From: Subject: =?Windows-1252?Q?Infonom=EDa:_La_red_de_Innovadores?= Date: Wed, 8 Feb 2006 07:13:51 +0100 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C62C7F.3662EF40" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.2180 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C62C7F.3662EF40 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.infonomia.com/blog/index.php?id=6 Infonom=EDa: La red = de Innovadores

Bienvenido/a JOSE=20 MARIA


=20

Ideas Fuerza

  • Est=E1s en: Home=20
    • / Ideas Fuerza

Informaci=F3n

Ideas de las que se hablar=E1 en los pr=F3ximos = meses, antes que=20 otros medios, explicadas de forma sint=E9tica, "en una p=E1gina". Para = entender=20 hacia d=F3nde vamos. Ideas ilustradas, muchas veces, con infograf=EDas=20 originales.
Con la participaci=F3n de las mejores=20 mentes de nuestra red de innovadores, que aportan sus ideas y = experiencias.

Blog editado por Alfons Cornella=20


07/02/2006 - 11:31:53

Miner=EDa de=20 clientes




English = Follows=20 | Text en = catal=E0=20 | Text en = Chin=E8s=20


Si algo caracteriza a los mercados = actuales es=20 que, por lo general, la oferta supera a la demanda: tenemos de todo y en = exceso.=20 Por eso, ser=E1 cada vez m=E1s cr=EDtico para la oferta aprender a = luchar en un=20 entorno de exceso, con el fin de conseguir un espacio diferenciado de mercado. Y una de = las=20 estrategias para conseguirlo consiste en descubrir, detectar, = =93nuevos=94 clientes=20 entre aquellos ciudadanos a los que las ofertas actuales sobresirven, subsirven o no = consideran en=20 absoluto:

=95 Clientes=20 sobreservidos (overshot):=20 aquellos que ya no quieren pagar por m=E1s mejoras, porque lo que = reciben ya es=20 excesivo para lo que necesitan y est=E1n dispuestos a pagar. Es el low-end del mercado (susceptibles = de bajar a=20 un segmento =93inferior=94 en t=E9rminos de prestaciones = recibidas).

=95 Clientes=20 subservidos (undershot): aquellos=20 que est=E1n dispuestos a pagar algo m=E1s por una mejora, porque lo que = reciben es=20 inferior de lo que estar=EDan = dispuestos a=20 recibir. Es el up-market del = mercado=20 (susceptibles de subir a un segmento =93superior=94)

=95 No-clientes: aquellas personas que = hasta ahora=20 se han sentido =93fuera=94 del mercado, porque no han percibido que la = oferta =20 =93vaya con ellos=94, porque la oferta no les haya tenido simplemente en = cuenta, o=20 porque no han tenido acceso a la misma.

Un ejemplo de = mercado sobreservido cuyo an=E1lisis desvela = las=20 posibilidades de descubrir clientes potenciales lo constituye el boom de = las=20 l=EDneas a=E9reas de bajo coste, hoy con tanta demanda. Estas = iniciativas detectaron=20 en su momento que hab=EDa millones de personas dispuestas a viajar = m=E1s, y m=E1s=20 frecuentemente, si el precio era inferior al habitual hasta entonces, = a=FAn a=20 cambio de un menor n=FAmero de servicios en vuelo. Estas l=EDneas = a=E9reas de bajo=20 coste =93descubrieron=94, pues, que las l=EDneas convencionales estaban = sobresirviendo a mucha gente. Y = vieron en ello=20 una oportunidad, cuyo =E9xito requer=EDa, por cierto, de aplicar toda su = imaginaci=F3n=20 e ingenier=EDa en encontrar formas alternativas de generar los ingresos = necesarios=20 para que el negocio tuviera sentido.

Sin abandonar a=FAn la = industria de=20 las l=EDneas a=E9reas, vemos ahora c=F3mo otras empresas, combinando de = nuevo la=20 imaginaci=F3n por la ingenier=EDa, han detectado que hay un interesante = mercado=20 subservido, o sea, dispuesto a = pagar=20 algo m=E1s que un billete de turista, pero menos que un billete de = negocios, en=20 vuelos largos como el de Londres a Nueva York. As=ED, han lanzado el = concepto de=20 trayectos en los que todas las plazas son de =93business=94 (un avi=F3n de 200 = plazas ocupado por=20 s=F3lo 50 personas, a las que se puede mimar mejor), pero a un precio = inferior al=20 de un business tradicional = (un =20 ejemplo lo encontramos en EosAirlines). Han descubierto, pues, que hab=EDa un = p=FAblico=20 subservido que esperaba que = alguien les=20 tratara mejor.

Y en el =E1mbito del descubrimiento de potenciales = clientes=20 que hasta ese momento eran no-clientes,=20 podemos citar el ejemplo de las tiendas de ropa que han evidenciado que = hab=EDa un=20 creciente mercado, no satisfecho, de personas que requieren de tallas = grandes.=20 As=ED, han aparecido =93nuevas=94 ofertas de =E9xito como la de Superl=EDnea.

Otros = ejemplos de=20 soluciones nuevas a clientes sobreservidos:

=95 Aplicaciones ofim=E1ticas que no = dan las=20 excesivas prestaciones de las suites=20 habituales. As=ED, soy de los que piensa que el OpenOffice.org tendr=EDa m=E1s =E9xito si en lugar = de intentar=20 =93clonar=94 =EDntegramente al Office = de=20 Microsoft ofreciera s=F3lo lo fundamental que uno espera de una = suite ofim=E1tica.

=95La franquicia MinuteClinic, en la que se prestan los = servicios de=20 salud m=E1s elementales que una familia precisa, sin tener que ir al = ambulatorio;=20 servidos por enfermeras con experiencia, y disponibles en centros=20 comerciales.

=95 Un hotel =93elemental=94,  el = easyHotel del magnate creativo = Stelios,=20 fundador de EasyJet, entre = otras=20 empresas del grupo Easy. Un hotel con s=F3lo lo esencial, sin lujos, = simplemente=20 para =93refugiarse=94 una noche (como dicen en su p=E1gina: =93the idea is that customers will accept less = space for=20 a better price=85 [within] a recognised brand that delivers a = standardised high=20 quality product=94).

=95 Educaci=F3n de nivel universitario = para adultos=20 que no buscan un t=EDtulo oficial, sino s=F3lo aprender (y, por tanto, = sin tener que=20 cumplir unos requisitos de acceso a la universidad). Es el caso del = Ateneu de la = UOC.=20

Ejemplos de soluciones nuevas a clientes subservidos:

=95 La creaci=F3n de una nueva moto = =93de leyenda=94, la=20 Confederate, un =E9xito en un  mercado que ya = se cre=EDa=20 saturado por las Harley. En = los mercados=20 de culto, parece haber espacio para nuevas emociones.

=95 Juguetes que incorporan elementos = de telefon=EDa muy simple (por ejemplo, = agendas muy=20 elementales para ir al colegio, con el que los ni=F1os poder comunicar = con los=20 padres o abuelos).

=95 El enorme potencial del mercado = entre=20 individuos, que tan inteligentemente descubri=F3 eBay.

=95 En aviaci=F3n, los peque=F1os aeroplanos de bajo coste, asequibles = a=20 empresas medianas, para viajar punto-a-punto (P2P) entre peque=F1os = aeropuertos=20 locales en lugar de seguir = sometidos al=20 yugo del sistema de aeropuertos convencionales. V=E9ase el ejemplo del = Javelin del Aviation Technology = Group.

=95 Sistemas de provisi=F3n de = materiales educativos=20 para asignaturas optativas = (cr=E9ditos=20 variables) en aquellos centros escolares que no disponen  de = suficientes=20 profesores para ofrecer una gama amplia de estos cursos. Algo que est=E1 = haciendo=20 con =E9xito en los Estados Unidos la empresa ApexLearning.

Finalmente,=20 ejemplos de soluciones nuevas a=20 no-clientes:

=95 Los cursos pre-MBA, pensados para personas que = no pueden=20 presentarse a un MBA porque no tienen los conocimientos previos = suficientes.=20 Gracias a  estos cursos pueden pasar de no poder ser clientes de un = MBA a=20 serlo.

=95 Los microcr=E9ditos: prestar peque=F1as = cantidades a=20 personas que por su condici=F3n no ser=EDan potenciales receptores en un = sistema de=20 banca =93tradicional=94. El ejemplo pionero del Grameen = Bank. Como=20 proponen en su p=E1gina: =93Grameen = Bank has=20 reversed conventional banking practice by removing the need for = collateral and=20 created a banking system based on mutual trust, accountability, = participation=20 and creativity=94.

=95 El ejemplo de la telefon=EDa = m=F3vil y sus=20 aplicaciones en pa=EDses en desarrollo. El Grameen Technology Center demostr=F3 = que cuando=20 la gente dispone de un instrumento como el tel=E9fono m=F3vil (Grameen Village Phone Program), = hasta entonces=20 vedado para ellos, inventa usos y aplicaciones totalmente nuevos, que no = pod=EDan=20 =93emerger=94 cuando no se dispon=EDa de esa = =93infraestructura=94.

(La idea=20 central de este art=EDculo procede del texto Seeing what=92s=20 next: Using Theories of Innovation to Predict Industry = Change, de=20 Christensen et al, Harvard Business School Press , 2004,=20

 

English

Client-mining

If = there=92s anything=20 that characterises the current state of markets, it=92s that supply = exceeds=20 demand: we=92ve got a surfeit of everything. As a result, it will become = increasingly crucial for suppliers to learn how to compete in an = overloaded=20 environment and to chisel out a market niche. And one of the strategies = for=20 doing so consists of detecting and uncovering =91new=92 customers = amongst =91overshot customers=92, =91undershot customers=92 and =91non-consumers=92:

=95 Overshot=20 customers are those who don=92t want to pay for any more = improvements,=20 since what they=92ve got already exceeds their needs and what they=92re = willing to=20 pay. This is the low end of the market, where customers are liable to = drop down=20 to the lower segment with fewer features.

=95 Undershot customers are those who are = willing=20 to pay more for improvements in order to close the gap between what=92s = available=20 and the job they want to get done. This is the high end of the market, = where=20 customers are liable to go up to the higher segment with more features.=20

=95 Non-consumers are = those who=20 have been left outside the market, because they haven=92t seen what=92s = available as=20 relevant to them, because they haven=92t been taken into consideration = or because=20 they=92ve lacked access to the market.

An example of an = overshot market that reveals the = possibilities=20 of uncovering potential customers is provided by the booming low-cost = airlines.=20 The low-cost air-travel initiative was able to detect that there were = millions=20 of people willing to travel more if prices were lower, even if that = meant fewer=20 onboard services. These low-cost airlines discovered that conventional = airlines=20 were overshooting many people = and saw an=20 opportunity, although success would require considerable imagination and = ingenuity to come up with alternative ways of generating the necessary = revenue=20 to make sound business sense.

Staying with the airline industry, = let=92s=20 have a look at how other companies have combined imagination and = ingenuity to=20 detect a significant undershot = market:=20 customers willing to pay more than economy class, but not as much as = business=20 class, on a long-haul flight such as from London to New York. These = companies=20 launched the concept of purely business-class flights, where an aircraft = designed to seat 200 people carries 50 people in greater comfort, and at = a lower=20 price than traditional business class (one example is EosAirlines). They=20 uncovered an undershot public = waiting=20 for someone to offer them better service.

And an example of = discovering=20 potential customers who have until now been non-consumers is provided by clothes = shops=20 which have uncovered a growing market of people who take large sizes and = who=20 have not yet been catered for. Enter successful plus-size stores such as = the=20 Spanish Superl=EDnea.

Other examples of new = solutions for overshot customers:

=95 Office software applications that = dispense with=20 traditional office suites. I=92m one of those who think that Open Office would be more successful = if=20 instead of cloning Microsoft=92s = Office in=20 full, it only offered the basics one expects from an office suite. =

=95 The=20 US MinuteClinic chain, where experienced nurses = offer basic=20 walk-in healthcare in shopping centres, thus providing an alternative to = doctors=92 surgeries.

=95 The easyHotel, another initiative from the = creative magnate=20 Stelios, the founder of the easyGroup, including easyJet. No-frills hotels where = customers=20 simply bed-down for the night. As its website says: =93the idea is that = customers=20 will accept less space for a better price=85 [within] a recognised brand = that=20 delivers a standardised high-quality product=94.

=95 = University-level=20 education for adults who aren=92t looking for a degree, but simply want = to learn,=20 and who therefore don=92t need to fulfil university admission criteria. = One=20 example is the UOC's Ateneu.

Other examples of new = solutions=20 for undershot customers:

=95 The creation of a new = =91legendary=92=20 motorbike, the Confederate, a great success in a market = believed to be=20 saturated by Harleys. There = would appear=20 to be room for new emotions in cult markets.

=95 Toys with basic telephone features, e.g. basic = school=20 diaries pupils can use to communicate with their parents and = grandparents.=20

=95 The huge potential of markets between individuals, as the = founders of=20 eBay so adroitly discovered. =

=95 Low-cost aircraft, within the = budget of=20 medium-sized companies, for point-to-point travel between small, local = airports=20 instead of being tied to the system of conventional airports. See the = Javelin from the Aviation Technology Group.

=95 Systems for supplying = educational=20 material for optional subjects = (extra=20 credits) in schools who don=92t have enough teachers to offer a wide = range of=20 courses. Apex Learning is doing this very = successfully in=20 the United States.

Finally, some more examples of new = solutions=20 for non-consumers:

=95 Pre-MBA courses designed for people = who lack=20 the necessary knowledge to take an MBA. Thanks to these courses, these=20 non-consumers become consumers.

=95 Microcredits: lending small sums to = people who=20 wouldn=92t be potential customers within the traditional banking system, = pioneered=20 by Grameen Bank. As its website says: =93Grameen = Bank has=20 reversed conventional banking practice by removing the need for = collateral and=20 created a banking system based on mutual trust, accountability, = participation=20 and creativity.=94

=95 Mobile telephones and their applications = in=20 developing countries. Through the Grameen=20 Village Phone Program, the Grameen=20 Technology Center proved that when people have access to = previously=20 denied technologies such as mobile phones, they invent totally new uses = and=20 applications that wouldn=92t have emerged without this infrastructure.=20


(The main thrust of this article comes from the book = Seeing=20 What=92s Next: Using Theories of Innovation to Predict Industry = Change, by=20 Christensen et al, Harvard Business School Press, 2004. =


Chinese


顾客的矿藏=20


如果要给我们当Ò= 69;的市场找到一个总୲= 5;点的话，那么就是供= ;大于求：我们什么都= 有，而且多得卖不掉&= #12290;因此对于卖方来说&#= 65292;学会在供应过剩的= 9615;境中争取自己一片= 420;特的空间，就显得Ū= 34;为重要。为了这片ి= 4;间，我们可以采取的= ;一个策略是，在那些= 对目前的产品用不掉&= #12289;不够用或者根本没&#= 26377;用的人群中，发现= 1644;探测到=20 =93新的=94顾客：

=95=20 对目前服务感觉过剩&= #65288;overshot）的顾客群：指&#= 30340;是那些已经不准备= 0026;可能的改进付更多&= 065;的顾客，因为目前ô= 71;到的服务已经超过ߚ= 2;他们的需要以及他们= ;可以承受的价格范围= 。即市场的低端（low-end&#= 65289;（对于降入一级=93更= 低=94的服务很敏感）Ӎ= 0;=20

=95=20 对目前服务感觉不够&= #65288;undershot）的顾客群：指&= #30340;是那些已经准备好&#= 20026;可能的改进付更多= 8065;的顾客，因为目前= 471;到的服务尚未达到É= 82;们的预期标准。即०= 6;场的高端（up-market）（ल= 5;于升入一级=93更高=94的&= #26381;务很敏感）。=20

=95=20 目前不是顾客的人群&= #65306;指的是那些倒目前&#= 20026;止还感觉在市场=93以= 外=94的顾客，因为目࠺= 9;的服务都没有显示出= ;=93和他们有关=94的信号&#= 65292;供应并没有把他们= 1015;入考虑范围，或者= 182;们没有方式接触到Ű= 25;些供应。=20

从感觉服务过剩的&= #39038;客群中寻找机会来&#= 24320;发市场，我们可以= 0475;到一个例子，就是= 446;前无比繁荣、需求ä= 23;增的廉价航空线。๢= 5;个创意得益于发现了= ;有数以百万计的人，= 在票价更便宜虽然服&= #21153;也更少的情况下，&#= 24895;意更多、更经常地= 1435;旅行。这些廉价航= 354;线就=93发现=94了传统航= ;空线实际上实在像很= 多人提供着过剩服务&= #65292;这里就是一个机会&#= 65292;他们发挥想象并利= 9992;技术，从而创造出= 102;一个新的盈利体系z= 90;=20

同样是在航空客运&= #26381;务领域，我们同时&#= 21487;以看到另外一些公= 1496;，同样地通过发挥= 819;象并利用技术，探ė= 79;到了一群对目前服ࡃ= 3;感觉不够的顾客，特= ;别是像在从伦敦至纽= 约这样地长线飞行中&= #65292;就有顾客愿意付出&#= 27604;经济舱票价更高但= 7604;商务舱票价更低的%= 329;额来获取一种相对ć= 56;合适的服务。于是੍= 7;公司推出了=93纯商务!= 329;=94航班（一架200人的客= ;机仅坐50人，以使他ߤ= 4;感觉更受关怀），票= ;价却比传统的商务舱= 更为低廉（这个例子&= #25105;们可以看EosAirlines公司ʌ= 92;他们就发现了这一ೃ= 6;感觉服务不足并期待= ;有人对他们更友善的= 顾客群体。=20

而在目前不是顾客&= #30340;人群中发现潜在顾&#= 23458;，我们可以看到大= 0721;服装店的例子。他= 204;发现了穿大码的人ņ= 76;对于目前的市场供ॵ= 2;很不满意，于是就根= ;据他们的需要创造出= 专门为他们服务的服&= #35013;店，如Superl=EDnea，如= 0170;生意就很红火。=20

我们再来看一些如&= #20309;挖掘对于服务感觉&#= 36807;剩的顾客群其潜力= 0340;例子：

=95 = 简约化的办公软件系&= #32479;。比如我，就觉得Op= en=20 Office将会比单纯=93克隆=94Ç= 68;个Microsoft = Office更有市场，即只提= 0379;那些办公最基本的= 871;路软件，去掉那些Ń= 21;复的、玲琅满目的ࡃ= 1;能。=20

=95 分钟诊所（MinuteClinic）连= 8145;店。该连锁为家庭= 552;供最基本的健康服Ó= 53;，避免他们每次都ව= 1;跑到医保急救中心去= ;排长队。该服务由富= 有经验的护士提供，&= #24182;且在大型购物中心&#= 37324;也有驻足。=20

=95 = =93基本型=94宾馆酒店=97=97ß= 12;富有创造力的企业फ= 8;Stelios创办的Easy集团中，&= 500;了EasyJet，我们还能看࠸= 0;EasyHotel这个例&= #23376;。也就是一个提供&#= 26368;基本服务的旅店，= 7809;有豪华可言，只是&= 024;对=93有地方可睡=94提供= ;一晚的服务（正如他= 们网页上所说：我们&= #30340;想法就是，在一个&#= 32479;一标识能够确保产= 1697;质量的前提下，顾= 458;将会接受更少的空ſ= 88;从而换取价格上的ࣲ= 9;处=85=85）（原文为：the=20 idea is that customers will accept less space for a better price=85 = [within] a=20 recognised brand that delivers a standardised high quality = product）。

=95=20 为成人提供的高等教&= #32946;。那些只为了学习&#= 32780;不为了文凭的成人= 5288;因此，也就不需要= 385;足那些进入大学的Ĉ= 65;件了）。我们这里ߓ= 0;的例子是UOC（Universitat Oberta de=20 Catalunya加太罗尼亚开放= 823;学）的Ateneu项目。=20

挖掘对于服务感觉&= #19981;够的顾客群其潜力&#= 30340;例子：

=95 = =93传奇般的=94新系列摩= 5176;车，联邦公司（Confederate）的Harle= y姐妹在之前就已预料= 到它会席卷市场。在&= #30693;识分子中，对于新&#= 30340;激情模式看上去有= 4456;大的空间。=20

=95 = 具有基本电话通讯功&= #33021;的玩具（比如，基&#= 26412;联系人的通讯录，= 6825;样小朋友上学去的= 102;候就可以跟自己的Ĥ= 38;母或者祖/外祖父母ů= 31;易取得联系）。=20

=95 = 一个巨大的个体与个&= #20307;间交易的市场空间&#= 65292;被eBay（亿贝易趣）公= ;司聪明地发现了。 =

=95=20 在航空服务方面，向&= #20013;等规模公司出租小&#= 22411;低成本客机，使得= 0854;出差团队可以在小= 411;的地方机场之间实Ĩ= 16;点到点（P2P，point to=20 point）旅行，免去了总= 471;遵循传统机场运行Ë= 07;制的桎梏。请看Javelin del=20 Aviation Technology Group的例子。 =

=95=20 在一些教师专业类型&= #19981;足、不能提供某些&#= 35838;程的学校，建立一= 0010;选修课（自选学分A= 289;教育资源供应体系z= 90;在美国，ApexLearning就通= 6807;这个系统获得了成= 151;。=20

最后，我们再来看&= #30475;另外一些挖掘目前&#= 36824;不是顾客的潜力的= 0363;子：

=95=20 MBA预备课程，专为那ߜ= 3;因为知识储备不足而= ;无法学习MBA的人设计z= 90;有了这个预备课程ᦁ= 2;很多原来不可能成为= ;MBA学员的人后来都成É= 02;它的顾客。

=95=20 小额贷款：向那些在=93= 传统=94银行价值体系ߑ= 3;没有足够信贷条件的= ;人提供小额贷款。其= 先行者是Grameen=20 Bank，他们在网页上写ű= 47;：Grameen银行颠覆传统的= ;抵押做法，为你提供= 一个基于相互信任、&= #20250;计可操作性、参与&#= 21644;创造的银行信贷体= 1995;（原文为： Grameen Bank has reversed = conventional=20 banking practice by removing the need for collateral and created a = banking=20 system based on mutual trust, accountability, participation and = creativity）。=20

=95 = 还有在发达国家，移&= #21160;电话公司给我们这&#= 26679;一个例子。Grameen技术= 013;心（Grameen Technology=20 Center）向我们展示和证= 6126;了，当人们拥有移= 160;电话这样的工具（Grame= en Village Phone=20 Program）之后，可以发明&#= 20986;一系列新的功能和= 9992;途，让你非得用这= 010;=93基础设备=94否则就用= ;不起来。 =

（本文的中心见解&= #28304;自于=93Seeing what's = next: Using=20 Theories of Innovation to Predict Industry = Change=94一文, Christensen et=20 al著，Harvard Business School = Press哈佛商学院出版社A= 292;2004年版）



Catal=E0

Mines de clients

Una caracter=EDstica dels = mercats=20 actuals =E9s que, en general, l'oferta supera la demanda: tenim de tot i = en exc=E9s.=20 Per aix=F2, ser=E0 cada vegada m=E9s cr=EDtic per a l'oferta aprendre a = lluitar en un=20 entorn d'excessos, a fi d'aconseguir un espai diferenciat de mercat. I una de les=20 estrat=E8gies per aconseguir-ho consisteix a descobrir, detectar "nous" = clients=20 entre aquells ciutadans als quals les ofertes actuals sobreserveixen o subserveixen o entre aquells que = no els tenen en consideraci=F3: =

=95 Clients=20 sobreservits (overshot): s=F3n els que no volen pagar per = aconseguir=20 m=E9s millores, perqu=E8 el que reben ja =E9s excessiu en relaci=F3 amb = el que els cal i=20 estan disposats a pagar. S=F3n el low-end del mercat = (susceptibles de=20 baixar a un segment "inferior" en termes de prestacions rebudes). =

=95=20 Clients subservits = (undershot):=20 estan disposats a pagar una mica m=E9s per una millora, perqu=E8 el que = reben =E9s=20 inferior al que estarien = disposats a=20 rebre. S=F3n l'up-market del mercat (susceptibles de pujar a un = segment=20 "superior").

=95 No-clients:=20 aquelles persones que fins ara s'han sentit "fora" del mercat, perqu=E8 = no han=20 percebut que l'oferta "encaixi amb ells", simplement perqu=E8 l'oferta = no els ha=20 tingut en compte, o b=E9 perqu=E8 no hi han tingut acc=E9s. =

Un exemple=20 de mercat sobreservit, = l'an=E0lisi del=20 qual revela les possibilitats de descobrir clients potencials, =E9s el = boom=20 de les l=EDnies a=E8ries de baix cost, avui amb tanta demanda: aquestes = iniciatives=20 van detectar, en el seu moment, que hi havia milions de persones = disposades a=20 viatjar m=E9s, i m=E9s sovint, si el preu era inferior a l'habitual fins = aleshores,=20 encara que fos a canvi de rebre menys serveis en el vol. Les l=EDnies = a=E8ries de=20 baix cost van "descobrir", doncs, que les l=EDnies convencionals estaven = sobreservint molta gent, i hi van = veure una=20 oportunitat, l'=E8xit de la qual requeria, d'altra banda, aplicar tota = la=20 imaginaci=F3 i enginy per trobar formes alternatives de generar els = ingressos=20 necessaris perqu=E8 el negoci funcion=E9s.

Sense deixar la = ind=FAstria de les=20 l=EDnies a=E8ries, veiem ara com altres empreses, combinant de nou la = imaginaci=F3 i=20 l'enginy, han detectat que hi ha un interessant mercat subservit, =E9s a dir, disposat a = pagar una mica=20 m=E9s que un bitllet de turista, per=F2 menys que un bitllet de = bussiness en=20 vols llargs com el de Londres a Nova York. Aix=ED, han llan=E7at el = concepte dels=20 trajectes en qu=E8 totes les places s=F3n de business (un avi=F3 = de 200 places=20 ocupat per nom=E9s 50 persones, de les quals es pot tenir m=E9s cura), = per=F2 a un=20 preu inferior al d'un business tradicional (un exemple =E9s EosAirlines): han descobert que hi havia un p=FAblic = subservit=20 que esperava que alg=FA el tract=E9s millor.

I en l'=E0mbit del = descobriment=20 de clients potencials que fins aleshores eren no-clients podem esmentar l'exemple = de les=20 botigues de roba que han posat de manifest que hi havia un mercat = creixent, no=20 satisfet, de persones que gasten talles grans. Aix=ED, han aparegut = "noves"=20 ofertes d'=E8xit com la de Superl=EDnia. =

Altres=20 exemples de solucions noves per a clients sobreservits s=F3n els seg=FCents: =

=95 Aplicacions ofim=E0tiques que no = donen les=20 excessives prestacions de les suites habituals. Per exemple, = penso que=20 l'Open Office tindria m=E9s = =E8xit si en=20 lloc d'intentar "clonar" =EDntegrament l'Office=20 de Microsoft ofer=EDs nom=E9s all=F2 fonamental que l'usuari pot = esperar d'una=20 suite ofim=E0tica.

=95 La franqu=EDcia MinuteClinic, que presta els serveis de salut = elementals=20 que li calen a una fam=EDlia sense haver d'anar a l'ambulatori, oferts = per=20 infermeres amb experi=E8ncia i disponibles en centres comercials. =

=95 Un=20 hotel "elemental", l'EasyHotel del magnat creatiu Stelios, fundador = d'EasyJet, entre d'altres empreses del = grup Easy: un hotel que nom=E9s t=E9 all=F2 = que =E9s essencial,=20 sense luxes, simplement per "passar una nit" (com diuen al seu web: = "the idea is that customers will accept less = space for=20 a better price... [within] a recognised brand that delivers a = standardised high=20 quality product").

=95 Educaci=F3 de nivell universitari = per a adults=20 que no volen un t=EDtol oficial, sin=F3 nom=E9s aprendre (i, per tant, = que no cal que=20 compleixin uns requisits d'acc=E9s a la universitat), com l'Ateneu de la UOC. =

Exemples de solucions noves per a clients subservits:

=95 La creaci=F3 d'una nova moto "de = llegenda", la Confederate, un =E8xit en un mercat que ja es = pensava que=20 estava saturat per les Harley: = els=20 mercats de culte sembla que tenen espai per a noves emocions. =

=95 Joguines=20 que incorporen elements de telefonia = molt=20 simples (per exemple, una agenda molt elemental per anar a = escola, amb la=20 qual els nens poder comunicar-se amb els pares o els avis).

=95 = L'enorme=20 potencial del mercat entre particulars, que tan intel=B7ligentment va = descobrir eBay.=20

=95 En aviaci=F3, els aeroplans petits de=20 baix cost, assequibles per a empreses mitjanes, per viatjar = punt-a-punt=20 (P2P) entre aeroports locals petits en lloc de continuar sotmeses al jou = del=20 sistema dels aeroports convencionals. Vegeu l'exemple de Javelin de l'Aviation Technology Group.

=95 Sistemes de provisi=F3 de materials = educatius per=20 a assignatures optatives (cr=E8dits variables) en centres escolars que = no disposen=20 de prou professors per oferir una gamma =E0mplia d'aquesta mena de = cursos, cosa=20 que est=E0 fent amb =E8xit als Estats Units l'empresa ApexLearning.

Finalment, exemples = de=20 solucions noves per a no-clients:=20

=95 Els cursos pre-MBA, pensats per a persones que = no poden=20 presentar-se a un MBA perqu=E8 no tenen els coneixements previs = suficients.=20 Gr=E0cies a aquests cursos poden passar de no poder ser clients d'un MBA = a ser-ho.=20

=95 Els microcr=E8dits: prestar=20 petites quantitats a persones que, per la seva condici=F3, no serien = receptores=20 potencials en un sistema de banca "tradicional". L'exemple pioner =E9s = el Grameen Bank: com diuen a la seva p=E0gina, = "Grameen Bank has reversed conventional = banking=20 practice by removing the need for collateral and created a banking = system based=20 on mutual trust, accountability, participation and creativity".=20

=95 L'exemple de la telefonia m=F2bil i = les seves=20 aplicacions a pa=EFsos en desenvolupament. El Grameen Technology Center va = demostrar que=20 quan la gent disposa d'un instrument com el tel=E8fon m=F2bil (Grameen Village Phone Program) fins = aleshores=20 inabastable per a ells, n'inventa usos i aplicacions noves que no podien = "emergir" quan no disposaven d'aquesta "infraestructura". =


(La=20 idea b=E0sica d'aquest article procedeix del text Seeing=20 what's next: Using Theories of Innovation to Predict Industry=20 Change, de Christensen et al., Harvard Business School = Press,=20 2004.)

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