RBT (parte I)

Da próxima vez que ler que as acções preventivas deixaram de ser mencionadas explicitamente na futura ISO 9001:2015, convido à leitura de "Acções preventivas, uma ajuda da ISO 9001:2008?"
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Risco como uma potencial não-conformidade.
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RBT - Risk based thinking

Price is over-rated

A leitura do terceiro capítulo "Advanced purchase and the separation of purchase and consumption" de "The Pricing and Revenue Management of Services - A strategic approach" de Irene Ng veio reforçar a minha preocupação com os custos não monetários.
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"To mitigate valuation risk, firms often offer discounts to entice buyers to purchase, although the service rendered is still the same. Yet, buyers buy because the expectations they place on the benefits of the service is high enough (or the price of the service is low enough, depending on how you wish to see it) that notwithstanding the discount on their willingness to pay due to the valuation risk, the asking price is still worth it. Thus, many service firms don’t realise that the demand could actually be far higher and the willingness-to-pay far greater (i.e. the firm could get a higher price) if the valuation risk could be reduced."
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Irene Ng vai buscar o trabalho de Kahneman e Tversky ("Prospect Theory: An Analysis of Decision under Risk"; "Using Prospect Theory to Guide Product Management Decisions") para recordar que "buyers’ aversion to loss is greater than their eagerness to acquire gains. Using the example above, the consumer may prefer to walk to the restaurant down the road so as to avoid the risk that he may not find a parking spot at the other restaurant, even if the latter is touted to have better ambience and food compared to the former." e chamar a atenção para:
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"The cost of increasing a service’s benefits may not yield as much revenue as compared to spending the money to amplify the expected outlay for choosing the alternative. This is because any increase in the expected outlay for going with the competition, will increase the firm’s ENV (expected net value). And by amplifying the risk of choosing the alternative, the increase in a buyer’s ENV for the firm could actually be even higher."
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A minha conclusão é imediata, muitas empresas, em vez de investirem no aumento dos benefícios da sua oferta deviam apostar primeiro na redução dos riscos não-monetários da mesma oferta.
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Actualmente ando à procura de um serviço para montar vidros duplos na minha casa, impressiona a quantidade de riscos não-monetários que temos pela frente: quem? garantias? opções? eficácia?
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Por fim, o capítulo termina em beleza com uma das mensagens-chave deste blogue. Ganhem fôlego, e lembrem-se, não sou eu que o escrevo:
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"price is over-rated as a reflection of the service’s value or benefit to the buyer. Marketers forget that the price – commonly seen as the ‘economic value’ of their products – is usually severely discounted because of outlays required to buy or consume a product, especially if it’s a service. The key strategic value for decision making is the ENV; how the ENV is affected by the expected benefits and outlays, and the construction of the pricing policy within the framework. The traditional understanding of willingness-to- pay is that price has to be lowered to increase surplus and improve the buyer’s inclination to buy, since the buyer’s willingness to pay cannot be changed for a given product."

Mais um exemplo

"How This T-Shirt Company Competes on Philosophy, Not Price"
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Primeiro a tomada de consciência:
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"No way to compete"
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"We don’t have the huge scale that allows us to negotiate deep discounts with manufacturers, so we knew that we’d never be able to drop our prices as low as our customers would like. Instead, we took a different route entirely and did something that the big brands weren’t doing."
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Existe um mercado, com massa crítica para nos suportar, capaz de valorizar a nossa abordagem? (QUEM)
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"In talking with (Moi ici: não é com estudos de mercado, isso é para as empresas grandes que apontam para o centro, que trabalham com estatísticas. Uma PME bem sucedida trabalha para franjas, conversa com, olha nos olhos dos seus clientes) a few West Coast sailing teams, we discovered that ... They are passionate about ... and asked us (Moi ici: uma conversa é isto, começa num sentido e recebe-se do outro. As empresas grandes estão tão ocupadas em despachar o que as suas linhas de produção estão a vomitar incessantemente que não têm paciência para ouvir franjas apaixonadas) if there was anything we could do with our products to help the environment.
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We told them we’d pay for their time to develop the material into T-shirts. We loved the finished product, and so did our customers — the shirts sold out in less then an hour. We figured, we might just be on to something here."
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A nossa abordagem diferencia-nos da abordagem dos outros concorrentes? (O QUÊ)
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A nossa abordagem continuará a ser relevante no futuro, tendo em conta as alterações que podem acontecer? (RISCOS)
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Temos um cadastro, temos a experiência, temos o conhecimento, temos um mosaico que nos permita alimentar, suportar a nossa abordagem? (COMO)
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"we ramped up our research and development and taught ourselves what it means to be a green company — to actually help the environment through our products, rather than just create products that don’t actively hurt it"
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"The clothes aren’t cheap. (Moi ici: já não estamos nesse campeonato) Our new eco-friendly production methods are far more expensive than our old methods. ... Our higher prices have alienated some of our old customers, but many have stood by us with the understanding that they’re using their dollars to impact positive change. (Moi ici: Quem quer servir toda a gente... não serve ninguém, não risca, não marca, não deixa saudade... é tolerado, mas não faz falta).
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The shift to green has opened our product lines up to a large niche consumer base, and we’ve moved beyond sailing apparel into yoga and biking gear. As with sailing, both disciplines have many practitioners who are concerned with the environment and willing to pay more for eco-friendly products." (Moi ici: os clientes-alvo)

A propósito das rendas e das PPPs

Ronald Baker no seu livro “Pricing on Purpose – Creating and Capturing Value” chama a atenção:
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"Where do profits come from?
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The answers range from entrepreneurs and value to revenue minus expenses and customers. Nevertheless, the real answer is that profits come from risk . The word entrepreneur comes from the French word, entreprendre, meaning “to undertake.”
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It is the basis for the English word enterprise. But not just entrepreneurs (or feminine, entrepreneuses) make profits; so do established enterprises.
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When a business engages in innovation, it is taking a risk. In Italian, the word risk derives from risicare, which means “to dare,” which implies a choice, not a fate, as Peter L. Bernstein points out in his outstanding study of risk, Against the Odds. In other words, risk is an economic positive.
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There are five responses when confronted with risk: avoid it, reduce it, transfer it, accept it, or increase it. In the final analysis, a business cannot eliminate risk, as that would eliminate profits. The goal is to take calculated risks and choose them wisely."