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
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You make the magic!!!"

"you need to enter their personal story"

"Your customers care a whole lot more about themselves than they care about your products or your messages.  That’s why your marketing and sales communications shouldn’t focus on your products.  They should focus on your customers.
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Every person you come in contact with greets you with a rich personal narrative going on in their mind, not a blank slate. If you want to get their attention and have them value the encounter, you need to enter their personal story, not force them into your story."

Como não recordar:

"Come and win with us" vs "Let us win with you"

Trechos retirados de "It’s not about Michael Jordan. It’s about you."

Acerca da service dominant logic

"Even today, there are still companies that view their categories, and the segments within them, through either an industrial lens (grouping by production technology) or a demographic lens (such as Millennials compared with baby boomers).
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World-class innovators are moving from industry- or demographic-based segmentation to what we call “demand centric” segmentation, which identifies the drivers of decision-making by looking at the intersection of context (who the customer is, how he or she thinks, and what he or she does) and emotional or functional needs. Using richer data than was ever available before, companies can construct a “demand map” that clusters consumer choices in a particular category into common need bundles—or “demand spaces.” These spaces are usually expressed in everyday language, such as “perfect for my family” or “the kind of break I need.” When clearly articulated, they provide the right targets for innovation by adjacency teams."

Parece que alguém anda a dormir na forma e não se apercebeu da chegada há anos da service-dominant logic.
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Aquele "These spaces are usually expressed in everyday language" fizeram recuar a 2011:

Primeira coluna: O que o cliente-alvo do meu cliente dizia acerca do meu cliente.
Segunda coluna: O resultado procurado e valorizado na vida do cliente-alvo do meu cliente.
Terceira coluna: Conteúdos para as mensagens da proposta de valor a serem utilizados no marketing.

BTW, o caso da cadeia de hotéis Hilton relatado no artigo é interessante, como exemplo do que esta abordagem permite.


Trechos retirados de "The Prerequisites of Profitable Adjacent Growth"

"Sell outcomes not products"

"Sell outcomes not products.  You win more often when the customer has a clear understanding that you can help them to do what they need to do better than the competition.  How can you help them achieve their business goals and leverage their opportunities more effectively and more efficiently than anyone else?"

Trecho retirado de "Beat your competition – focus on the customer"

"The shift in focus"

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

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

Um resultado de uma experiência, não um produto

"What Schultz did was take the Italian coffee tradition, fly it across the Atlantic, and infuse it with a Seattle approach to leisure. As a result, for many of its customers, Starbucks isn’t really in the business of selling coffee. Instead, it’s offering a place to hang out that happens to sell coffee."

Muitas empresas precisavam de pensar assim e verem-se, não como produtores de um produto mas, como oferecendo um recurso que é integrado na vida dos clientes para produzir um resultado desejado.
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Trecho retirado de "Grounds Zero: A Starbucks-Free Italy"

Há de certeza ainda muitos low-hanging fruits por colher

Notável como, apesar da situação económica europeia, o sector do calçado consegue crescer 3% nas exportações do primeiro semestre, "Industriais de calçado estão pessimistas e pulam com mais 3% de exportações".
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E há tanto mais por onde crescer!!!
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Sim, basta pensar nisto. Se perguntarmos a um empresário do calçado, com marca própria, quem são os seus clientes-alvo e, mais importante ainda, porque é que eles compram os seus sapatos, o mais provável é que ele não tenha uma resposta preparada. Se perguntarmos se já visitou sapatarias onde se vende a sua marca, para conhecer os locais, o momento e o ambiente em que o consumidor faz a escolha, para conhecer quem são os consumidores que experimentam e compram a sua marca, ou outras marcas, talvez a resposta seja não.
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Há tanto por fazer...
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Há um século de mentalidade assente na goods-dominant logic que tem de ser vencido e ultrapassado. O produto é muito importante, mas o produto é uma desculpa, é um artifício para criar e desenvolver uma relação. Perceber quem são os consumidores-alvo, para perceber porque compram o que compram, que experiência querem viver, como é que o recurso calçado se vai integrar com os outros recursos à disposição do consumidor, para criar a experiência que procuram e valorizam.
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Precisamente acerca disto:

"Embracing customer experience is a process, one that requires fundamental shifts in how your business behaves and is organized. ... As Southwest Airlines demonstrates, this isn't about money -- in my work, the biggest impact I've seen a customer experience mindset have is to help companies understand how they can better orchestrate existing elements to realize new value. I'm sure that sounds like some retread of the dreaded "Business Process Reengineering", but there's a key distinction -- this isn't about efficiency and effectiveness and reducing waste throughout your processes. This is about choreographing (Moi ici: Eu chamo-lhe fazer batota) what you already have (technologies, people, offerings) to better respond to your customers' needs and wants.

Como há tanto por fazer, como ainda se está, na generalidade, tão preso à goods-dominant logic há de certeza ainda muitos low-hanging fruits por colher.

Trecho retirado de "Becoming a Customer Experience-Driven Business"

A minha receita

O penúltimo capítulo de "Service Management and Marketing" de Christian Gronroos ("16 - Transforming a Manufacturing Firm into a Business Service") indica o caminho para o futuro das empresas produtoras de bens transaccionáveis.
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"The traditional supplier-customer dyad has long been challenged by forces in the marketplace. To be able to support their customers, suppliers have had to move into networks with other suppliers and the customer's customer becomes a part in the chain that a supplier has to consider. Changes in the business environment relating to business-to-business markets have possible dramatic consequences for firms. A competitive advantage cannot be achieved and maintained with traditional means. A supplier who, in a competitive market, only offers the core solution to its customers, in the form of a physical product from small-scale products to large investments such as a paper-machine, will soon find that the pressure on price gradually grows from what it already used to be. The reason for this is quite obvious. As customers do not perceive any other support to their processes by a supplier than what the product offers, and as there is an abundance of competing offerings on the market, it is only natural for a buyer to look at price as a major and often even the major purchasing criterion."
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E podemos competir pelos preços mais baixos?

Hummm! Não me parece!
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A minha receita é outra. Trabalhar para enriquecer a oferta, trabalhar para aumentar os preços:

Service-dominant logic (parte II)

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

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

.

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

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

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

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

Continua.

Service-dominant logic (parte I)

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

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

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