Acerca de valor para o cliente (parte IV)

Parte I, parte II e parte III.

"Experience-based facet.
Contrary to the experiential and phenomenological nature, the facet of CV that we term ‘experience-based’ refers to the past experiences of customers. ... the starting point is the customer’s reality and life”. Value is therefore regarded as part of the dynamically-constructed and multi-framed reality of each customer. Although earlier contributions also recognized similar aspects, the focus on the customer’s history, and thus, the experience- based nature of CV was especially emphasized by the C- D logic. In this light, value is termed ‘value-in-life’, which better explains the holistic view of the customer’s life than value-in-context. With this focus on the internal context, it is emphasized that value formation is extended beyond the interactive processes and the visibility of companies and includes the customer’s mental processes, resulting in an increase in complexity as now the customer’s history is also considered.
.
A facet of the experience-based nature of value is its dynamic aspect, which expresses the constantly changing and adapting evaluations of what customer’s value."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

A oportunidade de fazer a diferença

"What in the world should be done about that? The simplest, most obvious, and most direct answer? Pursue pleasure. Follow your impulses. Live for the moment. Do what’s expedient. Lie, cheat, steal, deceive, manipulate— but don’t get caught."(1)

"Choosing to develop character is difficult, because it requires avoiding the shorter, more direct path. It can be slow, expensive and difficult work.
.
And rewarding character is difficult as well, because someone is probably offering you an alternative that's cheaper or faster. A sure road to a quick payday.
.
But...
.
Every time we avoid the easy in favor of what's right, we create ripples. Character begets more character, weaving together the fabric of our culture, the kind of world we'd rather live in."(2)

"Now we can smell bullshit a mile off. According to a recent report, only 23% of consumers in the USA believe that “brands are open and honest,” and that number dips to just 7% in Western Europe."(3)

(1) Trecho retirado de "12 Rules for Life: An Antidote to Chaos" de Jordan Peterson
(2) Trecho retirado de "Character matters (if you let it)"
(3) Trecho retirado de "Unbranding Is Dumb"

"Torna-se um mito"

"uma afirmação falsa, ainda que muitas vezes repetida, não se torna verdadeira. Torna-se um mito, uma explicação mágica que é inverosímil, mas que influencia o modo como a sociedade interpreta os acontecimentos. ... Para sobreviver nesta nova época das notícias falsas, é imperativo romper as bolhas de ilusão, procurar o que se esconde atrás das notícias falsas, para que a força das coisas não tenha de se impor pela via das catástrofes.
...
na base do poder político está a legitimação dos eleitores, que não podem ser vistos como ingénuos enganados."

Trechos retirados de "Os mitos em política"

Acerca de valor para o cliente (parte III)

Parte I e parte II.

"Context-specific facet.
Following the notion of multiple relationships, the literature acknowledges the important role of the customer’s external and social context in the assessment of CV [Customer Value]. In doing so, the idea of the customer, just like the company, being embedded in a system of other actors is expressed. In this complex system, the customer acts as a resource integrator, simultaneously combining various resources for value creation. This implies that the customer uses his/her own resources (i.e., knowledge and skills) and the resources of other actors. Hence, CV is dependent on a network of competences and resources.
...
“Value has a collective and intersubjective dimension and should be understood as value-in-social- context” and “[...] the way in which resources are assessed depends on the social context”. It can be concluded that research efforts begin to adapt a more differentiated point of view, which includes the social context as an important variable for the determination of value.
.
The C-D logic argues in a similar manner, stating that the dyadic approach that was historically used is not enough to display the complex construct of CV. Hence, this logic also highlights that the customer is socially-embedded, interacting with other groups, such as other customers. Compared to the S-D logic, the C-D logic more strongly emphasizes the customer’s point of view. An even higher focus is laid on the customer, and thus, on his/ her speci c context."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Não é sobre sexo!

Algo me diz que o futuro das redes sociais passará por algo deste tipo, "What is Switter? What you need to know about the growing sex-workers network".

As marcas e os políticos, que querem despejar as suas mensagens genéricas ao maior número possível de pessoas, adoram facebooks et al. No entanto, as tribos de Mongo preferem redes mais pequenas e direccionadas para a sua realidade específica.

Conquistastes-me logo quando ao princípio

Nos filmes há aquela cena em que alguém faz um longo monólogo na tentativa de seduzir outra pessoa. Quando termina o monólogo a outra pessoa diz:

- Conquistastes-me logo quando ao princípio disseste "Bom Dia!"

Comigo aconteceu-me o mesmo, bastou-me ler a primeira skill: "Craft compelling stories":

Game-changing #leaders:
1. Craft compelling stories
2. Build a collective #leadership capability
3. Install disciplined processes to drive innovation and growth
4. Align promises made with metrics and rewards.
5. Build vibrant talent factories
https://t.co/UFFNrMLumD

— MITSloan Mgmt Review (@mitsmr) April 7, 2018

Acerca de valor para o cliente (parte II)

Parte I.

Quem quiser abordar a temática do pricing a sério tem de obrigatoriamente começar pelos clientes e pelo que é valor para eles

"Phenomenological and experiential facet...
Both terms, ‘experiential’ and ‘phenomenological’, emphasize the co-creation role of the customer. From this understanding, ‘experience’ does not refer to the customer’s past experiences, it rather describes the perishability inherent to CV. This underscores that value cannot be inventoried and is not created solely by the company which is, however, not new to the literature.
...
Although both terms are still discussed, ‘phenomenological’ has recently been preferred, as ‘experiential’ implies several other meanings, such as a focus on the past. In contrast, phenomenological emphasizes the idiosyncratic determination of value without implying a focus on the past.
...
the phenomenological nature of CV as context-specific, interactive, and attached with meanings. The C-D logic accepts that interactions facilitate the creation of value, however, contrary to the S-D logic’s supplier-oriented approach, it emphasizes that it is the customer who ultimately determines the value created. In doing so, the C-D logic stresses that other processes not directly related to interactions also need to be considered.
...
Seeing the customer in a constant and interactive process with other actors, such as companies and other customers, bolds the increasing focus on relational aspects, which is therefore underpinned in the S-D and C-D logic. Hence, an increasing focus on relationships, rather than on transactions, is suggested. According to both logics, the customer is engaged in multiple relations- hips, also to actors other than the company. The old-fashioned view on relational aspects as being dyadic does not seem to be supportable anymore. Intuitively, the customer now appears as being embedded within a context of other value determining resources and actors.[Moi ici: Outra vez algo que ajuda a perceber o valor que pode ter uma utilização criteriosa da cláusula 4.2 da ISO 9001:2015]"

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte I)

"Within the past few decades, there has been a broad shift from searching for sources of competitive advantage within a company, to investigating external sources of competitive advantage.
...
Arguing so, the C-D logic even goes further in positioning the customer in the center by shifting the focus from the company’s processes to the customer’s reality and history.
...
Broadly discussed and commonly accepted is the shift from value-in-exchange to value-in-use.
...
Value-in-use expresses the idea that value is created by using a product or service, rather than by producing the product or service, which constitutes one key assumption of the S-D logic.
...
This idea is advanced by value-in-context, which lays an emphasis on the role of “[...] other market-facing, public, and private resources [...]”. In line with this, a notable article emphasizes the customers’ embeddedness into a social context by applying social construction theories [Moi ici: Malta da ISO 9001:2015 estão a ver aqui alguma relação com a cláusula 4.2?]
...
The C-D logic recognizes this by emphasizing the highly dynamic and multi-contextual reality and life of the customer, implying a significant emphasis on the customer’s experiences and history, especially in service settings. As a result, the notion of value-in-life is proposed. Whether value-in-context or value-in-life is more appropriate is not yet commonly agreed upon."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Algures, estes sintomas vão começar a cobrar portagem (parte III)

Parte I.

Isto "Sozé mandou 130 trabalhadores para férias e fechou a fábrica" talvez seja mais um sinal de que a maré mudou.

Interessante aquela nota:

"Fonte oficial da associação portuguesa dos industriais de calçado (APICCAPS) lamentou o desfecho de "uma das 30 maiores empresas do sector""

We're not in Kansas anymore!

• "The Italian-made shoe craze continues with footwear startup Bells & Becks"
• ""This women’s suiting startup mixes Italian fabrics, silk linings, and U.S. manufacturing"
• "Adidas encerra lojas e aposta na duplicação das vendas ‘online’"

Em meia-dúzia de minutos, sem exagero, uma série de artigos com algo em comum: marca e venda online.

É claro que o retalho físico não vai morrer até porque marcas que nasceram online continuam a abrir espaços físicos. No entanto, é preciso pensar a sério sobre que marcas conseguirão fazer a transição para uma nova geração de retalho físico.

Imaginem uma empresa que pretende organizar eventos de canyoning:

Será que faz sentido chegar a toda a gente? Claro que não!

Apenas precisa de chegar dos potenciais interessados, que são uma tribo minoritária.

Cada vez mais penso que muitas marcas que não podem ser de massas, continuam a pensar, sem o saberem, que a única forma de sobreviver ou prosperar é trabalhar como as marcas feitas para o mercado de massas. We're not in Kansas anymore!

Chamo a atenção para o tamanho médio da empresa italiana de calçado. Tem de ser um referencial diferente.

Mais peças para construir um futuro em Mongo

 Mão amiga fez-me chegar "Blockchain Agriculture Will Change Farming & Food" de onde retirei:

"How do you know the organic produce you purchased is really organic?
.
Last year, the U.S. Inspector General found that potentially millions of pounds of fake organic produce are entering American supermarkets every year. This isn’t just a problem for consumers. It also cheapens the efforts of farmers who are producing real organic produce.
.
Consequently, there has been rising interest in systems that can verify the authenticity of a product’s supply chain. Blockchain is an excellent choice for this application. Farms could use blockchain to add verified organic products to the ledger. Then, consumers could use a mobile app to check the history of a piece of produce in the store in real time.
...
Multinational corporations dominate the current agriculture industry. They are often the largest buyers on the market, so they can set prices and tell farmers what to grow in a given season. However, blockchain agriculture could make small enterprises and community-sponsored farming more prevalent.
...
Blockchain agriculture can solve some of the governance, distribution, and shareholding challenges of operating a community-sponsored agriculture initiative. With tokenized shareholding and smart contracts-based distribution, community-sponsored agriculture could scale much more effectively, connecting farmers to consumers directly. This whole community-supported agriculture transition could even be automated, with ownerless farmshares around the world.
...
The more transparent food production becomes, the more information consumers will have to make smart food decisions. Blockchain agriculture could make food cheaper, but it will also make it easier to track where our food is coming from. Blockchain could be the key to making real, organic, locally-sourced produce affordable and available to everyone."

A convergência da tecnologia com a procura e valorização crescente da proximidade e autenticidade, a possibilidade de desenvolver novos modelos de negócio. Mais peças para construir um futuro em Mongo.

Para reflexão

"If you make a product or provide a service, you invariably want more customers. If you’re a nonprofit, your instinct is to care for more people in need. And if you’re a city, you often have a very tangible incentive for your population to expand because federal funding is linked to size.
.
Serving more folks, in turn, requires higher headcounts, fatter budgets and added infrastructure. And it brings a certain luster to those executives in charge. Who doesn’t want to lead a giant?
.
Yet growth doesn’t always make sense. Sometimes, in fact, getting bigger is precisely the wrong thing to do.
.
The headlines are replete with stories of organizations that have pursued higher volume at the expense of quality. (Think, for instance, of the rough patch Toyota hit in 2007.) Such behavior “confuses fat with muscle, and busy-ness with economic accomplishment,” Peter Drucker wrote.
...
“Neither ‘big is better’ nor ‘small is beautiful’ makes much sense,” Drucker explained. “Neither elephant nor mouse nor butterfly is, in itself, ‘better’ or ‘more beautiful.’ Size follows function.”
.
Done right, shrinking can be immensely beneficial. Like a fruit tree that needs to be pruned, some organizations must get smaller in order to grow the right way."

Trechos retirados de "Shrinking your way to success"

"customers’ active role in value creation"

"A business logic is a strategic mindset, or a mental model, of a company and its business activities, and thus, it guides conscious and unconscious decisions made in companies. Contemporary academic discussions on business logics that focus on the identification and creation of customer value and the actual business logics that companies apply in practice seem to differ significantly. Traditional thinking about value creation in business sees every company as occupying a position in the value chain, adding value to inputs and then passing the output to the next actor in the chain. In a value chain, value creation takes place inside a company through its own activities, and companies act autonomously with little or no interference from customers. Consequently, the value-added is equalised with the cost incurred by the supplier company. This traditional business logic based on goods-dominant logic (GDL) suggests that value is embedded in the units of output (value-in-exchange), and the outputs present the fundamental units of exchange. Interaction takes place mostly at the end of the value chain, and the value chain stops when the end-customer has bought a product or service. GDL highlights the supplier company’s process as primary, and the role of a customer is to fulfil scripts defined by the supplier.
.
During the past decade, the academic discussion has strongly shifted away from GDL and the traditional thinking about the sequential value creation process to new business logics that emphasise customers’ active role in value creation. The service-dominant logic (SDL), service logic and customer-dominant logic (CDL) have dramatically changed the understanding of business thinking and value creation. However, most businesses continue to operate in terms of GDL, and the reason for this may not always be ignorance of the new thinking, but lack of managerial approaches and tools."

Na passada semana achei deliciosa a conversa numa empresa. Um seu potencial cliente compra máquinas na Europa Central. A empresa olhou para a forma como o cliente usa a máquina e conquistou-o, não pelo o que a máquina faz, mas por olhar para as preocupações e desafios colaterais que o cliente tem ao usar a máquina.

Trecho retirado de "Service Logic Business Model Canvas" de Jukka Ojasalo e Katri Ojasalo, publicado por Journal of Research in Marketing and Entrepreneurship.

Shift happens (parte II)

Interessante esta evolução:

"Em 2016, a faturação da fileira têxtil e vestuário subiu 6,6%,face a 2015, um desempenho que supera as restantes industrias transformadoras e é o valor mais elevado desde 2012. O crescimento foi transversal a todos os segmentos de negócio.
...
A análise regista que naquele período foram mais as empresas que encerraram do que as que foram criadas. Por isso, o universo têxtil encolheu 1,2% no biénio 2015/16. Por cada 10 empresas que cessaram atividade, foram criadas oito, revela o estudo do BdP.
...
Em 2016, a rentabilidade da fileira têxtil atingiu os 10%, o valor mais alto desde 2012 e superior à média nacional (8%).
.
No resultado de exploração (EBITDA), o setor também está acima da concorrência: a subida de 10% compara bem com os 2% da indústria transformadora e 7% de média nacional.
...
O crédito concedido pelo sistema bancário às empresas têxteis caiu 2,5% de 2015 para 2016. Mas, registou uma subida de 1,1% em 2017.
.
No final de 2017, estava em incumprimento 11,6% do crédito concedido, em linha com a média da indústria.
.
O passivo do tecido têxtil subiu, em 2016, 4%, com a dívida remunerada a representar 47% do total do passivo."

Um texto que devia ser lido pelos crentes no monolitismo sectorial económico, incapazes de perceber a importância das idiossincrasias.

Trechos retirados de "Têxtil representa 2% das empresas e 5% do emprego"

"people celebrate their space with prototypes they've worked on"

"At IDEO people celebrate their space with prototypes they've worked on, found art, and clever mechanical toys. One of my favorite corners looks like something out of a bike shop. There's a hat rack full of cycling helmet prototypes, a plywood pendulum with a heavy metal ball to test them, a phenomenally light carbon racing wheel, and a clever folding bike lock of hardened steel. At nearly every corner, mobile steel Metro shelves are brimming with foam prototypes or parts. If someone's got a hobby or interest, you'll find it in his or her space, everything from cell phone collections to the mishmash of horribly designed toys and gizmos. As for the bizarre, IDEOer Roby Stance! favors a Styrofoam dress shop model's head to store and display his electrical components (sort of a cyberpunk hairdo). There are also plenty of surprises: quirky wall cutouts and window slits that afford unexpected views and provide amusing displays for knickknacks. Look around your office. Do workers have places for impromptu meetings? Is them a comfortable blend of openness and privacy? And equally important, are workers encouraged to celebrate their work and hobbies in their space? If you can't tell when you're moving from one neighborhood to another, you probably don't have neighborhoods."

Ainda na semana passada numa PME, enquanto aguardava no hall de entrada e, olhava para um velho quadro pregado na parede e pensava como podiam substitui-lo por esquemas dos protótipos que fabricam.

Trecho retirado de "The Art of Innovation" de Tom Kelley

Fomentar uma rede

Descobri este fim de semana um artigo de 2004, "Key network management" de  Jukka Ojasalo na Industrial Marketing Management 33 (2004) 195–205. Interessante porque também foi em 2004 que comecei a trabalhar este conceito sem qualquer suporte teórico, simples fuçar em busca de uma alternativa. A linguagem está um bocado datada, mas o essencial está lá:

"the actors of a key network provide relevant capabilities to contribute towards achieving the goals of the key network [Moi ici: Hoje diremos que todos são egoístas e procuram o melhor para si, mas sabem que podem ganhar mais colaborando com outros para maximizar o valor gerado pelo todo] and the necessary capabilities and activities (not all) of these actors can be controlled by the focal firm.  [Moi ici: Outra vez a linguagem datada. Faz-me recordar uma leitura do "Principe" de Maquiavel comentada por Napoleão] The actors of a key network are likely to belong to the company’s external value chain. In other words, they are the company’s customers, suppliers, or organizations that have the role of both a customer and supplier. However, in addition to customers and suppliers, there can be many other actors that can help achieve the goals of a key network, such as financiers and investors, opinion leaders, government bodies, labor unions, trade commissions, universities, media, etc.
...
Once an opportunity has been discovered, the company has to find a way to take advantage of it. For this purpose, the company may either use its own resources or establish [Moi ici: Ou fomentar, ou facilitar] a key network. Indeed, the strategy is not necessarily the one that creates value but mobilizes different actors to create value for each other through a network managed by the company. [Moi ici: Muito melhor esta linguagem, claro que influenciado por Normann] This is characterized by the general transition from value chains to weblike value constellations. In value constellations, the key strategic task is the reconfiguration of roles and relationships among a constellation of actors, in order to mobilize the creation of value in new forms and by new players.
...
the strategy for managing an actor depends on the extent to which the actor is capable of contributing to the goals of the key network and the extent to which the key network is capable of contributing to the goals of the actor [Moi ici: O esquema que se segue pode ser útil para quem quiser abordar a cláusula 4.2 da ISO 9001:2015 de uma forma interessante para o negócio em vez de para cumprir calendário]

...

Mateus XI:25

"Naquele tempo, respondendo Jesus, disse: Graças te dou, ó Pai, Senhor do céu e da terra, que ocultaste estas coisas aos sábios e entendidos, e as revelaste aos pequeninos."

Pois:

"History teaches that innovation does not come about by central planning. If it did, Silicon Valley would be nearer to Moscow than to San Francisco. Working on thousands of projects has taught us a simple but critical element that every team or company should come to expect: the unexpected.
Chance offers insights you didn’t anticipate. It’s a well-accepted truth that inventions and discoveries often result from random accidents or experiments that went awry."

É isto que falta à tríade.

Trecho retirado de "The Art of Innovation" de Tom Kelley

A economia não é um jogo de soma nula.

Recordo o que escrevi sobre o alvarinho de Monção e Melgaço:

• Curiosidade do dia (Março de 2015)
• "raising the bar" (Outubro de 2016)
• Salvar o "brand value" (Setembro de 2016)

Depois de ter lido esta semana "Vendas de Monção e Melgaço subiram 32% desde a liberalização do alvarinho":

"Nos primeiros três anos da aplicação da nova lei que permitiu o alargamento a toda a região da possibilidade de comercializar vinhos verdes da casta alvarinho, que era um exclusivo dos municípios de Monção e Melgaço (MM), as vendas deste valioso produto naquela sub-região afectada pelo acordo subiram 32,3% em volume, de 1,41 para 1,87 milhões de litros, sobretudo no mercado nacional.
...
Os dados divulgados esta quarta-feira, 4 de Abril, pela Comissão de Viticultura da Região dos Vinhos Verdes (CVRVV) comparam com o aumento de "apenas" 5% nas vendas globais da região durante este mesmo período de três anos. "Quando se pensava que o acordo era a grande derrota de Monção e Melgaço, verifica-se que eles são os grandes vencedores", sublinhou ao Negócios o presidente deste organismo com sede no Porto, Manuel Pinheiro.
.
"Ao fim de três anos, sendo possível fazer uma primeira avaliação, a grande surpresa é que os grandes vencedores foram os produtores de MM e não os outros. Aumentam as suas vendas muito acima da média do vinho verde.
...
Como há escassez de matéria-prima – o vinho verde está a vender toda a produção –, os produtores [fora de Monção e Melgaço] estão a plantar outras castas mais produtivas."

A economia não é um jogo de soma nula.

"Giants invariably descend into suckiness" (parte XI)

Mais uma achega sobre porque Mongo não é amigável para gigantes:

"the artisan is someone like me: You cannot be a promiscuous entrepreneur if you're an artisan. And also, you know where to stop. The problem is Steve Jobs stopped at the product line. The typical artisan knows where to stop.
.
Food is artisinal. And every single successful restaurant owner I know goes past the first restaurant and opens a second restaurant -- they go to the point of bankruptcy, typically. And I've seen that happen. Artisans typically have the instinct to stop. They say, "OK, I'm satisfied with this."
.
Whereas if you hire someone [like] McKinsey, they'll end up making you keep going beyond and doing shit. They want you to expand until you end up in bankruptcy.
.
Stoffel: So an artisan is someone who knows when to stop. That's one of your filters.
.
Taleb: Exactly.
...
Stoffel: Because you're producing to produce, and not because of something you love?.
Taleb: Exactly. You're going beyond your hobby point. You see, an artisan, as you notice, it becomes a hobby. So the distinction between hobby and work is blurred for an artisan. What happens sometimes is a hobbyist starts out, is doing OK, and then it turns into work."

"Giants invariably descend into suckiness" (parte X)

Trechos retirados de "Motley Fool Interview: Nassim Nicholas Taleb"

A nova deslocalização?

Há dias ao ler esta notícia, "Relojoaria suíça abre fábrica de braceletes e cria 100 empregos em Santa Maria da Feira", a ideia passou-me pela cabeça.

Ontem ao ler "Maia acolhe a única fábrica de relojoeira suíça no estrangeiro" e:

""Contrariamente à imagem transmitida, a Suíça é confrontada com numerosos problemas industriais", que decorrem da "crescente desindustrialização que marca o nosso país", começou por explicar o COO da Azurea maiata quando questionado sobre a internacionalização industrial do grupo.
.
"O franco forte, a evolução demográfica, os custos [sobretudo laborais] e o desenvolvimento do sector terciário em detrimento do secundário obrigou-nos, pouco a pouco, a procurar soluções alternativas", explicou Vincent Skrzypczak. Como para a Azurea "não era concebível" instalar-se "num país europeu com as mesmas tendência que a Suíça, como, por exemplo, a Alemanha, ou, até certo ponto, a França", escolheu o nosso país."

O que é que me passou pela cabeça?

Interrogar-me sobre se esta movimentação para Portugal representa a versão dos anos 20 deste século daquilo que foi a deslocalização de empresas francesas e alemãs para o têxtil e calçado em Portugal nos anos 70 e 80 do século passado?

Ontem estive numa empresa portuguesa que está a tirar partido desta deslocalização actual, fazendo uso da proximidade para apostar na co-criação.