" 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.
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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.
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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"

Ecossistemas de serviço

"As one zooms out from dyadic interactions and discreet transactions, the first thing noticed is that these dyadic interactions do not take place in isolation, but rather within networks of actors, of which the dyad is just a part. These networks can be seen at various levels of aggregation (e.g., macro, meso, micro). Structurally then, these networks reflect what S-D logic captures axiomatically in the resource-integration specification of Axiom 3 [All social and economic actors are resource integrators]. Likewise, they emphasize that the benefit (value) realized by a beneficiary (e.g., a “customer”) does not occur in isolation either, but rather through integration of the resources from many sources, [Moi ici: Recordar o objectivo de maximizar a criação de valor a nível do ecossistema, "The market is a goal collective"] thus best understood as holistic experiences (FP9/Axiom3 and FP10/Axiom4).[Value is always uniquely and phenomenologically determined by the beneficiary]
At first glance, it might appear that there is little new here, just the acknowledgement that service provision, value cocreation and value realization take place in networks, ... However, the S-D logic framework adds several key characteristics that are not in all cases typical of these network conceptualizations. Most obvious among these is that the connections represent service-for-service exchange, rather than just connections of resources, people, or product flows; thus, in S-D logic, network actors are linked by common, dynamic processes (service provision). Second, the actors are defined not only in terms of this service provision (resources applied for benefit) but also in terms of the resource-integration activities that the service exchange affords. Finally, the network has a purpose, not in the sense of collective intent but rather in the sense of individual survival/wellbeing, as a partial function of collective wellbeing."

Trecho retirado de "Service-dominant logic 2025"

"valor" e "significado"

O marxianismo defende que o valor de algo é definido pelo trabalho anteriormente incorporado na sua criação. Assim, para um marxianista, isto é impensável: "Espanha: Chineses pagam 10 mil euros por aeroporto que custou 450 milhões".
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Neste blogue considera-se o valor como algo subjectivo, relativo, fenomenológico e definido pelos intervenientes numa transacção. Por isso, achei interessante o paralelismo da evolução dos conceitos de "valor" e de "significado" que encontrei neste texto "Reading :: Service-Dominant Logic":

""Value is always uniquely and phenomenologically determined by the beneficiary"
...
Scholars in rhetoric and writing studies may see parallels with the term "meaning" in our field, a vague term for something that was once understood as embedded in the text, unilaterally communicated from writer to reader. Eventually, rhetoric and writing scholars shifted to the consensus that meaning is cocreated in communicative interactions: meaning was eventually seen not as a noun, a quality embedded in a material, but rather the result of a verb, an interaction across many participants and media. That is, the shift to S-D logic described in this book sounds a lot like the interpretive turn that rhetoric and writing took in the 1980s."

Uma outra abordagem (parte VIII)

Parte I, parte II, parte III, parte IV, parte V e parte VI.

"With a service lens, what is the proper focus for strategic advantage?A service lens requires recasting goals from a constrained focus on the market
(such as making better products, selling things, and growing market share) to an unbounded focus on co-creating value by integrating resources for specific jobs-to-be-done.
...
[Moi ici: O trecho que se segue é, verdadeiramente, poético e poderoso. Muda completamente o paradigma da história do "valor acrescentado". As empresas não acrescentam valor, as empresas podem propor valor, só os clientes criam valor. As empresas, os fornecedores, podem, quando muito, co-criar valor. A concentração não é no que se produz, mas no que os clientes perseguem, no resultado que procuram e valorizam] A service lens encourages a company to anchor strategic planning around “How might we help?” [Moi ici: Gostava de ser capaz de transmitir a beleza e o potencial desta mudança de perspectiva] before “What can we do?”"

Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte VI)

Parte I, parte II, parte III, parte IV e parte V.

"Value always depends on the context in which a job is done because co-creation is inherently experiential. Value co-creation happens as customers integrate a unique set of resources through service provision to satisfy their distinct value priorities in getting a job done at particular times and locations. [Moi ici: Fazer a ponte para o SPIN selling]
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Value depends on context because customers have unique access to market, public, and private resources and unique personal knowledge and skills.
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Context also frames the demands and potential of resources used to get a job done. When, where, with whom, and on what a job is done alter the value priorities of a customer independent of any change in resources.
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Finally, value depends on context because each customer draws on their unique combination of experiences, culture, and mind to shape their value priorities and assign meaning to service received. In other words, customer involvement happens not only via the actions a customer takes to get a job done, but also by how they interpret and process information to define and assess value.
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As such, a deep understanding of context is a prerequisite to successfully competing with a service lens. To achieve this, companies must move from merely “monitoring” the customer environment to “connecting” with it.
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Context is neither fully within our control nor beyond our influence. Companies who see the market through a service lens, therefore, seek to shape how value is interpreted in distinct contexts, assist customers with accessing necessary resources within contexts, enable service delivery across varying contexts, and expand the potential of resources in specific environments."  

Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte V)

Parte I, parte II, parte III e parte IV.
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Quando no Sábado, em "Empresas, objectivos, clientes, satisfação e lucro" chamei a atenção para estas duas posturas face aos clientes:

"O objectivo das empresas é satisfazer clientes, como consequência podem, ter lucro"

E

"O objectivo das empresas é ter lucro, como estratégia devem satisfazer os clientes." 

Estava longe de relacionar isto com o artigo desta série de Vargo, Lusch e Bettencourt:

"A service lens shifts the role of marketing from being a value distributor to being a value enabler. The customer is no longer viewed as a “target” for value delivery, but rather as a “partner” who actively contributes to value creation." 

Uma outra abordagem (parte III)

Parte I e parte II (também podia ser a parte XVIII da série dos tectos de vidro)

"If one assumes that value is embedded in an offering and delivered to the customer, as goods-dominant logic does, then it makes sense to accept any and all customers who might benefit from that value. However, once one realizes that value is only realized through co-creation with a customer, then customer choice becomes critical to success. Success depends on matching the resources and capabilities of the firm and its service network (e.g., partners, suppliers, and employees) with the willingness and ability of a given segment of customers to be part of the service operation based on their expertise, desire for control, access to resources, risk-taking orientation, and the relative priority they place on the value advantages versus disadvantages of distinct service options. A proper match is a source of strategic advantage.
...
While the customer always participates in value creation, the customer can have a more or less active role in the service provision itself.
...
In an “enabling” service, the customer is a job (co-)executor who acts in conjunction with the firm to provide service to get a job done. In such instances, the customer is really a service partner to the firm because their knowledge and skills play a prominent role in success or failure."

Como não recordar "selection is key to the development of the experience"

E a sua empresa, escolhe os seus clientes? É conduzida pelo mercado, ou conduz o mercado?




Trechos retirados de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.

Uma outra abordagem (parte I)

Ontem de manhã cedo, durante uma caminhada, comecei a leitura de "A Service Lens on Value Creation: Marketing's Role in Achieving Strategic Advantage" de Lance A. Bettencourt, Robert F. Lusch e Stephen L. Vargo, publicado no número de Outono de 2014 da California Management Review.
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Depois, a meio da manhã tive uma reunião numa empresa e, para meu espanto, um dos temas coincidiu com uma das mensagens principais do artigo.
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A empresa produz hardware industrial. É uma especialista reconhecida a nível mundial e, apesar de todos os quadros experientes que tem ao seu serviço, todos diplomados por universidades, continua aprisionada a esta visão do negócio:

"The problem with customer centricity at most companies is that it is grounded in an old enterprise ormanufacturing pattern of thought—what has been referred to as a goods-dominant logic. This outdated logic regards what the firm produces as the proper focal point for creating value."

Interessante como a tradição pode levar uma empresa inovadora a rejeitar convites de clientes concretos, para dar o salto para o futuro:

"In contrast, a service lens regards the proper focus for value creation as helping customers to get one or more jobs done (i.e., accomplish a goal or resolve a problem). This reorientation enables firms to pose truly customer-centric questions grounded in value creation."

 Interessante como a pessoa que mais apreciou o desafio dos clientes foi alguém que está menos integrado no sistema de concepção, desenvlvimento e produção do hardware:

"Business leaders, product engineers, and marketing professionals who
focus on how things are currently being done place constraints on their thinking. They define markets in terms of the output they provide; thus, they are unable to see the business growth possibilities that come with a service lens. This is why so many disruptive innovations - such as zero-turn radius lawn tractors, car sharing services, and retail health clinics - are created by firms that are outside traditionally defined industry boundaries or by the customers themselves."

O meu desafio?
Há uns anos não seria um desafio pois só trabalhava para empresas que sabiam que tinham um problema, ou oportunidade, e me contactavam, para os ajudar. Hoje, já procuro convencer empresas que têm um problema, ou oportunidade, e ainda não se aperceberam, a dar um passo no desconhecido.
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Continua.

"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.”
...
“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.”
...
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."

"A competência crucial passa a ser a de organizar a criação de valor"

Continuado daqui.

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O capítulo "Strategic thinking" continua com base nesta figura:

Uma figura que resume bem uma abordagem possível para a estratégia das organizações. Antes da figura vem a introspecção, vem a reflexão sobre quem somos, como empresa, em que nos distinguimos, qual é o nosso ADN, em que paisagem competitiva estamos ou queremos estar. Depois, vem a identificação dos clientes-alvo e do ecossistema da procura

"value is always cocreated in exchange and in the use and integration of what is exchanged. This view proposes that multiple stakeholders contribute to the value-creation process by integrating and applying resources to create value for themselves and for others.
...
The exchange of service is not confined to an actor-to-actor (A2A) dyad.
...
The actors are linked by value propositions, which are essentially invitations to participate in a particular value cocreation process. The service ecosystem mainly functions to enable actors to integrate and apply their resources and the resources of others (accessed through exchange) to improve its own viability as a system"

Desenhado o ecossistema com os vários actores e as suas motivações intrínsecas, o passo seguinte passa por equacionar como pôr os vários intervenientes-chave a colaborarem numa relação ganhar-ganhar-ganhar, para densificar as relações entre eles.

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O passo seguinte é a formulação das propostas de valor que poderão atrair os vários intervenientes-chave para a relação.
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Depois, desenhar o ecossistema a funcionar no futuro desejado e trabalhar para configurar o mercado nesse sentido.
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Recordar:

• Os mercados como configurações (parte I, parte II e parte III)
• Arquitecto de paisagens competitivas (parte I, parte II, parte III e parte IV)

"A competência crucial passa a ser a de organizar a criação de valor."

Frase de "Reframing Business - When the Map Changes the Landscape" de Richard Normann.

Scripting markets

Um último capítulo que sublinho de "Service-Dominant Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo é "Strategic thinking".

"what actors can do to shape their destiny.
...
the application of S-D logic have to do with innovation and market creation,
...
"What can I see from an S-D logic perspective that I cannot see from a G-D logic perspective in terms of opportunities for combining and applying available resources to offer value propositions for some other actor?" Arguably, then, the most important endeavor is to step back and examine the landscape. [Moi ici: Desenhar o ecossistema da procura, identificar os diferentes actores que intervêm e como interagem entre si e o que é que cada um procura e valoriza]
...
value creation involves the integration of multiple resources by multiple actors simultaneously or as part of an integrative process, in the context of structures.
...
rather than focusing on adapting to their environments and responding to market changes, enterprises can influence change themselves, including institutional change.
...
Innovation, then, is not so much a matter of inventing new things as it is identifying opportunities to deinstitutionalize and reinstitutionalize practices. [Moi ici: Quando se recua e se olha para o panorama, para a paisagem, para as redes de interacção entre os diversos actores, para o funcionamento do ecossistema actual e se equacionam funcionamentos alternativos com vantagem para os beneficiários últimos do serviço]
...
focusing on dynamic market interactions and moving from the perspective of the value chain to that of the value network, or service ecosystem.
...
Because value is always cocreated in service ecosystems, enterprise strategies focus on proposing value throughout the ecosystem, rather than adding value through a sequence of events. Also, the enterprise is not so much viewed as choosing from fixed alternatives but rather as designing its future. When this is done, the enterprise is less focused on trying to predict a future than configuring and integrating resources to control its future."

Trechos bem na linha de:

• "Não é armadilhar, é criar harmonia, é construir uma sinfonia...";
• "Os mercados como configurações (parte III)" e parte I;
• "Accepting an Existing Choice as Immutable";
• "Desenhar um novo mercado!!!"

É um modo diferente de pensar, e não é preciso ser multinacional com uns bolsos muito fundos para configurar um mercado. Pelo contrário, normalmente essas entidades estão adaptadas ao mercado, às instituições existentes, por isso, e muito mais provável que seja um "outsider", uma PME, a olhar para a realidade actual, desconstruí-la e imaginá-la sob um outro prisma.

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Qual a principal dificuldade?

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Mental, o modelo mental, o mindset. É preciso um forte locus de controlo no interior

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Continua.

Ética como mais um truque vs a service-dominat logic

O trecho que se segue, foi retirado do artigo de ontem no JdN, "O vendedor português é mais alemão do que sul-europeu"

"A crise mudou a forma como se vende?Temos de ser franco-atiradores selectivos. Até há cinco anos tínhamos um canhão com grande calibre e uma parede com muitos clientes. Qualquer tonto disparava e conseguia alguma venda porque havia muita procura, boas margens e as pessoas pagavam. De repente começaram a não pagar, há menos financiamento, menos orçamento das empresas, mais penúria financeira nas famílias. Trocou-se o canhão por um fuzil de franco-atirador com três balas: 'agora prepara-te e dispara'. Passámos para uma especialização maior porque a empresa não quer qualquer cliente. Há mais trabalho no escritório para que na rua seja mais efectivo. Com sistemas de controlo, aplicações móveis, controlo de presença aos vendedores, análises de risco do cliente para saber quem devo ou não visitar. E o vendedor, cada vez mais consultor e menos agressivo, deve gerir bem o tempo, saber quem atacar e não disparar à queima-roupa."

Quem segue este blogue sabe que convido as empresas a:

• não quererem servir todo o tipo de clientes;
• a seleccionarem os seus clientes-alvo;
• a adoptarem a postura do consultor de comprar em detrimento da postura do vendedor.

No entanto, não é isso que quero salientar neste trecho...

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O que sublinho é a linguagem utilizada... a mudança da empresa não assenta numa mudança de mentalidade, assenta sim numa táctica. Um pouco o que encontro hoje em "Daniel Bessa: A ética pode ser um factor de competitividade":

"A experiência de Daniel Bessa diz-lhe que as empresas têm vindo a adoptar, de forma crescente, procedimentos éticos. Uma das razões é o facto de ter retorno, pois pode ser um factor de competitividade"

É o mesmo erro... não se deve adoptar uma abordagem ética porque gera retorno e pode ser um factor de competitividade. Deve adoptar-se uma abordagem ética porque sim, está antes de considerações de vantagem competitiva.
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No último livro de Vargo e Lusch "Service-Dominant Logic: Premises, Perspectives, Possibilities" encontro um texto que expõe muito melhor a situação:

"Foundational premise 8: a service-centered view is inherently customer oriented and relational .
A logical derivation from axiom 2, that the customer is always a cocreator of value, is the eighth foundational premise: a service-centered view is inherently customer oriented and relational. The concepts of customer orientation and relationship marketing have become mainstream topics in the patched up G-D marketing management model. However, they became mainstream concepts not because the traditional G-D logic model is inherently customer and relationally focused but rather because it treats the customer as exogenous to the enterprise's value-creation efforts; therefore, the enterprise must be instructed to be customer oriented. Likewise, G-D logic is focused on transactional exchange and thus enterprises have to be encouraged to take a "relational," long-term, customer perspective. This long-term perspective has been facilitated by the development of various customer relationship management (CRM) software and is often used to estimate customer lifetime value (CLV). [Moi ici: Os tais estudos prévios referidos no primeiro texto] Importantly and unfortunately, the CRM and CLV approach to customer and relationship management continues the G-D logic approach by treating the beneficiary actor as an operand resource. The CRM and CLV technologies move the enterprise away from singular transactions to multiple transactions over time, in order to profit from the lifetime value of a customer. Importantly, the result is a "patch" to the shortfalls and limitations of G-D logic, rather than an inherently relational and customer (re)orientation.
...
An S-D logic perspective on relationship is grounded in value cocreation by actors instead of the G-D logic, output-producing orientation, in which value is assumed to be added and embedded in the production (and distribution/marketing) of the output. Value is seen as emerging and unfolding overtime, rather than as a discrete, production-consumption event. This unfolding, cocreational (directly or through goods) nature of value is relational in the sense that the activities of exchange actors as well as those of other actors interactively and interdependently combine, over time, to cocreate value. From the S-D logic perspective, relationship is not optional. Cocreation of value and service exchange implies a complex web of value-creating relationships."

Ética como mais um truque, como algo que agora faz sentido porque... não!

"Resources are not, they become"

Uma nota interessante retirada da leitura de  "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

"to adopt the view of not what resources are, but rather what they become. This is the essential nature of resources, and so we define them as anything, tangible or intangible, internal or external, operand or operant, that the actor can draw on for increased viability.
...
"Resources are not, they become." [Moi ici: Pensei logo nos licenciados desempregados deste país] This is a simple but profound statement and central to understanding the nature of the service-centered view. At the foundation of its meaning is recognizing that some actors' skills and knowledge determine "resourceness." Resourceness reflects the quality and realization of potential resources, through the process of human appraisal and action, which then transforms potential resources into realized resources."

"where value emerges for customers and is perceived by them"

"Nowhere is the idea that enterprises make and deliver value more evident than in the concept of "value added." Value added has been a ter used to describe the process of firms transforming matter to change its form, and its time, place, and possession. Predictably, these transformations require effort and thus costs, and these costs  became labeled "value added" and often identified as a source of "utility." However, offerings (tangible or intangible) are not embedded with value (valu-in-exchange) or utility but rather value occurs when the offering is used.
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Accountants might believe that an unsold good has value but this is economic value; value creation from an actor-centric and service-dominant vantage point is only possible when market and other offerings are used - that is, when they contribute to the well-being of some actor in the context of his or her life.
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With G - D logic, the value is embedded during production and distribution/marketing without the involvement of the actor who will become the beneficiary of the enterprise's offering. Early scholars in the area of services marketing succinctly identified the problem with G - D logic. For example, Gumesson argued: "if the consumer is the focal point of marketing, value creation is only possible when a good or service is consumed. An unsold good has no value, and a service provider without customers cannot produce anything." Similarly, Groonroos stated:
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Value for customers is created throughout the relationship  by the customer, partly in interactions between the customer and the supplier or service provider. The focus is not on products but on the customers' value-creating processes where value emerges for customers and is perceived by them ... the focus of marketing is value creation rather than value distribution, and facilitation and support of value-creating processes rather than simply distributing ready-made value to customers."

Trecho retirado de "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

"efficiency without effectiveness is inherently inefficient"

Ontem, ao final da tarde fui fazer uma caminhada de 8km por meio dos futuros campos de milho. Agora, os lavradores andam a roçar as ervas e a colocar a bosta em montes no extremo dos campos.
Assim, enquanto caminhava e ia ouvindo, ao longe, o motor dos tractores e o canto do cuco, ia lendo o último livro de Vargo e Lusch, "Service-Dominant Logic: Prenises, Perspectives, Possibilities". Ao ler as linhas que se seguem... não pude deixar de sorrir, não pude deixar de recordar tanta incompreensão, tanto fanatismo pelo eficientismo... como é que o que se segue é tão difícil de entender e de quebrar o modelo mental dominante?

"goods could be produced "separate" from the consumer and thus standardized and controlled for greater manufacturing efficiency. Their ability to be standardized (homogenized) also contributed to production efficiency through economies of scale. Anything that deviated from these ideal characteristics decreased production efficiency and was regarded as a problem to be overcome. Not surprisingly, organizations in the "services" business tried to make their offerings more tangible and homogeneous and to produce as many of them as possible to create superior efficiency.
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S-D logic shifts the focus from the production of outputs to the cocreation of benefits with and for the customer - that is, from efficiency to effectiveness. [Moi ici: Recordar o que aqui temos escrito, desde o tempo em que havia dinossauros, sobre o tema nos marcadores eficiência, eficácia e eficientismo] When viewed from the perspective of customer value creation, the supposedly negative qualities of services become the realities, if not the ideals or benefits, to be sought. Value is itself intangible and often a function of intangible aspects of the value proposition (e.g., brand, meaning, comfort-in-use). It is idiosyncratic and always involves some degree of customer interaction, within a dynamic context, and thus is inseparable, heterogeneous, and perishable. None of this shift in perspective should suggest that efficiency is not important. A hallmark of S-D logic is service-for-service exchange, rather than the creation and distribution of value, and the actor-to-actor (A2A) perspective argues that the value-creation process must work for the firm as well, often from the acquisition of surplus service (e.g., money) to efficient operations. But efficiency without effectiveness is inherently inefficient: Without effectiveness, there is no basis for service-for-service exchange, and, as such, the efficiency issue is meaningless. The "service" in S-D logic buttresses and emphasizes benefit and, thus, the superordinate nature of effectiveness with a constraint of relative efficiency ."

O Valor é co-criado e contextual

"value is not only a function of the resources the firm exchanges with another actor but also a function of how this actor integrates other resources with this resource offering. The best that a firm can do is to provide a value proposition, followed by the application of its resources, through service, in a manner that makes integration of the offering possible, if the proposition is accepted.
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Value-in-context suggests that value is not only always cocreated; it is contingent on the integration of other resources and actors and thus is contextually specific.
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value creation needs to be viewed in the context of social systems in which value is created and evaluated, idiosyncratically.
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the strategic advantage of a firm can be recast from a logic that focuses on making better products to increase market share in existing markets to one of redefining existing markets for strategic advantage or defining and thus creating new markets."

Quem ainda pensa que o negócio são as coisas que fabrica ou os espaços que disponibiliza... está tão longe do futuro.


Trechos retirados de "Service_Dominant Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.

Prisioneiros do muros altos que ergueram.

Ontem comecei a leitura de "Service-Dominat Logic: Premises, Perspectives, Possibilities" de Robert Lusch e Stephen Vargo.
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No primeiro capítulo li:

"Institutionalization refers to the shared acceptance of concepts, meanings, and normative behaviors - it allows coordination by providing rules of the game. It also allows human actors to "think," communicate, and act without taxing their limited calculative capacity. A dominant logic is a set of related, institutionalized conceptualizations concerning some activity or object - in the case of G-D logic, economic exchange.
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Performativity relates to acting in accordance with an institutionalized logic and thus implies at least a partial self-fulfillment."

À noite, encontrei este texto "Crowdsourcing fashion".
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O que quero realçar é algo que Niraj Dawar não se cansou de chamar a atenção em "Tilt: Shifting Your Strategy from Products to Customers".
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Segundo Vargo e Lusch:

"Importantly, institutions are almost always ignored in traditional approaches to firm strategy. However, it is one of the most crucial determinants of a firm being able to design and reconfigure markets and its future. For customers, the firm needs to know if there are institutions required for a new solution (service) to be successful, and, if there are whether these institutions are in place, and whether any institutions need to be desintitutionalized."

Segundo Niraj Dawar, como referimos em "Para reflexão" quem aposta em alterar as instituições em curso e re-institucionalizar outro modelo, quem re-escreve o mercado, tem uma vantagem tremenda sobre os concorrentes, eles continuam agarrados ao modelo mental anterior, prisioneiros do muros altos que ergueram.

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Por isso, foi com um sorriso cúmplice que li em "Crowdsourcing fashion":

"Finally there is the issue of how easy it would be to copy this model. To date, existing brands have not.
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“We benefit a little bit from how old this industry is. A lot of fashion companies are used to working a certain way, and either they’re too wedded to the traditional retail model – they can’t walk away from hundreds and hundreds of stores, that’s too scary – or they just don’t get it. They say, ‘No, we’ve always done business this way, why would we change?’”"

Babel e a Heterogeneidade

A Torre de Babel, para mim, é um símbolo, uma metáfora, dos homens loucos que ao abrigo de um "ismo" salvador querem uniformizar o mundo.
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A Torre de Babel, para mim, é também um símbolo da superioridade de Mongo, um mundo de diversidade, sobre Magnitograd, um mundo de normalização obsessiva e castradora.
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Em 2008, em "O perigo da cristalização" expliquei porque achava que o mundo da Qualidade estava a perder a relevância conseguida nos anos 80 e 90 do século passado, ficou preso ao bezerro dourado da normalização. Porquê? Por que a normalização aumenta a eficiência.
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"A minha evolução" abriu-me os olhos para uma realidade alternativa, uma que não ganha as capas dos jornais, nem o tempo de antena nos "prime-time".
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Assim, é com um gozo tremendo que encontro este texto sobre a vantagem da heterogeneidade, sobre a vantagem da diversidade, sobre a vantagem da eficácia, no artigo "The Four Service Marketing Myths" de Vargo & Lusch:

"The focus of the characteristic of heterogeneity is standardization....historically, goods production has been characterized as heterogeneous. Preindustrial cottage industries typically produced nonstandardized output. Standardization, or more precisely the goal of standardized output, is an outgrowth of more recent mass production, not an inherent characteristic of tangible output, and  even after 150 years of implementation, it remains a manufacturing goal, not a reality....The critical issue in the perception of relative homogeneity and heterogeneity is who is making the judgment. Fundamentally, standardization is concerned with quality, but this association between homogeneity and quality is relatively new and is a manufacturer-centered association, motivated primarily by the advantages in efficiency afforded by standardization in the move toward mass production that characterized the Industrial Revolution. In short, standardization is more efficient from the manufacture’s perspective and thus has (had) become the standard of quality. .
From the consumer’s perspective, however, the issue is different. Homogeneity in production often results in heterogeneous judgments of quality by individual consumers, if not whole markets....Quite often, we deal with this heterogeneity with respect to demand by offering an assortment of standardized offerings to serve “relatively” homogeneous groups, that is, segments. On the other hand, what is often referred to as the heterogeneous nature of services is often seen as more harmonious with the individualized, dynamic demand of the consumer. That is, nonstandardization on a priori grounds may allow customization that is more responsive to demand. From a marketing perspective, nonstandardization (i.e., customization) is the normative goal..The inverted implications. Service scholars have rather easily accepted the idea that services have a disadvantage in relation to goods because they cannot be standardized as easily as goods. Thus, the normative prescription is that service providers must work particularly hard to find ways to increase standardization. As noted, in reality, the situation may be the exact opposite. Although standardization may provide for manufacturing efficiency, this efficiency comes at the expense of marketing effectiveness. The normative prescription of the consumer orientation screams heterogeneity. Thus, it is standardized tangible goods that may be at a disadvantage, rather than services....
Rather than trying to make service more goods-like through internal standardization, service managers should capitalize on the flexibility of service provision, and manufacturers should strive to make their goods more service-like through the customized provision of output that meets the heterogeneous standards of consumers....
from a marketing perspective, heterogeneous offerings are the normative goal regardless of whether the core offering is relatively tangible or intangible."

Mongo é o futuro, onde we are all weird. Mongo é o mundo DIY:

Eficácia vs Eficiência

Há anos que defendo aqui no blogue a superioridade da eficácia sobre a eficiência, a superioridade do valor (no numerador da equação da produtividade) sobre os custos (no denominador da equação da produtividade).
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Assim, foi com um sorriso que encontrei este diapositivo na apresentação de Steve Vargo e Robert Lusch "Service-Dominant Logic: An Evolution or Revolution in Marketing Theory and Practice?"

Será que a "malta" da Qualidade consegue transitar do modelo mental da "NORMALIZAÇÃO" e do QCD para o mundo da variedade... para o mundo de Mongo?