Investir para entrar na mente dos clientes-alvo

"Each area within the circles is strategically important, but A, B, and C are critical to building competitive advantage. The team should ask questions about each. For A: How big and sustainable are our advantages? Are they based on distinctive capabilities? For B: Are we delivering effectively in the area of parity? For C: How can we counter our competitors’ advantages?

The team should form hypotheses about the company’s competitive advantages and test them by asking customers. The process can yield surprising insights, such as how much opportunity for growth exists in the white space (E). Another insight might be what value the company or its competitors create that customers don’t need (D, F, or G).

...

But the biggest surprise is often that area A, envisioned as huge by the company, turns out to be minuscule in the eyes of the customer."

Acredito que muitas empresas apostam em propostas de valor que caem sobretudo na área B porque se focam nos outputs e não nos inputs. Assim, não investem tempo para entrar na mente dos clientes-alvo e perceber como é que o output é usado como input no processo de criação de valor do cliente.

Trechos retirados de "Strategic Insight in Three Circles".  

E a vida do cliente?

 "Every company believes it is customer-centric. However, most of them are product- and service-centric first, focusing on how to enhance their offerings (e.g., adding services to gas stations) rather than putting themselves in their customers’ shoes (and realizing that people want to avoid the gas station altogether).

...

Often customers have difficulty articulating the problem they are trying to solve. Therefore, it is critical to dig deeper to understand the root cause of customers’ challenges.

...

Understand customers’ problems

...

Identify pain points

...

Look beyond your product

...

Mapping customer journeys has become a norm in the industry. However, almost every company starts and ends its consideration of the journey with its product [Moi ici: Um excelente ponto!] — say a car or a mortgage. This can miss what’s driving customers in the first place, which can be highly useful in understanding consumer motivation and potential opportunities to add value."

A service-dominant logic usa esta figura:

É voltar a Richard Normann e a:

É tão fácil esquecer, ou ignorar a esfera da vida do cliente...

 

Trechos retirados de "Are You Really Innovating Around Your Customers’ Needs?"

" the primacy of operant resources over operand resources in value co-creation"

Parte I.

"Axiom 3 - All social and economic actors are resource integrators.
As explained, S-D logic argues that all actors provide service (apply resources for other’s benefit) to receive similar service from others (other actors applying their resources) in the process of co-creating value. This means that all actors are both providers and beneficiaries of service and that the activities and characteristics of actors are not fundamentally dichotomous, as implied by the conceptual division of economic actors into producers and consumers.
...
Resources, in S-D logic, are viewed “as anything, tangible or intangible, internal or external, operand or operant, an actor can draw on for increased viability”. The literature regarding resources in S-D logic recognizes that two broad types of resources are being integrated. Operand resources are resources, such as natural resources, that require action taken upon them to be valuable. Operant resources are resources, such as knowledge and skills, are capable of acting on other resources to contribute to value creation. Aligned with many of the resource-based views, S-D logic emphasizes the primacy of operant resources over operand resources in value co-creation. In other words, although operand resources often contribute to the cocreation of value, without the application of operant resources, such as knowledge, skills and competencies, value co-creation does not occur.
...
It is important understand that, in S-D logic, potential resources are realized in the context and through the application of other resources. In other words, resources are not, they become.
...
This means that resources such as knowledge and skills, and the availability of other resources determine the resourceness of potential resources"

Trechos retirados de "Service-Dominant Logic: Foundations and Applications"

"the application of specialized resources for the benefit of other actors" (I)

"Furthermore, understanding exchange as a process also brings forth additional insight about the purpose of exchange. It becomes clear that aim of exchange is not to move around products or other exchange objects, but to share applied knowledge and skills with other actors to support what they are trying to accomplish. In other words, the purpose of exchange is to enable reciprocal value creation. As this is possible only through collaboration and exchange with a large number of actors, S-D logic calls this process value co-creation and the collectives, among which value cocreation occurs, service ecosystems.
...
in S-D logic the purpose of exchange is value co-creation, which is facilitated through the exchange of service, that is, the application of specialized resources for the benefit of other actors (and themselves), rather than goods, which are only occasionally used in the transmission of this service. This shift in how exchange is understood also implies a radical change in the meaning of value. G-D logic views value as something determined and produced by the producer that can be embedded in goods and defined in terms of its “exchange value”. Alternatively, Vargo and Lusch (2004) proposed that value is actually determined by the beneficiary on the basis of the “value in use” that results from the beneficial application of the resources (e.g. knowledge and skills) exchanged...
S-D logic also implies that the beneficiary is always an active participant in its own value creation process – that is, a co-creator of value. In other words, for value to be perceived by the beneficiary and, thus, value creation to occur, the beneficiary’s (e.g. customer) operant resources must also be integrated."

Trechos retirados de "Service-Dominant Logic: Foundations and Applications"

"a resource not as a substance or thing, but rather as an abstraction"

"although operand resources often contribute to the cocreation of value, without the application of operant resources, such as knowledge, skills, and competences, value cocreation does not occur.
.
An important part of the service-centered view is to understand that the nature of resources is contextual. In other words, resources are not, they become. This means that actors’ knowledge and skills—that is, other resources—determine the resourceness of resources.
.
Consider, for example, fire: The resourceness of fire only became available for humans once the knowledge and skills needed to control and apply fire for specific purposes were developed. Hence, potential resources become resources when appraised and acted on through integration with other potential resources.
...
“Value is cocreated by multiple actors, always including the beneficiary”) and the nature of value outcomes and their determination (Axiom 4, “Value is always uniquely and phenomenologically determined by the beneficiary”)."

Li isto e fiz logo a ponte para a importância da formação dos comerciais sobre como comunicar, ou sobre como fazer emergir a "resourceness" na vida dos clientes.

"a resource not as a substance or thing, but rather as an abstraction that describes the function that a substance or idea contributes to achieve a desired end. Hence, to integrate resources, resource-integrating actors must first be able to recognize the resourceness of the potential resources available to him/her. Therefore, the process of affording potential resources their resourceness becomes a prerequisite for resource integration and value cocreation. For this reason, a deeper understanding of  resources is critical for the further development of SD logic and its service ecosystems perspective.
...
resourceness is not an intrinsic characteristic of a resource, but is a socially constructed and institutionalized phenomenon"

Trechos retirados da tese de doutoramento "The evolution of markets – A service ecosystems perspective" de Kaisa Koskela-Huotari.

Acerca da co-criação de valor

"In co-productive terms, value is manifested thanks to the 'enabling' which the supplier brings to the customer's own value creating activity. By 'enabling' we mean 'supporting', or 'making possible'.[Moi ici: Tudo a ver com o uso da oferta como um input a ser processado pelo cliente na sua vida. A mesma oferta é processada por diferentes tipos de clientes de diferentes maneiras e, por isso, terá valores diferentes para cada tipo de clientes. Se a mesma oferta está disponível no mesmo local para todos os tipos de clientes, alguns vão considerar a oferta como demasiado cara, ou como suspeitosamente barata. Admitindo que possa fazer sentido trabalhar para mais do que um tipo de cliente, talvez faça sentido usar marcas diferentes, ainda que o 'hardware' seja o mesmo, para enviar diferentes mensagens e sinais para diferentes tipos de clientes]
...
Rather than being objective or subjective, interactive value is in fact, `actual'. It is 'actual' in the sense that it requires action on the part of both the customer, and his or her customers, and the supplier for the value to become (actually) possible. Once the actions take place, they become facts. Actual value is thus dependent on 'action' and interaction, which upon taking place 'actually', becomes 'factual'. With this understanding of customer valuation, the notion of 'end customer' — a customer at the end of a value chain that passively receives the value produced by the supplier — has lost its significance. [Moi ici: Isto não invalida que certos tipos de clientes não saibam, ou não precisem, ou não queiram criar mais valor com uma oferta. Porque a noção de valor não é a do produtor, mas a daquele que vai operar a oferta com um fim em vista. Como comprar azeite virgem extra de marca de nicho, para depois só o usar para fazer refogados] Somebody buys an offering, seeking to co-create value with others, for themself, for the other, and/or for third parties. We buy in order to create value, with others or in relationship to them. And we seek value-creating opportunities, which guide much of our buying. Understanding these value-creating opportunities for one's customers becomes the true challenge for any seller. [Moi ici: O vendedor pode fazer o papel de consultor, de formador do cliente, ajudando-o a perceber como uma determinada oferta pode fazer mais sentido e ser mais útil para a criação de valor percebido realmente como tal] The interface between one's customers and their own different customers, establishes the value that one's customers are seeking to produce. It is the supplier's role of actually helping customers to create value (with their counterparts) that convinces a customer to buy from that supplier. [Moi ici: A importância de ir para além da relação diádica e perceber o ecossistema do negócio]
...
The connotations that a given interaction holds for us, how we value it, are subjected to the particulars of the situation in which the interaction takes place. ... Offerings are thus valued 'contingently', that is, depending on which they are connected.
...
The offering consequently is not something that exists, independently, in itself. It both resulted from and contributes to a bundle of activities that enable the buyer to perform his or her activities in a different way than if the offering had not been bought. It is the outcome of these intended activities that creates some form of satisfaction for the buyer.
...
Facilitating customer value creation is, within the co-productive point of view, the raison d'être for a firm. This perspective shifts the focus of strategic attention from actor or 'activity' to interaction."
...
What competes is the offering, not the actor. Offerings are the output produced by one (or several) actor(s) creating value — the `producer' or 'supplier' — that becomes an input to another actor (or actors) creating value — the 'customer'....Offerings are thus both outputs and inputs. Acknowledging and incorporating the specific individual requirements of each customer implies that customers cannot be simply treated en masse as anonymous, 'average', de-personalized 'product markets'. Customer requirements can be better understood by knowing how each customer is producing value for themself and in turn, for their customers. A company's offering have value to the degree that customers can use them as inputs to leverage their own value creation with their own counterparts."

TRechos retirados de "Prime Movers" de Rafael Ramirez e Johan Wallin. 

"we need to get better at selling the intangible"

Em de "The Value Shift" retrata-se a tragédia de muitas PME portuguesas:

"Over time, Sally’s realised the thing she loves best about her work is everything she does before she picks up the camera.
.
Her gift is getting her clients to open up about why they do what they do, not what they do. The reason Sally’s films are so good is because of the unbilled hours she spends with the client before filming begins. It’s hard to explain that to most people and it’s just as hard to charge for it.
.
What most clients pay Sally for—the deliverable, is that five minutes of video footage. But what Sally dreams of doing and being paid for is finding stories worth telling.
.
It’s easier for Sally to sell the outcome—the video, than it is to market her process and the impact of her work. So, she defaults to doing what’s easy and ends up selling videos in one-minute increments to clients who don’t understand or pay for her genius.
.
People happily pay for the tangible. But if the tangible—the logo, the report or the cup of coffee, is a fraction of the value we create, then we need to get better at selling the intangible.
.
It’s not unusual to wake up one day and find that the work people pay us for isn’t the work we intended to do. It’s our job to fix that, by telling the right story to the right people.
.
Is the work people pay you for the work you want to do?"

É tão isto!
Vendem o que produzem e não o valor percepcionado e experienciado pelo cliente ao processar e integrar na sua vida o que comprou.

A supporting role

"Problems are stories — it’s a dull tale that has no conflict to resolve. The customer on the other side of that table is the protagonist in their own adventure. We’ve selected them as a persona that might be interested in casting us as their hero (or even in a supporting role that lets them be the hero of their own story)."

É isto, voltar a Luke e a Yoda: "Parte III - O cliente é que é o Luke"

Trecho retirado de "What a Journalist Can Teach Lean Startups about Customer Interviews"

O actor, o seu problema e o valor (parte III)

Parte I e Parte II.

"For the buyer and seller an exchange contains several sources of potential benefits and costs:
• The sales contract or agreement describes the performance requirements for each party and is therefore a source of benefits and costs for each side. We will refer to them as the benefits and costs of the contract.
• The negotiation and carrying out of a transaction is not without costs. We refer to these as transaction costs.
...
• A transaction is not carried out in isolation from other transactions and processes in the environment. Almost every transaction has external effects of one sort or another. Hence we distinguish between the benefits and cost that arise directly from the exchange, and side effects that only become apparent in other exchanges. We refer to these side effects as side benefits and side costs from the perspective of the parties involved in the focal exchange.
...

The Buyer’s PerspectiveIf a product or service is provided as contractually specified, the buyer receives the contract benefits. These are the benefits the product provided contribute to solving a particular problem ... The meaning of the term “Product” in this context has to be interpreted in the broadest sense as a means of producing value, of solving problems: it comprises all the elements defined in the agreement including hardware, software, services, and ownership and usage rights. From the buyer’s perspective, a product is not a physical object but a means of solving a problem, with the associated perceived benefits. It is not the machine that constitutes the product but the availability of manufacturing capacity; the consulting process is not the product but the resulting ability of the buyer to deal with a problem in a better way.
...
The potential transaction benefits for a buyer arise independent of the emergence of an agreement during the buying process. One example is the know-how the buyer may gain from the seller as a result of their interactions, which may assist the buyer in later use of the product. Another is the positive experience the buyer has during the exchange process, from their own activities or those of the seller. The seller’s efforts to facilitate the buyer’s decision making, such as consulting advice, comparisons of alternatives, advertising, inspection tours, and test operations are yet another potential source of benefits that can increase the buyer’s trust in the seller and hence lower its transaction costs."

Trechos retirados de "The Market Process" de Wulff Plinke e Ian Wilkinson, capítulo incluído no livro "Fundamentals of Business-to-Business Marketing - Mastering Business Markets" editado por Michael Kleinaltenkamp, Wulff Plinke, Ian Wilkinson e Ingmar Geiger

O actor, o seu problema e o valor (parte II)

Parte I.

A motivação de um potencial cliente por uma interacção será tanto mais forte quanto mais forte for a pressão para resolver o seu problema. Três factores podem afectar essa pressão:

"The consequence of success or failureThe pressure to solve a problem will vary according to the perceived importance of fulfilling a task. If the execution of a task promises significant contributions to goal achievement, the exchange partner will try harder to solve the problem. ... The more important are the anticipated consequences of failing to solve the problem, the greater is the pressure for solution.
...
Complexity of the task and the availability of means of solution
The more complex the task is perceived to be, the greater the pressure and effort required to find a solution.
...
Limits on the resources available, financial or human, also increase the difficulty and pressure involved in finding a problem solution. This is because compromises have to be made with respect to budgets or the quality of the problem solution.
...
Time pressure
The shorter the time available to solve a problem, the greater the pressure to find a solution. Time pressure may mean some options are not available, as when the time to submit a tender expires due to unexpected technical problems in tender preparation, or when costs will increase significantly if overtime rates have to be paid to extend working hour to complete a job on time."

Recentemente num projecto balanced scorecard onde a estratégia passa por subir na escala de valor trabalhando a interacção com um decisor vários níveis acima do cliente no ecossistema da procura, apareceu um tema como relevante para cativar esse decisor: "Prazos curtos".

O tema ainda não está resolvido, mas deixa-me cheio de dúvidas... associo prazos curtos a produtos padronizados. Produtos padronizados são um negócio de preço, prazos curtos não são compatíveis com tempo para interagir e criar algo novo. Também podemos estar a falar de "prazos curtos" não no sentido literal, mas curto no sentido de rapidez na criação de algo novo.

Trechos retirados de "The Market Process" de Wulff Plinke e Ian Wilkinson, capítulo incluído no livro "Fundamentals of Business-to-Business Marketing - Mastering Business Markets" editado por Michael Kleinaltenkamp, Wulff Plinke, Ian Wilkinson e Ingmar Geiger

""Axiom 1: Service Is the Fundamental Basis of Exchange"

"Axiom 1: Service Is the Fundamental Basis of Exchange - To understand the meaning of Axiom 1, “Service is the fundamental basis of exchange”, it is important to recognize that S-D logic represents a shift in the underlying logic of understanding exchange, rather than a shift in the emphasis of type of output that is under investigation. This shift of logic is achieved by introducing a processual conceptualization of service (singular)—the application of resources for the benefit of another—as the basis of exchange. In other words, the concept of service focuses on the process of serving rather than on a type of output such as services (plural). Consequently, S-D logic is not about making services more important than goods, but about transcending both types of outputs with a common denominator—service.
With the help of this processual conceptualization of the basis of exchange, exchange can be understood as actors applying their competences to provide service for others and reciprocally receiving similar kind of service (others’ applied competences or money as ‘rights’ for future competences) in return."

Trecho retirado de "Chapter 28 - Further Advancing Service Science with Service-Dominant Logic: Service Ecosystems, Institutions, and Their Implications for Innovation" do livro

Partir do cliente e da sua situação

"Lead your audience to what makes you special rather than leading with what makes you special.
...
Get it?   All of the storytelling ideas start with the customer and their world, acknowledging the things they are dealing with.   From there, you share how you can help.  You lead them to it.
.
The converse, leading with, puts all the burden on the customer to figure out why they should care.   Even if they are already looking for products in a category, you should still lead them to what makes you special.  You may do that through Situation-Impact-Resolution models, or Commercial Insights, or by demonstrating a point of view, etc. etc. etc."

Recordar "you need to enter their personal story" e "Mambo jambo de consultor ou faz algum sentido?"

Trechos retirados de "Lead to, Not with, Differentiation and Capabilities"

You make the magic!

Recordar "you need to enter their personal story" e "Mambo jambo de consultor ou faz algum sentido?".

A ver a penúltima etapa do Giro de Itália vejo um anúncio da marca de bicicletas Canyon, reparem nesta mensagem:

"We make the bike
...
You make the magic!!!"

Privilegiar os inputs sobre os outputs (parte IX)

Há dias visitei este armazém de uma empresa de calçado:

Estão a ver tudo arrumado, tudo em caixas identificadas, tudo localizado...

Quando se perguntava onde tinham arranjado a estrutura metálica X a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado a estrutura metálica Y a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado as prateleiras para caixas Z a resposta foi: na empresa G.

Quando se perguntava onde tinham arranjado os carros metálicos W a resposta foi: na empresa G.

A empresa G é uma serralharia industrial que fornece uma outra empresa do ramo da metalomecânica com que trabalho. Por acaso estacionei o carro perto da G. E ao olhar para o edifício da G. descobri um cartaz metálico na fachada onde listavam o que faziam:

• montras industriais
• estruturas metálicas
• ...

E pensei... tão século XX, tão concentrado no que se faz.

É o velho conceito deste blogue: Think input not output:

"servicification. This means that the emphasis, when we look at offerings, is no longer on the production process that historically created them as outputs, but in their property as inputs in the value creating process of the customers system."

É o que Alan Klement quer dizer quando mostra isto:

Outro exemplo.

A minha mulher resolveu começar a frequentar um ginásio. Como moramos próximo de um centro comercial, ontem à tarde metemo-nos ao caminho a pé e fomos a uma loja da Sport Zone. Que desilusão!!!

A minha mulher foi lá de propósito à procura de um saco ou de uma mochila para levar as coisas para o ginásio. Entretanto, no caminho começamos a visualizar o seu primeiro dia e demos connosco a enumerar outras coisas que lhe faltavam: um par de toalhas, um aloquete (bem à Puorto), ...

Percebi que a Sport Zone é um expositor de coisas relacionadas com desporto ou com um look desportivo, mas não pensa nas pessoas e no seu contexto. A cerca de 1 km daqui de casa há uma loja da Aldi, há tempos ao olhar para um expositor daquelas tralhas que mudam todas as semanas, reparei num artigo qualquer que parecia ser interessante para a limpeza de um carro. Ao mesmo tempo que classificava o artigo como interessante surgiu um outro pensamento: se calhar seria mais interessante se tivesse um outro a complementar, porque muitas pessoas vão gostar do 1º artigo, mas não comprar por falta do complemento. Desvio o olhar um bocado e ... reparo no tal complemento. Espertos.

Um dia a Sport Zone há-de descobrir que também ela vende inputs e não outputs: em que contexto é que se encontra alguém que vai:

• começar a frequentar um ginásio pela primeira vez? O que precisa?;
• começar a praticar campismo pela primeira vez? O que precisa?
• começar a praticar ciclismo de recreio para abater banhas, ou para melhorar a relação com os filhos, ou para aproveitar o Verão e ... O que precisa?

Motivação e integração de recursos

"resource integration as the processes and forms of collaboration through which resource integrators (i.e. actors) co-create phenomenologically determined value-in-context, using operant resources (e.g. knowledge and skills) and acting on operand resources. However, it is not knowledge and skills that generate value but rather their use. [Moi ici: Isto faz-me lembrar a caridadezinha] To use knowledge and skills, actors must be motivated, because activity is triggered by motivation. Because value-in-use requires activity, motivation is already embedded as a precondition of the value-in-use (value-in-context) concept.
...
We posit that motivation is key for understanding actors’ willingness to integrate resources and fundamental to why actors integrate resources.
...
resources do not turn into value when used, they are transformed into new resources that can be used.
.
Goals are focused on outcomes and give motivation the direction to pursue value outcomes or resource outcomes; they also define the initial intensity of effort.
...
A traditional view of resource integration is that actors drive resource integration through their knowledge and skills when operating on other resources they have access to or possess.
...
Both enablers (e.g. competencies) and drivers (e.g. motivation) shape and direct resource integration. In line with our framework and discussions, we derive four proposi-tions showing the inbuilt mechanism of motivation and how it contributes to explaining resource integration and outcomes.
.
Proposition 1: Resource integration is performed by actors, enabled by competencies, and driven by motivation and institutional arrangements.
...
Proposition 2: Actor’s motivation shapes the direction, intensity, and persistence of resource integration.
...
Proposition 3: Actors’ subjective and shared experiences of resource integration influence their motivation and competencies.
...
Proposition 4: Value propositions offer actors’ motivational direction toward intended value outcomes.
...
Defining resource integration
Based on an extensive literature review and our conceptualization, we define resource integration as actors’ use of competence in emerging interactions, driven by motivation and enabled by available resources. There are several aspects of the definition worth highlighting. The definition includes both the driver (motivation) and enablers (competencies and availability) of resource integration. Use implicates an activity, which is necessary for it to be resource integration. Also, interaction is the coming together of resources
...
their resource integration processes when co-creating value for themselves and others. Resource integration results in subjective experiences, and therefore, it cannot be understood solely from a holistic perspective of value co-creation. Customers cannot be regarded as having homogeneous needs; because there are various types of motivation drivers, customers must be treated individually. Managers can learn from favorable and unfavorable customer experiences and through these, gain insight into different motivational drivers and their levels of importance.
...
Understanding an actor’s motivation to integrate resources enables the firm to, for instance, fit their value propositions to the actor’s context, facilitate value realization, and design service experiences that incentivize favorable resource integration.
Value propositions offer actors directional motivation for their resource integration efforts."

Trechos retirados de "Motivation: The missing driver for theorizing about resource integration" 

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.
.
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.
.
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

"the resourceness of resources" (parte II)

Parte I.

"the paper conceptualizes a resource not as a substance or thing, but rather as an abstraction that describes the function that a substance or idea contributes to achieve a desired end. Hence, to integrate resources, resource-integrating actors must first be able to recognize the resourceness of the potential resources available to him/her. Therefore, the process of affording potential resources their resourceness becomes a prerequisite for resource integration and value cocreation. For this reason, a deeper understanding of resources is critical for the further development of S- D logic and its service ecosystems perspective.
...
The basic argument of the paper is that resourceness is not an intrinsic characteristic of a resource, but is a socially constructed and institutionalized phenomenon
...
S-D logic’s systemic view on value creation posits that for value to emerge, resources from multiple sources must be integrated. Hence, value is cocreated among multiple actors who potentially possess institutional arrangements that differ in terms of the included practices, symbols, and organizing principles that enable and constrain resource integration. Resource integration, therefore, takes place in the complex, multidimensional, and dynamic context of service ecosystems composed of multiple institutional arrangements.
...
‘resourceness’ is inseparable from the complex institutional context in which it arises. When connected to this omnipresent process of potential resources gaining their ‘resourceness,’ the institutional approach demonstrates its applicability to a wide range of social phenomena. This conceptualization reveals the need for more holistic, systemic, and multidisciplinary perspectives on understanding the profound implications of the process of resources ‘becoming’ in value cocreation, innovation, and market evolution."

Trechos retirados de "The evolution of markets – A service ecosystems perspective" de Kaisa Koskela-Huotari

o vector tempo não é irrelevante (parte III)

Parte II.

Ontem à noite comecei a ler "On Value and Value Creation in Service: A Management Perspective" de Christian Grönroos e publicado muito recentemente por Jornal of Creating Value. É sempre um gosto ler este pensador.

O Abstract soou a algo de familiar:

"To develop a managerially relevant understanding of value and value creation, these phenomena must be analysed on a micro level. Seen from above, they lack a microfoundation. In the present article, value and value creation are discussed from a micro position, based on a service logic (SL) analysis of the service perspective on business and marketing."

E continuou:

"Viewing from above, or taking a macro-perspective, ... it can be observed that a whole host of actors, such as firms in various stages in the supply chain and end users, contribute to the value that emerges for the end user and other actors in the process. ... However, although a macro- analysis reveals phenomena which are not visible from below, ... at the same time, micro-level phenomena can only be observed from below and remain disguised for an analysis on a system- of-actors level. [Moi ici: Como não recordar os encalhados da tríade, qual Sarumans incapazes de abandonarem o alto das suas torres, incapazes de apanharem o que um anónimo engenheiro da província observa todos os dias há anos] The many different ways in which the actors contribute to value cannot be observed from above and, therefore, are not analysed in detail. ... ‘value co-creation is difficult to observe empirically’, and in order to theoretically develop the service perspective further, researchers must pay more attention to the micro-foundations that underpin SDL’s macro- constructs. ... ‘[M]acro scholars too often work with firm-level constructs which often unclear microfoundations, and proceed as if there are direct causal relations between macro variables (e.g. arguments that capabilities cause performance), where, in fact, the real causal relations involve lower level actions and interactions’.
...
What takes place on an actor level, in contrast to a level of systems of actors, is invisible to macro- analysis. ... the need to avoid the ‘black- boxization of concepts’ . In macro-analysis, the roles and goals of the actors cannot be observed, and even the nature of value as value-in-use is difficult to capture  ... To be able to draw conclusions about this, interactions must be observable and the nature of interactions clearly understood.
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First, analysing the service perspective from below reveals that the nature of value-in-use is partly different from what is postulated in a macro-analysis. Indeed, value-in-use is determined in an idiosyncratic and phenomenological manner by customers, as suggested by SDL, but how value emerges or is created is not observable in a macro-analysis."

A micro-economia sabe coisas que a macro-economia ou ainda não sabe ou nunca chegará a saber. E, escrevo que "ainda não sabe" porque, quando o mundo muda, os encalhados continuam a tentar explicar o mundo com base nas sebentas em que aprenderam. Os "ignorantes", como não sabem, por tentativa e erro, o nosso querido fuçar, descobrem ao nível micro as opções que funcionam no novo mundo.

Ainda ontem num webinar a que assisti, vi esta imagem:

Quando o mundo muda, o conhecimento que funcionava transforma-se numa armadilha, só resta a acção. O novo conhecimento só virá depois da reflexão sobre as acções que resultaram.