A leitura de "
Service-dominant logic and value propositions: Re-examining our mental models" deixou-me com aquela sensação de ter subido mais uns degraus, ou de ter alargado mais uns centímetros o raio do
toroide de conhecimento que me envolve.
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Reflicto e escrevo sobre proposta de valor neste blogue, porque é um tema fundamental para as empresas. Que promessa de valor uma empresa pode oferecer, pode propor aos seus clientes-alvo? Quando uma empresa identifica os seus clientes-alvo, tem de equacionar o que vai prometer, o que vai oferecer, o que vai proporcionar aos seus clientes, que experiências originadoras de valor eles vão poder sentir, experienciar e integrar nas suas vidas.
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Em toda esta reflexão a preocupação, a direcção do vector é do fornecedor para os cliente-alvo. Contudo, já por várias vezes senti pisar terreno estranho ao abordar o tema do "
armadilhar".
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Também já aqui escrevi que num negócio não são só os clientes a escolherem os fornecedores, os fornecedores também devem escolher os seus clientes-alvo:
O que é que a leitura deste artigo me trouxe?
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No final, virei-me para mim mesmo e exclamei: Duh!!! Estava na cara. Faltava dar um pequeno passo, faltava unir os pontos para ver o boneco!!!
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"customers’ participate in the co-creation of value, which they assess through service experiences gained in the co-sharing and integrating of resources with suppliers, especially skills and knowledge. Rather than firms marketing to customers, emphasis is placed on suppliers or other parties marketing with customers, as part of an interactive process. It follows that marketing is not producer-dominant or even customer-dominant but service-dominant. The customer is the arbiter of value cocreated in direct interaction with suppliers, and most importantly, the arbiter of value in-use derived from interaction with goods and other physical resources purchased. In other words, goods and physical (operand) resources are seen as service appliances, distribution mechanisms for service, and their value is determined at the time of use, as value-in-use.
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A value proposition is usually taken to mean the marketing offer or value promise initiated by one party with the intent that it be accepted by another. On the face of it, this definition seems reasonable in a mainstream marketing context but in S-D logic with its emphasis on interaction and service reciprocity, we argue that something of potential use is being misconstrued. In the shift from a unidirectional and monological logic to participative and reciprocal logic, the meanings of words matter.
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value propositions are co-produced but seldom pre-packaged by the supplier. Instead, suppliers and customers engage in dialogue and work with emergent “components of value propositions, which are then considered and modified to the satisfaction of both parties”
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(Moi ici: Fica inevitável pensar no que aí vem) the concept of reciprocal value propositions represents a more recent area for development. Glaser (2006) claims that if participants in the value creating process recognise that their objectives are complementary, rather than antagonistic, and carry this idea into the process of negotiating then the value outcomes for all parties are likely to be enhanced. Value in this sense is not a strategy or a set of customer benefits proposed in exchange for a monetary price but an all inclusive reckoning, where negotiation is the path by which participants share in the creation of value. In similar spirit, Ballantyne and Varey (2006) point out that there can be no satisfactory relationship development unless exchange participants reciprocally determine their own sense of what is of value, and begin this process with the development of reciprocal value propositions.
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The enterprise can initiate or participate in working together to develop value propositions as reciprocal promises of value - but the beneficiaries determine what is of value in use."
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Interessante esta cena das propostas de valor recíprocas!!!
