Assim se perpetuam modelos de negócio ultrapassados

Neste artigo "Alfaiates dos barcos algarvios produzem à medida com apoio de fundos europeus", no Dinheiro Vivo, sublinhei: 

"a Nautiber anda há 30 anos a construir e restaurar embarcações à medida da vontade do cliente. Os Alfaiates dos barcos, como são conhecidos, sedeados em Vila Real de Santo António, são especialistas na construção de pequenos navios (entre os 9 e os 30m fora a fora, ou de comprimento, para os leigos) em fibra de vidro e praticamente não fabricam dois espécimes iguais a não ser encomendas em série para o mesmo cliente. Nos últimos anos, 90% dos que saem dos seus estaleiros para o mercado da atividade marítimo-turística têm sido construídos com o apoio de fundos europeus, como os subjacentes ao Programa Operacional CRESC ALGARVE 2020.

"Cerca de 90% das embarcações que construímos para o mercado nacional têm por trás produtos financeiros de subvenções nos diferentes quadros comunitários", revelou Rui Roque, engenheiro naval e CEO da Nautiber, em entrevista

...

"Para nós isso é fundamental", continuou Rui Roque, referindo-se a esse financiamento precioso. "Sem essa alavancagem seria muito dificil nós mantermo-nos no mercado e mantermos a nossa atividade ou, pelo menos, crescermos da maneira como crescemos.""

Demasiadas vezes sinto que os apoios europeus são usados para compensar custos ... como não recordar o trabalho de Spender nos anos 80 do século passado.

O negócio desta empresa não é o preço mais baixo, é a customização. Por isso, são conhecidos como os "Alfaiates dos barcos". Desconfio que a empresa não consegue passar um preço que traduza o valor criado para os clientes. Ou o valor criado para os clientes não é relevante (baixa originação de valor), ou é, mas a empresa não consegue capturar esse valor (captura de valor) - recordar a pirâmide de Larreche:

Os apoios neste caso, especulo, não deviam ir para as encomendas de produtos concretos, mas para o desenvolvimento da função comercial. A empresa devia transferir o seu mercado para clientes que realmente valorizam o valor da customização, e devia aprender a vender esse valor com outros argumentos para lá do preço.

Imagino que um apoio comunitário devia ser como as pinhas que usamos para começar um churrasco nas brasas, mas depois ganha vida própria e não são mais precisas. No entanto, o que acontece muitas vezes é a tal situação de assar sardinhas com fósforos:

Tão triste esta resignação:

"Sem essa alavancagem seria muito dificil nós mantermo-nos no mercado e mantermos a nossa atividade"

O papel da personalização

"Personalization is not only a crucial capability, it's one that punches above its weight, no matter whether the company is a digital native, a brick-and-mortar player, or a behind-the-scenes producer or supplier.

Consumers don't just want personalization, they demand it. With store and product loyalty more elusive, getting it right matters. Roughly 75 percent of consumers tried a new shopping behavior in the last 18 months, and more than 80 percent of those intend to continue with new behaviors.

Furthermore, our research found that companies that excel at personalization generate 40 percent more revenue from those activities than average players."

Ainda esta semana tive uma interacção com uma empresa... ao fim de muitas barreiras consegui chegar a um humano que resolveu o problema.

Trecho retirado de "The value of getting personalization right-or wrong--is multiplying"

Mongo na medicina

Mongo na medicina, a velha lição dinamarquesa. 

“We are in a race to the holy grail of precision medicine—bringing the right treatments to the right patients at the right time. Progress is being made on so many fronts—life sciences companies are developing cell therapies in cancer, artificial pancreas device systems in diabetes, apps that help battle neurodegenerative diseases and optimize nutrition, and wearables that can track everything from heart disease to fertility. Technology companies are creating algorithms to select cancer treatments.

...

We are at the intersection of biological and technological revolution, at a point where the digitization of health and medicine is becoming a reality at the same time that medical innovation is catching up with—and possibly even exceeding the speed of—growth in computational capacity.

...

The convergence of these digital and biological revolutions means that the next breakthrough cure—or treatment that turns a fatal condition into a chronic disease—will come from computers and algorithms working in concert with patients, physicians, and scientists.”

Recordar a Coloplast:

• Um antropologista entra num bar... (parte II) (Fevereiro de 2014) 
• Os humanos são todos diferentes (Fevereiro de 2019) 
• Uma parte importante da revolução económica do futuro vai passar por aqui (Abril de 2020)

Trechos retirados de “The Patient Equation” de Glen de Vries.

Uma parte importante da revolução económica do futuro vai passar por aqui

Neste artigo "Crisis Can Spark Transformation and Renewal" reparei que a empresa europeia que melhor desempenho apresentou desde a crise financeira foi a dinamarquesa Coloplast.

A coloplast é uma velha conhecida deste blogue, "Um antropologista entra num bar... (parte II)" (Fevereiro de 2014). Uma empresa que trabalha em Mongo:

“There is no perfect product, because there is no perfect patient” 

Daí ter feito a associação a esta caricatura num postal de 2019:

Isto permite-me fazer a ponte para um artigo lido este mês, "How Chronic-Disease Patients Are Innovating Together Online":

"The internet gives us virtually unlimited access to each other. That deceptively simple insight is an untapped opportunity in health care. When companies are searching for their next idea, they should look to the online communities of patients who are working to solve their health care challenges on their own.[Moi ici: Empresas ainda embebidas na mentalidade da produção de produtos e que ainda não deram o salto que a Coloplast percebeu que tinha de dar, em vez de vender um produto de acordo com especificações, criar uma interacção, prestar um serviço]
...
Dana has Type 1 diabetes and is a very deep sleeper. Living alone, she worried that her monitor’s alarm was not loud enough to wake her if her blood sugar fell too far in the middle of the night.
...
Dana wanted independence and spoke to device manufacturers, asking them to make louder alarms. Their answer? No. The alarms, they said, are loud enough “for most people.” In shutting down Dana, they ignored the possibility that they could learn from one of their users and improve the product.
.
Dana had an idea about how to build a custom alarm if only she could get access to her continuous glucose monitor data. Luckily, she was active on Twitter alongside other people living with diabetes (stage one of peer-to-peer health care).
.
A dad named John Costik tweeted that he had managed to free the data from his child’s device. John, an engineer, studied the device’s software and wrote a program that would send the monitoring data to a computer, phone or smartwatch. He shared the instructions online, coached other parents and people with diabetes about how do the modification, and Nightscout was born – an amateur diabetes remote monitoring system created by and for people who use continuous glucose monitors. Now, blood sugar data can be sent, for example, to a parent’s smartwatch so they can monitor their child’s levels while at school, on a field trip, or at a friend’s house. This had been impossible under the rules originally set down by the device companies." [Moi ici: Isto é voltar a uma velha série deste blogue - é meter código nisso]

Uma parte importante da revolução económica do futuro vai passar por aqui. Não será a fazer mais e mais produtos, cada vez mais baratos e produzidos de forma mais eficiente, será a meter código, será a pô-los a desempenhar mais jobs-to-be-done, será a deixar de produzir produtos e a criar condições para gerar outcomes.

Beyond product versus service

A few days ago I was asked if ISO had definitions for what a product is and what a service is.
I researched ISO 9000: 2015 and found:

• Product - output of an organization that can be produced without any transaction taking place between the organization and the customer
• Service - output of an organization with at least one activity necessarily performed between the organization and the customer

It is at these times that you can see how slow a giant organization that works on the basis of consensus is.

ISO 9001 was created in the 1980s when everyone believed there was only one way to compete, based on price, based on efficiency, betting on perfect competition. I remember this feeling of discomfort with a message that does not suit small and medium-sized companies in a small country open to the international market. In March 2008 I wrote "The danger of crystallization" to express this decoupling between the ISO quality movement and the real world.

Who, like me, was trained in the 1980s and saw Japanese industrial superiority, was educated to choose variability as the great enemy. That is why my company started to be called Redsigma (reduce sigma, reduce standard deviation, reduce variability). However, somewhere along the way, I had my moment on the Road to Damascus and realized that the biggest concern should not be with variability, but with increasing variety. Only through variety can the suckiness of sameness be beat.

In 2011 I read Dave Gray and kept his phrase "Everything is Service!" and also "In the same way, a product can be considered as a physical manifestation of a service or set of services: a service avatar."

Those who are still competing with the mental frame of the 1980s seek to automate everything, seek to standardize everything, seek to increase efficiency at all costs, seek to reduce variability. Therefore, they bet on products that can be produced without interaction with the customer. For them, interacting with customers is a friction to be removed.

Those who believe that there is an alternative to pure and hard competition based on efficiency, value variety, value interaction with customers that promote personalization, create tailor made products, bet on co-development, bet on co-production, value co-creation.

So, what is the point of those definitions above? I see big machines being developed and delivered as a service to a specific customers.

O mundo que conhecemos nos últimos 20 anos vai mudar (parte III)

Parte I e parte II.

O futuro já cá estava... só que estava mal distribuído.

Conhecem a estória do lago de nenúfares? 47 dias pacatos e de repente ZÁS! O mundo muda! Recordar "47 dias incipientes e depois, de repente..." (Junho de 2014)

Parece que estamos a viver a faísca que gera o Tipping Point.

Quantos negócios estão/vão neste momento, por força das circunstâncias a mudar de modelo de negócio?

Quantos negócios estão/vão a transitar de B2B para B2C?

Quantos negócios estão a redefinir o seu processo comercial, migrando para canais on-line, a fim de manter contacto com os clientes e poder identificar claramente suas necessidades e expectativas?
Quantas empresas estão a mergulhar de cabeça no mundo das redes sociais e das plataformas online para receber, verificar e confirmar o conteúdo dos pedidos com os clientes?

Quantas empresas estão a aprender a usar as redes sociais para comunicar pedidos e requisitos de clientes à produção/serviço, para planear actividades, para reunir e resolver problemas, para formar e treinar funcionários, para comunicar os resultados do controlo da qualidade, para entrar em contato com fornecedores, parceiros e serviços de logística?

E depois de produtores/prestadores/fornecedores e clientes experimentarem... talvez não voltem para trás quando tivermos chegado a um novo normal.

Adicionemos a isto a democratização da produção, tão bem representada pela experiência da semana passada em Brescia com a impressão 3D, e o crescente sucesso da customização/personalização:

• Customers Want Customization, and Companies Are Giving It to Them - “Our core belief is that the world is going custom,”
• Getting Comfortable with Furniture Customization

Deixo aqui, mais uma vez a frase de Noah Harari no Financial Times em "Yuval Noah Harari: the world after coronavirus":

"Many short-term emergency measures will become a fixture of life. That is the nature of emergencies. They fast-forward historical processes. Decisions that in normal times could take years of deliberation are passed in a matter of hours. Immature and even dangerous technologies are pressed into service, because the risks of doing nothing are bigger. What happens when everybody works from home and communicates only at a distance? What happens when entire schools and universities go online? In normal times, governments, businesses and educational boards would never agree to conduct such experiments. But these aren’t normal times."

Move fast, break rules, break things!

ADENDA das 08:01

My column today on what the virus could mean for America pic.twitter.com/T3i6HBGYOi

— Bruno Maçães (@MacaesBruno) March 22, 2020

"when speed is low, development requires big investments"

O meu parceiro das conversas oxigenadoras enviou-me o link para este artigo "Six ingredients of agile organizational design" com o comentário:

"Só agora associei o Scrum como uma resposta para planeamento do Mongo!"

Caro amigo... até apetece exclamar: Duh!!!

Li o artigo duas vezes e das duas vezes sublinhei este trecho:

"Nowadays, a company’s chances of survival are low if it takes too long to create (new) products. Our company becomes slow if we need a number of teams, each producing a part of the product, to be able to create possible customer value. The specialised team approach creates many dependencies between teams when we try to create customer value. We only know if our product (or change) is successful after releasing it in the hands of the customer because that is when we get real feedback and our assumptions are validated. The slower our company is, the longer it takes before we get customer feedback, i.e. return on investment (if any). That’s why when speed is low, development requires big investments." 

E sorri ao relacionar com a série "Acerca da rapidez" e com as novas regras de xadrez. Mongo tem tudo a ver com rapidez, flexibilidade e personalização.

E acerca de:

"Some teams do not even know what value they are creating from a customer point of view: the workers have never seen a real customer or they don’t have one because they deliver so-called “products” to another department."

Fez-me recordar um texto citado aqui no blogue recentemente:

"Leaders who connect employees with end users motivate higher performance, measured in terms of revenue as well as supervisors’ ratings.
...
Customers, clients, patients, and others who benefit from a company’s products and services motivate employees by serving as tangible proof of the impact of their work, expressing appreciation for their contributions, and eliciting empathy, which helps employees develop a deeper understanding of customers’ needs."

Curadoria, num mundo de tribos

Uma série de artigos que se encadeiam para retratar algo.

Primeiro, este artigo "Personalization Has Failed Us":

"Curation by algorithm hasn’t lived up to expectations
...
Now everything is so curated that it’s difficult to find content that’s truly surprising.
.
Recommendation algorithms (also called curation algorithms) have been a staple of online services for decades. These formulas operate on a simple premise: They collect data about your habits, compare that data with other people’s habits, then recommend items based on that data.
...
Behind every “you might also like” recommendation is an algorithm built on data you’ve provided.
...
Our tastes are rarely simple enough for an algorithm to make sense of."

Enquanto o lia pensava num exemplo de um livro de Gerd Gigerenzer, algo do género. Imaginem um algoritmo a descodificar o significado de:

- Obrigado querida

Imaginem a quantidade de entoações, em diferentes cenários e circunstâncias que podem dar significados diferentes à frase. O algoritmo percebe?

Enquanto o lia pensava num outro exemplo, o algoritmo da Amazon España, manda-me recomendações ou que não quero ou de fornecedores que não expedem para Portugal.

Entretanto, ontem no Twitter vi este vídeo interessante:


Como não recordar a redução da fricção, consequência da novidade do desconhecido ou complexo:

Por fim, um artigo lido já há dias, "Why a top VC and a former LinkedIn exec think hobbies are the future of commerce":

"Curated was co-founded by Eduardo Vivas, a former LinkedIn executive. The platform is designed for consumers who are about to embark on a new hobby or passion project but don’t know where to start. Instead of making products available on the site, Curated connects consumers with experts and enthusiasts in the field who can answer questions and steer a person toward the right product for them.
...
“When you’re planning to spend more than $500 on a highly specialized product, you want to talk to an expert who really knows what they are talking about,” he says. “We’re trying to replicate the experience of talking to your friend who happens to be super enthusiastic about that hobby and really enjoys talking about it. We believe we’re giving our ‘experts’ a way to monetize their passions and talk about the thing they love doing most in life.”"

  Curadoria, num mundo de tribos.

Democratização da produção (Parte V)

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

"Companies have intuitively known for many years that product personalization was an inevitable progression of modern manufacturing. Indeed, the concept of mass customization, which has been around for a few decades, is an early, even primitive, attempt to implement a more personalized manufacturing and service environment and respond better to customers.
...
Technological advances and digital developments are emerging and spreading throughout the manufacturing environment so quickly that point-of-demand production is inevitable in virtually every industry; indeed, it’s already being implemented. Eventually this will lead to cars made by companies like Local Motors — but also Toyota, Honda, and GM [Moi ici: Isto é tão LOL. Como é que organizações dedicadas ao vómito industrial vão-se adaptar a serem alfaites e costureiras. Come on!] — being self-designed by adventurous consumers and built on 3D printers. And as customers taste the benefits of real product personalization, they will demand more of it, driving higher margins to companies that are equipped for customization and forcing all manufacturers to develop those capabilities if they hope to survive. In the end, companies that are prepared for the point-of-demand manufacturing phenomenon will thrive. But they must begin now to rethink their long-term manufacturing strategies and to implement the processes, systems, and technologies that will completely alter the way they interact with customers, make production decisions, establish factory footprints, and compete in their industries."

Trechos retirados de "Manufacturing’s new world order - The rise of the point-of-demand model"

Correntes e tendências

Ontem apanhei este título "William De Vijlder: “O telhado da economia portuguesa está na melhor forma de sempre”" de onde sublinhei o lead:

"O economista-chefe do BNP Paribas diz que os robôs ou a imigração são a solução para a escassez de mão de obra."

Perspectivar o futuro como uma continuação linear do presente costuma dar maus resultados.

Nos últimos tempos tenho apanhado cada vez mais textos sobre tendências que podem vir a afectar a economia do futuro. Quando escrevo sobre Mongo:

• já escrevi sobre o DIY (faça você mesmo - e as cooperativas de bairro);
• há dias li sobre o fenómeno crescente da venda em 2ª mão - "Outro factor a alterar a paisagem competitiva"
• hei-de escrever sobre o DFY (done for you) (o que implica proximidade, customização - o retorno da modista e do alfaiate)
• no ano passado o Rui Moreira chamou-me a atenção para o crescente número de marcas de calçado que disponibilizam o serviço de reparação de calçado
• ontem li "The life-changing magic of making do" e julgo que é um sintoma de outra corrente a retornar, a da frugalidade. A do retorno do sapateiro, ou da modista.

Estas correntes e outras hão-de alterar os paradigmas de consumo e, dessa forma, os paradigmas de produção e comercialização, sem falar na impressão 3D.

Estas correntes tanto darão resposta às questões ambientais; como à falta de mão de obra, como à crescente tribalização do gosto em nichos à la Mongo.

Mongo por todo o lado

Mongo por todo o lado.

Quando era adolescente descobri um shampô mainstream que resolveu os meus problemas. Ainda hoje o uso e o tema não é relevante para mim. No entanto, como somos todos diferentes, quer biologicamente, quer na importância que atribuímos aos temas, há-de haver muita gente que não está satisfeita com o serviço prestado pelos produtos mainstream.

Em Mongo não só a possibilidade de dar resposta a quem não é servido pelo mainstream aumenta, como o seu custo baixa. Em "The Future of Marketing Is Bespoke Everything" encontrei mais um exemplo desta tendência:

"Although there are billions of people in the world, it’s always tempting to believe your existence is unprecedented in some way.
...
A few months ago, Prose, a start-up that offers personalized, custom-blended hair-care products based on customers’ responses to a lengthy survey, wore me down with an alluring marketing tactic: beautiful Instagram ads indulging the idea that what’s going on on my head might be too unique for whatever Sephora has to offer. If I told the company my long list of petty hair complaints, perhaps I’d never again have to stand in front of a wall of indistinguishable products, trying to guess which one might be my holy grail.
...
The personalized shampoo, conditioner, and hair mask came in simple containers that evinced a distinctly Millennial sense of understated luxury. Each had my name on the label. I wasn’t just going to wash my hair, I told myself. I was going to outsmart it.
...
Now, aided by advances in manufacturing and the direct-to-consumer nature of online shopping, personalization has become the hot new thing at much more accessible prices. That’s especially true in the wellness industry, where Prose is one of a slew of new companies offering everything from custom-blended face creams to individualized vitamin cocktails. Together, these brands have attracted millions of shoppers (and millions of dollars in venture-capital funding) by tapping into something powerful: the idea that we’re all fancy and special enough to have something made just for us.
...
 the current crop of companies offering personalization might end up too successful for their own good: “The problem is that when it works, competitors do it.” It’s not hard to imagine a near future in which upstarts and big brands alike will let you have it your way with a custom cocktail of nutrients or a special face serum all your own, as long as you’re willing to tell them everything about yourself."

A personalização

Este texto levanta um tema interessante: a customização levada ao extremo, a personalização, será viável economicamente?

Acredito que será, algures no futuro, mas não com as empresas de hoje e com os modelos económicos de hoje. Terão de começar por produtos premium e, por tentativa e erro, ir construindo os modelos de negócio que vão resultar. Terão de ser empresas mais pequenas, se calhar cooperativas com estruturas produtivas partilhadas. Terão de ser produtos para durar uma vida e que voltarão mais do que uma vez ao fabricante para reparação. Terão de ser produtos co-criados em proximidade.

Não digo que o modelo actual de produção desapareça completamente, mas  deixará de ser tão comum certamente.

Mongo e a arte

A minha mãe estava a folhear o Jornal de Notícias e vi um título.
- Espera, deixa-me fotografar esse artigo.
- Não sabia que gostavas de motos!?
- Não são as motos, é a costumização...

Não são as motos, é Mongo!

"É uma forma de arte. [Moi ici: Arte e Mongo, uma conjugação que faço aqui há muitos anos] Transformar motos de série em peças únicas, que se distinguem pela sua singularidade e apostas arrojadas, num visual alternativo, é uma paixão que ganha adeptos em Portugal. Este sábado, algumas dezenas de entusiastas da customização dos veículos de duas rodas juntaram-se em Espinho.
.
O mote para o encontro foi o 1º Motorcycle Design Contest, promovido pela "Backdoor Shop", onde diversas motos se perfilaram num desfile de originalidade."

Mateus 13:9

Recordo "Mongo a bater à porta. Tão bom!!!" e:

"O artigo é um exemplo da tendência que enquadramos no fenómeno a que chamamos de Mongo. Os gigantes, emaranhados com o seu umbigo, muito preocupados com a eficiência e os custos, tentando ser tudo para todos, abrem as oportunidades a novos actores."

Agora encontro "When Patients Become Innovators":

"Patients are increasingly able to conceive and develop sophisticated medical devices and services to meet their own needs — often without any help from companies that produce or sell medical products.
...
Unlike traditional producers, who start with market research and R&D, free innovation begins with consumers identifying something they need or want that is not available in the marketplace. To address this, they invest their own funds, expertise, and free time to create a solution. Rather than seeking to protect their designs from imitators, as commercial innovators do, we found that more than 90% of consumer innovators make their designs available to everyone for free.
...
The ability of patients to develop new medical products to serve their own needs is growing, and we expect the system to become stronger over time for several important reasons. First, the DIY design tools that patient innovators need are becoming cheaper and increasingly capable. People with fairly rudimentary engineering skills can acquire powerful design software that can run on an ordinary personal computer either for free or for very little money. Second, the materials and tools used to build products from DIY designs are also becoming both cheaper and increasingly capable."

Recordo também "Os humanos são todos diferentes":

“There is no perfect product, because there is no perfect patient” and “It’s a good product, but it’s not right for everyone.”

Recordo também esta leitura de 2007:

"In 1970, 5% of global patents were issued to small entrepeneurs, while today the number is around one-third and rising. When P&G realized this, it saw that its old model of purely internal innovation was suboptimal. Why not tap these entrepeneurs and scientists?"

E esta outra de 2011:

"The mass market — which made average products for average people was invented by organizations that needed to keep their factories and systems running efficiently.
.
Stop for a second and think about the backwards nature of that sentence.
.
The factory came first. It led to the mass market. Not the other way around."

 E deixo-vos com os industrialistas e a sua tendência para a suckiness.

"will lead to a big change for manufacturing"

Os trechos que se seguem parecem retirados daqui do blogue. Há anos que escrevemos sobre esta tendência.

"Personalised production is an evolution of customization that enables companies to differentiate their offer through innovative products for specific needs of a customer or a target group thanks to adaptable and reconfigurable production systems supported by easy-to-use product configuration systems to make processes along the supply chain efficient. In this scope, the proposed mission is to turn ideas into products by transforming passive consumers into active participants in the production of their own products thanks to new technologies that can enhance and empower their capabilities. This mission implies a paradigm shift because innovation will not originate anymore from the identification of consumer requirements; indeed, innovation and production will be taken out of the factory boundaries to allow people to be the decision makers during the design and production process in new collaborative supply chain models.
Consumer goods (e.g. clothing, footwear, sports items, glasses) but also other kinds of product such as medical products (personalised orthopaedic prosthetics, dental prosthetics, etc.) or durable goods (cars, kitchens, buildings facades, etc.), and even food can be produced based on the ideas of and by customers applying an approach of self-managed personalisation. In this way, they can create products with a unique design and style, along with functional and comfort-related aspects, going beyond the conventional choice dictated by off-the-shelf products.
.
This mission will lead to a big change for manufacturing heading towards socialization and massive involvement of consumers. Many small and medium sized manufacturers (e.g. SMEs, fab-labs and even individuals) will participate in different market segments, while evolving into production service providers to satisfy customers’ personalised requirements. These entities will further aggregate into dynamic communities in a decentralized system and win bargaining power and efficiency. Moreover, new companies will basically sell ideas and their integration into new and dynamic value chains and markets.
...
The implementation of the proposed mission will have an indirect impact also on sustainability since production will shift from Make-to-Stock to Customise-to- Order,"

Trechos retirados de "Key Research Priorities for Factories of the Future—Part I: Missions" de Tullio Tolio, Giacomo Copani e Walter Terkaj, publicado em "Factories of the Future The Italian Flagship Initiative", 

"Brands must focus on what makes their customers alike"

"Brand managers are under intense pressure to personalize their marketing efforts. McKinsey calls data activation and personalization the heartbeat of modern marketing.
...
But there’s a big danger to personalization as well. When done right, it can give managers unprecedented access to buyers at the right places and times. But done wrong, it can do long-term damage to any business. It can even destroy a brand.
...
Brands must focus on what makes their customers alike — not on what makes them different."

Um tema a merecer reflexão.

Por um lado, Mongo a entranhar-se e a criar mais tribos. Por outro lado, a McKinsey trabalha para empresas grandes. Também recordo:

“Using data from 200 US companies, the authors identified a trade-off between the pursuit of higher market share and higher customer satisfaction, which itself is seen as an important driver of long-term profitability. The authors explain this through the heterogeneity of consumer preferences: the larger a company becomes, the harder it is for the company to meet consumer preferences.”

Prefiro pensar que as marcas devem usar o seu ADN e assumi-lo, como critério para escolher os seus clientes e encontrar o meio-termo


Trechos retirados de "Don’t Let Marketing Personalization Kill Your Brand"

Os humanos são todos diferentes

Efforts to reduce diagnostic errors using human intelligence :-) pic.twitter.com/baFIKGA4KI

— Eric Topol (@EricTopol) January 31, 2019

Relacionar com "The Art of Evidence-Based Medicine":

"No one would disagree that clinical decisions should be based on the highest quality, systematic evidence that is available. However, there is a critical misunderstanding of what information randomized trials provide us and how health care providers should respond to the important information that these trials contain."

É uma versão da tendência para hospitais-cidade e escolas-cidade com base no eficientismo.

"Although, in theory, evidence-based medicine does not assume that when faced with two treatment options, patients should always receive the treatment that was more effective in randomized controlled trials, this tends to be what happens in practice. Treatments shown to be inferior, on average, in randomized controlled trials are assumed by many to be inferior for all patients — so much so that keeping a given patient, or a large population of patients, on the inferior treatment is viewed as a departure from evidence-based medicine.
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Consider, for example, an informed and experienced clinician who recommends to a minority of his or her patients a treatment that has been shown to be, on average, inferior to alternative treatments in randomized controlled trials. Does this reflect a failure to practice evidence-based medicine? Is this doctor simply unaware of the data or weighing their own anecdotal experience over that of systematic investigations into the treatment’s efficacy? Or is the doctor combining the new evidence with what he or she knows about the patient?"

Os humanos são todos diferentes. Recordar 2014 e "Um antropologista entra num bar... (parte II)":

“There is no perfect product, because there is no perfect patient” and “It’s a good product, but it’s not right for everyone.”
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Stoma patients’ bodies are all so diferent that no single solution exists. The main challenge wasn’t the type of stoma a patient had—it was the type of body a patient had. That might seem an obvious point, but Coloplast’s innovation process had blinded management and R&D engineers alike to the possibility. Just as individuals can sufer from confrmation bias (a refexive seeking of only information that supports an existing position), so can entire organizations.
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This was a major problem—and, incredibly, no one in the billion-dollar industry had addressed it. It immediately became clear that Coloplast needed to categorize body types and create products designed specifically for each one."

BINGO!! (parte II)

Parte I.

Ainda de "Value Never Actually Disappears, It Just Shifts From One Place To Another" sublinho outro tema clássico aqui no blogue:

"You Can’t Compete With A Robot By Acting Like OneThe future is always hard to predict. While it was easy to see that Amazon posed a real problem for large chain bookstores like Barnes & Noble and Borders, it was much less obvious that small independent bookstores would thrive. In much the same way, few saw that ten years after the launch of the Kindle that paper books would surge amid a decline in e-books.
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The one overriding trend over the past 50 years or so is that the future is always more human. In Dan Schawbel’s new book, Back to Human, the author finds that the antidote for our overly automated age is deeper personal relationships. Things like trust, empathy and caring can’t be automated or outsourced.
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There are some things a machine will never do. It will never strike out in a little league game, have its heart broken or see its child born. That makes it hard — impossible really — for a machine ever to work effectively with humans as a real person would. The work of humans is increasingly to work with other humans to design work for machines.
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That why perhaps the biggest shift in value is from cognitive to social skills. [Moi ici: Engraçado que cada vez mais dou comigo a pensar que um número crescente de artigos em revistas ditas de gestão ocupam o seu espaço com temas que a minha mãe, ou a catequese, ou o pertencer a uma associação, ou o pertencer a um grupo de colegas de rua me ensinaram e que parece que agora estão em falta] The high paying jobs today have less to do with the ability to retain facts or manipulate numbers (we now use a computer for those things), but require more deep collaboration, teamwork and emotional intelligence."

O quanto os gigantes gostariam que o factor humano fosse removido da equação... mas a imperfeição é cool, e a desautomatização está a crescer.

Project Based Organisation

Mongo também passa por isto:

"The number and importance of projects are increasing steadily. Projects are being used to deliver innovative products and services, to perform change and transformation and – in general – get things done in organisations.
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A project based organisation (PBO) is ... one in which the project is the primary unit for performing certain tasks.
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Processes in a PBO are organised from the client to the client, a value stream of activities, orchestrated by a project manager, using agile or traditional methods, tools and techniques. The culture of a PBO is clearly project-friendly, client-centric and oriented towards “doing the right things right”, which means combining effectiveness and efficiency.
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A PBO may comprise several firms, for example a project consortium or network organisation, and thus is temporarily organised, flexible and adaptable to the specific circumstances of the project, its context and partners.
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The more we see a change from products to services, from mass production to individualisation, from single organisations performing projects to a co-creative network of partners, the more we´ll see PBO as a role model. So PBOs are a trend which will change the way of organising, and the transformation of many organisations prove that this process is already taking place. We need to see this from an economic perspective, identify the drivers for this change and the impact it may have for traditional organisations."

Trechos retirados de "Will project-based organisations be the new normal?"

"psychological ownership"

"psychological ownership. That’s when consumers feel so invested in a product that it becomes an extension of themselves.
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Companies that encourage psychological ownership can entice customers to buy more products, at higher prices, and even to willingly promote those products among their friends. But if businesses disrespect this feeling, sales can suffer."

Em "How Customers Come to Think of a Product as an Extension of Themselves" um texto sobre como promover a "psychological ownership":

• "One way is to allow customers a hand in forming the product"
• "Businesses should strive to make products customizable. When consumers can personalize products, they buy more and are happy to recommend those products to friends."
• "Building intimate knowledge - This occurs when customers believe they know every facet of a product or brand so well that they have a special, unique relationship with it."

"Companies legally own their brand, but their most devoted customers may own it psychologically. Businesses should cultivate this feeling—and then respect it."