Nunca é tarde para aprender, às vezes é demasiado cedo.Quando li o livro em 2008 apanhei umas pequenas pérolas. Quando o reli em 2012 apanhei e percebi muitas mais coisas.
"Focus on relationships.
When facing notions like interaction and integration, it becomes obvious that relationships play an important role within value creation, ... Both interaction and integration can be considered a means to the end, which is relational value. This is due to the important role of interactions in facilitating relationships. ... Relationships are a source of value, but they also provide companies with a good understanding of the customer and his/her needs. A multitude of studies have connected relationships with the customers’ willingness to provide information ... Hence, more accurate information can be gained concerning what customers value considering their life and experiences. Therefore, we propose that the relevance of relationships can also be considered as an important part in fitting the companies actions and offers to the customer’s life, stressed by the C-D logic."
"Quem não aposta no "cheaper" e no "cost", aposta na interacção, aposta na co-criação, aposta noutro mindset... eu diria, "Every visit customers have to make are an opportunity for interaction and co-creation"
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Nunca esquecer, Golias pode apostar e ganhar com a automação porque está no seu ADN; contudo, David não tem qualquer vantagem em seguir esse caminho, tem muito mais a perder do que os euros que poupa."
"servicification. This means that the emphasis, when we look at offerings, is no longer on the production process that historically created them as outputs, but in their property as inputs in the value creating process of the customers system. This shift of emphasis from production to use, from output to input, from the past to the future, immediately widens the scope of what an offering is, what kinds of characteristics a company needs to build into its offerings, and what competences are required of the company. It also automatically shifts the emphasis from the transaction to more long-term relationship with the customer…Escrever sobre este título "Privilegiar os inputs sobre os outputs" e recordar uma linguagem muito usada em empresas industriais:
experiencification. By this I mean that offerings are now increasingly designed to be linked also into the mental and symbolic processes of customers including the meaning and purpose of their value-creating activities. In fact, many offerings which seem like products are simply artefacts which fulfill the function of bringing to the customer a context, a story even, which is somehow meaningful to him. Artefacts link a more general, external reality with and inner, personal, reality into a whole characterized by the pursuit of meaning and purpose."
"Where to play: Instead of thinking about existing customers, Pro 7 asked itself, who is not buying TV advertising and why not? The answer: Start ups and small and medium enterprises (SMEs). Why don’t they buy? They usually don’t have the money. If they have the money, they don’t want to spend it on something like TV advertising with an uncertain outcome. And even if they were interested in buying TV advertising, they didn’t have the experience and skills to plan and execute a TV media campaign.Calçar os sapatos do cliente, ou do não cliente, e ver o mundo pelos seus olhos. O truque é deixar de pensar em despachar os outputs que se produzem e pensar nos inputs na vida do cliente. Como ele pensa, como ele opera, que medos, que preocupações, que aspirações...
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How to play: Instead of simply thinking about how to make the existing product, TV advertising, available to start ups and SMEs, Pro 7 took a more holistic approach, thinking about the products, services, the customer experience, but also the business and revenue models required to turn these noncustomers into customers, while at the same time making sure Pro 7 would not sacrifice its margins. The initial answer was to give away advertising minutes for free and in turn receive a share of the revenues created by its advertising. Along with this new revenue model, Pro 7 took care of media strategy and planning, spot production and execution, offering the new customers a holistic customer experience. Since its origins in 2012, the model has evolved into media-for-revenue-share and media-for-equity, making Pro 7 the first company in the world investing with its media power into start ups.
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How to win: The change in the revenue model occurred only after some time. The initial media-for-revenue-share model made a lot of sense for the customers, but not for Pro 7. Only after offering media-for-equity did the new strategy create value not only for the customers, but also for Pro 7, and other equity partners, who had complained about the revenue-share model, as Pro 7 was taking cash out of the business.
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So in other words, Pro 7 asked about noncustomers and what their barriers to consumption were; it took a holistic approach towards how to play, crafting a comprehensive offering, business model, and revenue model; and it thought about how to create value not only for its customers, but also itself, and its ecosystem partners."
"Think “input before output”"E dei-lhe uma outra interpretação, mais em linha com este slide:
"Our colleague Richard Normann used to differentiate between World of Business (WOB) concerning the organization's interactions with its external context - and World of Management (WOM), or what happens inside the organization. While in an ideal world WOM supports WOB, in the real world WOB often shifts faster than WOM in established companies and in established societal processes, and WOM becomes a prison or obstacle for new WOB possibilities, preventing WOB to develop as fast as one would hope."A primeira coisa que me veio à mente foram os números desta tabela:
"The Romans judged their political system by asking not whether it made sense but whether it worked."— NassimNicholasTaleb (@nntaleb) September 5, 2017
The clear minded @holland_tom
"As change increasingly comes to characterize the world around us, more often than not the problem is that the dominating ideas reflect a 'reality' of the past, not the 'reality' of the present nor of the future. And sometimes dominating ideas may have been so successful that they are adhered to even though they should really have been abandoned and replaced. Thus, 'the failure of success'. Such misfits between the dominating ideas and an evolving context are often easy to see with hindsight, but we should bear in mind that every reality is open to innumerable interpretations and descriptions, and that in the heat of the moment there are always good reasons for defending many such sets of dominating ideas (as management guru entertainers who sarcastically tell stories about the wrongdoings of managers of earlier eras tend to forget)."
"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.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
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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.
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Broadly discussed and commonly accepted is the shift from value-in-exchange to value-in-use.
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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.
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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?]
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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."
"Interaction [Moi ici: Uma palavra muito usada neste blogue, essencial para a co-criação].The recent literature concerning the S-D logic and value-in- use places a special emphasis on company-customer interactions as source of CV. Although interactions have already been acknowledged as source of value by other frameworks, the notion is further enhanced. Emphasizing interactions as a crucial concept from a S-D logic perspective, Grönroos and Ravald define interactions as “[...] a mutual or reciprocal action where two or more parties have an effect upon each other”. On this basis, it is argued that through interactive processes, companies can get actively involved in creating experiential value. Other contributions confirm this by seeing interactions as having the ability to promote experiential and phenomenological value..Similarly, scholars assess that interactions provide the basis for forming the customers’ preferences. The importance of the company-customer interaction is underlined by the ability to facilitate value and to influence CV perceptions. As a result, it is broadly accepted that the customers’ creation of value is catalyzed through interactions. Although the difference between services and goods environments is still discussed, it appears that interactions being especially important in a service-context is an accepted concept. From the companies’ perspective, this is due to the multitude of opportunities for co-creating value with the customer when acting within the customer’s sphere..One other issue that comes into play is the superior ability to sense the customers’ needs within interactions. Although interactions per se are especially considered by the S-D logic, they may also provide a source of in-depth knowledge about the customer and his/her life, which is rather emphasized by the C-D logic."Um exemplo recente, fabricante de máquinas nacional visita potencial cliente e observa o tempo que demora a desmontar parte de máquina para limpeza, antes de poder avançar para a cor seguinte. Logo ali, propõe solução que transforma o tempo de limpeza de cerca de 20% do tempo disponível para operar em menos de 5%. A máquina que vai fabricar fará o mesmo serviço que a outra, mas demorará menos tempo a ser preparada para a produção seguinte, aumentando a produtividade do cliente.
"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.
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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."
