Cuidado com os descontos

"Discounting is often the only strategy that works when selling a commodity product – or at least when you think your product is a commodity.
.
When your value prop is a discount, you are making your product a commodity – look at the picture of the coupons I got in the mail recently: there is no expression of value other than the discount.  I encourage you to think about how you can be helpful and how can you educate your customers, avoiding the trap of discounting and helping them fall in love with your product, making them want to buy it because of its unique properties, not because of the latest discount or promotion."

Conhece o Evangelho do Valor?

Trecho retirado de "Content Marketing as an Antidote to Discounting"

Um tempero

"Let's be honest, there is a lot of bad customer service out there. But it doesn't need to be bad and in fact, it can even be a little ad hoc to make it more meaningful. This is where spontaneity comes into play. Building a customer service culture that revolves around spontaneity is good for business and mostly it is about doing little things, in a random way, that can't help but create engagement with your customers.
.
I'm a firm believe that it is always the little things that are often the most important when it comes to customer service. Combine little things with spontaneity and you're onto a winner."

Pequenas coisas que resultam de uma forte cultura de serviço e de autonomia para tomar decisões na hora.

Trecho retirado de "It's Time to Embrace a Little Spontaneity With Our Customers"

(Des)confiança (parte II)

Parte I.

Também há dias tive uma experiência deste tipo, com uma marca de renome a usar canal mixiruca a preços de combate. Já em Outubro contaram-me o caso de empresa de vinhos que tinha as garrafas nas garrafeiras à venda por 11 € e, próximo da adega, as mesmas garrafas eram dadas como brinde em gasolineira a quem enchesse mais de x litros.

O que me surpreende é isto acontecer em marcas com gestores com MBA, com departamentos e consultores de marketing...

"Riedel a German company and one of the best known manufacturers of high quality wine glasses.
.
It is a premium brand: a pair of wine glasses especially designed for Cabernet and Merlot retails for about $50. Their customers are either wine enthusiasts or people with a lot of money who don’t mind spending $25 for a wine glass.
.
It is a nice looking ad, but I was surprised to see the ad’s main message is an offer of  20% discount for a purchase of $100 or more. It does not seem to fit the brand. At the same time, it was not that surprising to see a discount oriented message: it is the easy answer.   ‘What should be the message? I know, let’s offer a 20% discount’
.
When a marketer’s creativity runs out he defaults back to price discounts."

Tiros nos pés... lá voltou a pedra outra vez ao ponto de partida... quem é o próximo Sísifo?

Trechos retirados de "Content Marketing as an Antidote to Discounting"

"been there done that bought the t shirt and wore it out"

"O grupo Bagir fechou as fábricas na China e na Roménia e agora está «a concentrar as suas instalações e operações em apenas três regiões geográficas – Egito, Vietname e Etiópia»."

Os têxteis portugueses deviam olhar para isto e sorrir. Sorrir e pronunciar aquela frase:

"been there done that bought the t shirt and wore it out" 

E reconhecer que hoje já se está num outro nível do jogo.

Entretanto, as multinacionais desmioladas continuam a sua saga numa corrida para o fundo, cada vez mais ocas. Agora a Etiópia.

Para reflexão

Imagem retirada de "Medium Leather Wrapped Stone"

"Who would have thought the idea of selling plain old rocks to Americans would have outlived him?"

Trecho retirado de "The Pet Rock Is Back (Only This Time it Costs $85)"

OK, há o lado folclórico do tema. E não há mais nada? Não há mais nenhuma lição a tirar deste exemplo?

Eu, tiro uma: os clientes são muito mais emocionais do que racionais. Demasiadas pessoas em demasiadas empresas só pensam no lado racional dos clientes e esquecem o lado emocional. Não estou a propor que apareçam na praia do Vouga, em Sernada ou no Carvoeiro, para apanharem pedras lisas do leito do rio. Estou antes a desafiar que se pense mais nos sonhos e nas emoções e menos nas contas. Se atinarmos com o sonho, as contas perdem peso. Se nos concentrarmos nas contas, se agirmos como Muggles... só as contas contam e estamos tramados.

(Des)confiança

"Confidence is not something that’s built after the customer has decided to buy; no, confidence is something that you must establish if the lead is going to become a prospect. A prospect who does not have confidence in you is not a prospect. I’ll argue they’re barely a contact!"

E a perda de confiança?

Quando vemos uma marca, que conhecemos de um canal onde aparece com aura e preço mais alto, aparecer num canal muito mais desqualificado e a um preço de entrada de gama.

Quantas desconfianças nascem assim?

Trecho retirado de "High Profit Prospecting - Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results" de Mark Hunter

Curiosidade do dia

"Estes dois textos são devastadores para os protagonistas políticos, económicos, sociais e culturais portugueses, explicando muito bem quem propôs determinadas medidas na anterior legislatura, se o Governo, se a troika. Mas também revelam a perplexidade dos observadores externos quando verificam que o ajustamento não foi concluído, que os factores geradores dos desequilíbrios continuam activos e que, apesar disso, os que ocupam os lugares do poder não se preocupam e até consideram que devem reverter as medidas de ajustamento que não foram finalizadas. A pós-verdade é um jogo de sombras para esconder os corpos, é a invocação da virtude para ocultar o pecado: é impensável que quem reverte o ajustamento tenha sido o culpado dos erros que exigiram o ajustamento.
 .
A pós-verdade não resolve o paradoxo triste dos soberanistas. Repudiam as recomendações dos observadores externos em nome da vontade nacionalista, mas condenam-se aos desequilíbrios do distributivismo e à estagnação da economia. Terão de aceitar as políticas de contracção da despesa logo que secarem as fontes da extracção fiscal e da dívida externa."

A sua empresa também comete este erro?

"I will compel you to look at your existing process and, more importantly, to think about whom your perfect customer is. A mistake far too many salespeople make is failing to identify characteristics of their perfect customers and then work backward to determine their perfect prospects. [Moi ici: Duas vertentes que estamos sempre a recomendar - identificar quem são os clientes-alvo e começar pelo fim, concentrar a atenção como o rafeiro] I also don’t think you  can copy each strategy shared and achieve superior results. Sales involves too many variables.
.
If sales were a science, then it would be much easier for salespeople to be successful. All they would need to do is follow the process perfectly. But I say sales is an art, and that’s why so many people struggle to be successful and is especially why so many salespeople struggle with prospecting"

É tão comum este erro... ás vezes uma empresa investe anos e anos na subida na escala de valor, apostando na sua marca e ... de repente, um tiro nos pés.

Trecho retirado de "High Profit Prospecting - Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results" de Mark Hunter

Para reflexão

A propósito de "Howard Schultz Stepping Down as Starbucks CEO to Focus on Higher-End Shops".

Vários pontos a reter:

• subir na escala de valor;
• apostar nas experiências;
• focalização

A propósito de "Middle-Market Woes Inspire Starbucks’s Bet on Luxury Coffee":

"Starbucks plans to open 20 to 30 giant Starbucks Reserve Roastery and Tasting Room outlets—where rare, exotic coffee grown in small batches will be roasted on site and prepared using a variety of brewing methods—as well as up to 1,000 smaller stores under the Starbucks Reserve brand.
.
“We’ve seen so-called ‘indies’ selling cups of coffee for a lot more than we’re charging and creating an interesting buzz,” Mr. Schultz said last week in an interview.
.
Some experts say the company’s plan to create a subbrand of luxury coffee shops aimed at the affluent is a good strategic move, given consumers’ growing interest in better-quality coffee.
...
Erich Joachimsthaler, chief executive of brand-strategy consulting firm Vivaldi, likens what is happening in the coffee business to what has happened in the beer industry, which has been hurt by the rise of craft breweries. “They never protected themselves on the high end,” he said of beer companies. “I think Starbucks sees that the middle is slowing down.”
.
It isn’t just wealthy consumers who might be willing to pay more for coffee marketed as a more gourmet product.
...
Starbucks created the high-end coffee category but the landscape has changed drastically in recent years. Starbucks now finds itself in the middle of the market, with independent coffee shops and larger companies such as Blue Bottle Coffee Co. serving an ever more discerning customer while McDonald’s Corp., Dunkin’ Brands Group Inc.’s Dunkin' Donuts chain and convenience stores are offering coffee and espresso drinks on the cheap."

Como não recuar a 2006 e ao fenómeno da polarização do mercado. Como não recuar a 2010 e perceber a aterragem da Starbucks no ponto 4 quando estava entretida a subir para o ponto 3:

Dedicado ao amigo de Mação

"It used to be that companies gained competitive advantage through optimizing their value chains. By building up proprietary resources and negotiating power with customers and suppliers, they could leverage power in the marketplace. Those incremental gains would then lead to greater competitive advantage, creating a virtuous cycle.
.
Yet today, it’s no longer about the resources you control, but those you can access and that’s no longer dependent on building market power, but by widening and deepening connections to ecosystems of talent, technology and information. So you can no longer think about your organization as a collection of tangible and intangible assets, you need to treat it as a platform.
...
Competitive advantage is no longer the sum of all efficiencies, but the sum of all connections."

Recordar de ontem: "Uma novela sobre Mongo (parte II)"

"Trechos retirados de "Today, Every Business Must Transform Itself Into A Platform"

A tríade também está em Wall Street

A tríade que povoa os media em Portugal faz parte deste grupo:

"Economists often suggest that the loss of jobs in U.S. manufacturing is simply the result of lower-wage labor in other countries and the inexorable impetus of automation as it eliminates employment in manufacturing just as it did a hundred years ago in agriculture. Nothing we can do. It’s just economics. [Moi ici: Muggles que só acreditam no eficientismo e nas folhas de excel pois tudo se resume ao preço mais baixo]
.
The inconvenient truth here is that not all countries have been equally affected by automation and global wage disparities.
...
Studies show that the USA lost proportionately more manufacturing jobs than comparable countries. For instance, between 2000 and 2009, U.S. lost 33% of its manufacturing jobs, while Germany only lost 11%. Why?
.
Like the U.S., Germany has generally played by the rules of the global trade system. But unlike the U.S., many German firms are privately owned. [Moi ici: Gente com paciência estratégica]
...
In effect, while Germany and Asian competitors were strengthening their capacity to compete, U.S. firms were focused on the short-term issue of maximizing the share price, at the expense of long-term competitiveness, and allowing the policy environment supporting the competitiveness of its manufacturing industries to wane."

Não se esqueçam, desde Pedro Ferraz da Costa num extremo até Francisco Louçã no outro extremo do espectro político, quase todos os comentadores e académicos em Portugal partilham da mesma cultura embora o manifestem de fora diferente. Um quer baixar salários e o outro quer sair do euro, outra forma de baixar salários.

Trechos retirados de "Why Does US Lose More Manufacturing Jobs Than Germany?"

Curiosidade do dia

Isto "Pão 100% português promove produção de cereais em Portugal" não passa de mais uma versão da já célebre frase do primeiro-ministro:

"não é para produzir EBITDA"

Com esta evolução recente do preço do trigo a nível mundial:

Só com muita subsidiação público-comunitária é que isto será viável.

É preferível que os terrenos sejam usados a produzir alimentos com mais valor acrescentado, em que tenhamos vantagem competitiva e menos destruidores ecológicos dos terrenos.

Acerca do valor

"Generally, the concept of value is associated with the usefulness and merit of something, be it an activity or its output. Thus, value is about what is important, whether in life in general, in human action or in the operations of an organization, and as such it can be associated with judgement. Consequently, value attains a universalist and a relativist meaning.
.
The most common universal meaning of value is benefit or worth. Yet, benefit always suggests a perspective, a direction, a beneficiary – someone, be it an actor, a party, an individual or a group of individuals of a sort, and as such value becomes relative, being dependent on the nature, resources and assets, bargaining power, interactions and interdependencies of that actor with others. This makes value actor-dependent and context-specific.
...
More recently, it has been widely recognized that an actor, who finds a product or service valuable, may also participate in creating and enhancing its value and consequently, co-create value in a value producing continuous and iterative process based on relational exchanges.
...
the value configuration perspective has emerged focusing on the way in which internal company activities are structured and organized to fit external relational attachments."

Trechos retirados de "Value Creation in the Internationalization of SMEs" de Svetla Marinova , Niina Nummela e Jorma Larimo

Sempre a meter código nisso

"let’s say you wanted to build an application that could monitor machines in your factory, respond to voice commands and verify users. No problem. You can access Amazon’s IOT platform to integrate sensors, pull speech recognition and voice identification from Microsoft and access IBM’s Watson to help you make decisions based on the data.A decade ago, even the world’s most sophisticated companies wouldn’t be able to access these capabilities at all. Even if they could, it would entail hiring teams of expensive consultants to spend months working to integrate the technology. Now, it can be done so easily that even non-technical teams can participate in designing solutions."

Trechos retirados de "Today, Every Business Must Transform Itself Into A Platform"

Intercom on Jobs-to-be-Done (parte IV)

Parte I, parte II e parte III.

"Most purchases are made through habit, with no real consideration of alternatives. People order the same type of coffee, in the same coffee shop, every morning, because the cost of reassessing their options every day isn’t worth it. In short people rarely switch, but when they do, there’s an interesting set of dynamics at play. Whether it’s coffee or software most companies take the myopic route, and simply try to make their product look better than everyone else’s. That’s only ever one part of what makes people switch.
.
Switching is also about removing fear or hesitation associated with trying out your product and making sure you remind them of the problems with their current solution.
...
The way you motivate somebody to make a switch is the same for a friendship, a relationship, or a software product – identify the struggling moments your customers are experiencing and build around that. Emphasize why the existing way does not make sense, why it’s safe to switch to your product, and why they don’t need to worry about leaving the existing way behind. If you can solve all those things, you’ll get customers to switch.
...
People don’t hate progress, they just prefer inertia. This stops them from buying your product, even when it’s the logical choice.
...
Switching is a big deal, you see. Customers don’t buy a product, they switch to it from something else. Most businesses try to motivate a switch by having the best design, the best performance, or the most features. That only affects your product quality, one piece of the puzzle."

Uma novela sobre Mongo (parte II)

Parte I.

"Knowledge exchange affects everything and redesigns the systems and infrastructure around us. The corporate infrastructure that used to provide a layer of protection now forms a legacy of financial burden in the form of assets that can rapidly become redundant and costly to carry. Probably for the first time since the commencement of the industrial revolution in the late 1700s, it’s better to be small than big in business. So the question any company should be asking is:
Would I build this same infrastructure today given the choice of a clean slate?
The simple reality of the technology revolution that we’re living through is that it requires ‘clean-slate’ business strategies.
...
The power base of industrial companies is breaking up. It’s flipping from the ‘few’ to the ‘many’.
What it means for business The industrial business playbook is being rewritten. Industrial legacy infrastructure is no longer a business advantage."

Trechos retirados de "The Great Fragmentation : why the future of business is small" de Steve Sammartino.

Curiosidade do dia

Nada que o Capoulas não contrarie com mais subsídios e apoios:

• Why Agriculture Could Be Automated Before Other Industries;
• It turns out designing a Facebook for farmers makes growing food cheaper
• How the IoT is creating 'precision farming'
• Unused TV spectrum and drones could help make smart farms a reality

Uma novela sobre Mongo (parte I)

"So we handed in our craftsman and artisanal skills to help build the one-size-fits-all economy and the consumables that fill it up. It was the only way all of us would be able to own everything. It meant we had to trade in the very personal touch of a craftsman and become part of the machine itself. By becoming part of the machine we were able to have more. We were handed everything earlier generations could only dream about, a standard of living beyond that of gentries and kings when we take into account the upgraded living standards we all acquired. But there was a price to pay: we had a job to do. Our job was to help churn out the items that built the industrial world and to buy the items we churned out. We had to become consumers.
...
The industrial revolution didn’t come with a set of terms and conditions; however, there were some unspoken rules that weren’t covered in the text book. The textbook was so focused on how to make widgets and money, it forgot about why any of that mattered. We abided by these terms for the best part of 200 years. The two most important terms were: We’ll enable a more materialistic lifestyle but You’ll need to follow the rules set by the owners of the capital.
.
This was a simple way of saying that our individual creativity can’t compete with the industrialists’ aggregated efficiency. It’s something that goes against the basic human spirit — our need for collaboration, creativity and nuance, which is imbedded deeply into our past and, thankfully, our future.
.
Consumers and creators were two different classes in the industrial world. The industrialists owned the factors of production. The ability to create independently was taken away from workers and reengineered so it belonged only to the capital class. Without saying it, the deal was: ‘You let us design, make, distribute and advertise and in exchange we’ll give you a higher standard of living.’ They left out the bit about keeping all the profits for themselves. This economic model worked well until we reached the point where we owned everything we needed. But now the deal has entered its final phases and the gig is up. The industrial revolution is putting itself out of business. I wonder if they had a planned-obsolescence in mind."

Trechos retirados de "The Great Fragmentation : why the future of business is small" de Steve Sammartino.

Intercom on Jobs-to-be-Done (parte III)

Parte I e parte II.

Estou cada vez mais fã deste exercício:

"The push of what is happening currently: “This mattress is pretty
uncomfortable. I’m waking up multiple times in the night with back
pain.”
The pull of a new solution: “If I get a new mattress, I can sleep better.
I’ll be in a better mood at home and at work.”
The anxiety of what could happen: “What if the new mattress turns
out to be just as bad as the old one? I can only try it out for a few
moments in the store.”
The attachment to what you currently have: “I’ve had this mattress
since college.”"

Julgo que é mais rico e intuitivo que:

Trecho retirado de 'Intercom on Jobs-to-be-Done'.

Imagem retirada daqui.

Acerca da "customer centricity"

"Customer Success has also been used as a proxy for customer-centricity. On it’s surface, companies will invest time and resources to engage the customer with free consulting services in order to lock-in that next sale, or subscription payment. But they are always asking “How are We Doing?” and not the more appropriate question, How are You Doing? [Moi ici: Recordar esta reflexão] And even if they were, again, there is no common agreement around the definition of a customer need.
...
The only path beyond this chaotic view of the customer is to understand what they are trying to accomplish in their lives, or businesses, in a clear step-by-step way. After all, we spend a lot of time transforming processes and measuring the the resulting activities. So, why wouldn’t you also want to understand the process a customer goes through to get something done?"

Recordar a série "Parte III - O cliente é que é o Luke" e "Mambo jambo de consultor ou faz algum sentido?"

Trechos retirados de "Is Customer-centricity Dead?"