A magia da interacção

 Ao longo dos anos tenho aqui sublinhado o papel da interacção nos ecossistemas da procura, para fugir à comoditização, para subir na escala de valor.

"The Joint Sphere: Value Co-creation Opportunities.
In the joint sphere, the customer’s value creation is different. In this part of the value process, the two actors meet and interact with each other.
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What may happen in such direct interactions, if the actors allow it, is that the provider’s and the customer’s processes—the firm’s service-providing process and the customer’s consumption and value-creating process—merge into one interactive, collaborative and dialogical process. The two processes become one, and a platform of co-creation emerges. Such direct interactions can be both face-to-face interactions and interactions with smart technologies. If both actors are willing to do it and know how to do it, the service provider may engage with the customer’s value-creating process and co-create value with him or her at this stage of the value process. If they do not want to or do not know how to do it, no value co-creation takes place, in spite of the existence of a platform of co-creation. In that case, the provider’s role is restricted to continue facilitating the customer’s value creation.
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Thus, in the joint sphere, the role of the firm may be that of a value co-creator, where the firm’s goal is to, when needed and appropriate, actively influence the customer’s value-creating process and, thus, his or her value fulfilment. On the other hand, the customer’s role is to be the value creator and perhaps also a value co-creator with the provider. The customer’s goal is the same as in the customer sphere: to use and integrate resources with the aim to become better off. In the joint sphere, the actors may switch roles, and the provider becomes the customer and the customer becomes the service provider of, for example, actionable information and feedback. Viewed from below, from a managerial micro-perspective, co-creation only takes place in direct interactions, provided that a platform of co-creation is formed. In all other situations, the firm can only facilitate the customer’s value creation.
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From a managerial point of view, co-creation can have both positive and negative consequences.[Moi ici: Quando o tema não é abordado de forma preparada, planeada, é provável que por vezes quem interage não tenha consciência das prioridades e das consequências dos seus actos e comportamentos]
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From the micro-vantage point, one also observes that the firm can do much more than only offer value propositions. If the actors’ processes indeed merge in the joint sphere into an interactive, collaborative and dialogical process and a platform of co-creation comes into existence, the firm has the opportunity to influence the customer’s value process and how this process develops, and in the end, the customer’s value fulfilment. Because this also may have an impact on the customer’s preferences and future purchasing decisions, it also has fundamental implications for marketing. In the service marketing literature, this part of the marketing process is called interactive marketing, and the service employees involved in it are termed part-time marketers."

Trechos retirados de "On Value and Value Creation in Service: A Management Perspective" de Christian Grönroos publicado por Jornal of Creating Value.

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’.
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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.