preço baixo, encolher e aprender a trabalhar para os underserved, os que estão dispostos a pagar mais por uma oferta diferente.
- Retail salesperson.
- Administrative assistant.
- Food counter attendant.
- Cashier.
The institute put a 70 per cent or higher probability that "high risk" jobs will be affected by automation over the next 10 to 20 years, and it said workers in the most susceptible jobs typically earn less and have lower education levels than the rest of the Canadian labour force."
- Transport truck driver.
"El comercio electrónico prácticamente se ha triplicado en España entre 2009 y 2014,
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El continente latinoamericano ha cuadruplicado el volumen de ventas online con una Tasa Compuesta de Crecimiento Anual del 34% en el periodo 2009-14,"
"2015 marked the newspaper sector’s worst year since the Great Recession, with average weekday circulation for both print and digital subscriptions falling another 7 percent, the biggest dip since 2010. It’s not just circulation—most of the stats point down. In 2015, publicly traded newspaper companies’ overall advertising revenue fell 8 percent, the greatest decline since 2009. Accordingly, newsroom employment has continued to plunge, with an overall loss of about 20,000 positions (39 percent) over the past 20 years.Nesta série estamos a ver um exemplo de um sector, centros comerciais, a fazer experiências para dar a volta e arranjar alternativas para ultrapassar disrupção a servir os overserved. O que é que a imprensa arcaica está a fazer? Estão exactamente na mesma situação, a ser disrompidos pela internet a favor dos overserved. Recordar o choradinho de Janeiro passado em que circulava movimento para pedir ao Estado que obrigasse os contribuintes a pagar a sua existência, sem experiências, sem fuçar, sem evolução:
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The death of newspapers seems imminent.
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In other words, newspapers no longer own the news. And not just financially. Newspapers are losing their grasp end to end, as tech companies become more integral to the news experience by introducing new distribution platforms (e.g., Facebook’s Instant Articles) and overtaking the core elements that have traditionally defined the newspaper industry."
@ccz1 @PGorjao num recente artigo a.l.coelho pedia benfeitores e fundos p jornais, mesmo se ninguém os comprasse.— José Gomes André (@JGAndre) January 3, 2016
"Metade dos utilizadores de internet acede às notícias pelo Facebook e outras redes sociais, indica um estudo do Instituto Reuters que alerta para consequências profundas no jornalismo tradicional e de qualidade.[Moi ici: Este "de qualidade" é de rir]O que faz falta é virar a página e seguir em frente. Abraçar a nova realidade em vez de a combater e denegrir. Então, poderão começar a descobrir novos modelos de negócio. Até parece que num mundo de tribos não há mercado para notícias a sério, com investigação e especialização. Não pode é ser um jornal de negócios que escreve para funcionários públicos, com todo o respeito para os mesmos, ou jornal de economia em que os jornalistas escrevem erros económicos de palmatória.
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Dele destaca-se, principalmente, que 51 por cento dos utilizadores ‘online’ preferem as redes sociais para aceder às notícias, em detrimento dos canais tradicionais.
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Plataformas como o Facebook deixaram “de ser apenas o local onde se descobrem as notícias e passaram a ser destinos para o próprio consumo de notícias”.
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À medida que aumenta o acesso às notícias através de plataformas de terceiros, “vai-se tornando cada vez mais difícil, para a maioria dos meios de comunicação social, destacarem-se no meio da multidão, [Moi ici: Não concordo, o que os média fizeram foi antes tentar combater a China nos custos. Assim, perderam qualidade e tornaram-se iguais uns aos outros] ligar-se mais diretamente aos utilizadores e fazer dinheiro."
tanto trabalho para jornalistas https://t.co/t50xHAkkJc— Carlos P da Cruz (@ccz1) June 12, 2016
não são é no sítio onde os vossos avós trabalhavam
"going ad-free would reduce Prevention’s operating expenses by more than 50 percent. [Moi ici: Começa bem!]Um exemplo a seguir com atenção. Será que fará reflectir alguém no meio jornalístico português?
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“If we were going to continue with advertising, I could never see a future where we would be profitable.”
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By going ad-free, Ms. Rodale said, Prevention will reduce its operating expenses by more than 50 percent. The savings will come in part because the magazine will no longer have to maintain a certain circulation level — a number very important to advertisers — which can result in magazines doing things like printing many copies of issues and offering steep discounts or giving them away free. Prevention has also cut its print sales staff.
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Of course, Prevention, which has a circulation of about 1.5 million, will also be giving up print ad revenue of roughly $12 million a year. But as part of the new business model, it is doubling its subscription price, from $24 to $48. It has already increased the cost of a single copy by a dollar, to $4.99.
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the new editor in chief, emphasized the editorial freedom that the magazine would have without ads. She said she planned to “bring in controversial stories” on topics such as medical errors, toxic cosmetics and the anti-aging industry."
"Special discounts and price promotions - two standard forms of price cuts - are an everyday occurrence in retail , but they seem to occur with increasing frequency and depth. In recent years, promotions accounted for 50 % of beer sales in one of the world’s largest beer markets. Just two years later, some 70% of all beer sales at the retail level came on special offer, with discounts as high as 50 %. Whether driven by opportunity or perceived necessity, this is clear evidence that managers think that aggressive prices help their business. But is this really true?"Entretanto, assistimos ao crescimento da cerveja artesanal, mais cara:
"Office 2016 doesn’t give enough reasons for previous Office owners to upgrade. And people looking for rich collaboration don’t need to wait for Microsoft to catch up."
"My thoughts on the future of libraries are equally applicable to many other sectors that are facing the threat of extinction from massive disruption to their businesses."Segue-se no artigo uma longa lista de produtos tornados obsoletos pelo smartphone. Depois:
"But the disruption isn’t limited to products. Whole sectors of commerce are under threat.[Moi ici: São as dores de parto de uma nova economia. Já não estamos no século XX mas ainda não estamos em pleno Mongo]Cá vai o desafio para as livrarias:
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Physical banks with branches, tellers and checks are being replaced by online banking with mobile payments and digital wallets.
Taxis are being replaced by Uber and Lyft.
Video rental stores like Blockbuster have given way to online streaming by Netflix and Amazon.
Television networks are facing similar inroads.
Venerable retail clothing chains are being undermined by fast fashion firms like Zara and H&M, with product cycles that are completed in weeks, rather than a year.
And who needs to buy a car when there is Zipcar or Car2Go?
Do we really need huge hotels when a firm like Airbnb has 800,000 listings in 33,000 cities?
Most physical book stories like Borders have already succumbed to Amazon, and paper books are being replaced by the Kindle and other devices."
"we need to recognize that the computer age is not fundamentally about computerization. The computer age is about the change in management mindset enabled by computerization.Qual a resposta típica dos incumbentes perante a disrupção provocada por quem chega para servir os lientes overserved?
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The choices for the incumbents of the Traditional Economy are simple: change or die. Some organizations might decide, like Borders or Blockbuster, to die. Staying on the same course is not an option."
"A second wrong path involves applying the 20th century preoccupation with efficiency to the organization and merely using computers to reduce costs."Algumas sugestões para as livrarias e não só:
"The first and most important question for libraries is to ask: How can we delight our users and customers? [Moi ici: Quem terão de ser os nossos clientes? Para quem podemos fazer a diferença? O que queremos ser?]E, para terminar uma citação que é uma grande verdade:
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How can we manage the library to enable continuous innovation?
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The third question is: What will make things better, faster, cheaper, more mobile, more convenient or more personalized for our users?
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The fourth question to ask is: What needs could libraries meet that users haven’t yet even thought of? We can’t solve the mystery of the future of libraries by asking users what they want: they simply don’t know! They can’t imagine the possibilities,"
"We can also draw on the wisdom of French novelist Marcel Proust: “The real voyage of discovery consists not in seeking new landscapes but in having new eyes.” We have to recognize the future that is already unfolding right in front of us. What we need are eyes to see it."Uma citação que se encaixa bem com esta imagem que encontrei ontem no Twitter:
