Descobri o livro nas prateleiras da FNAC do Norteshoping “Manage for Profit, Not for Market Share: A Guide to Greater Profits in Highly Contested Markets” de Hermann Simon, Frank Bilstein e Frank Luby (já o encomendei à Amazon, uma vez que a FNAC não mo quis vender… go figure why!!!).
Foi um caso de amor à primeira vista.
O argumento é simples, há tanta gente bem intencionada neste país, que só conhece uma alavanca sobre o qual sabe actuar (o preço), para tentar manobrar no mar revolto da concorrência, que quando encontro uma voz diferente, uma voz com propostas alternativas, procuro logo recolher algum ensinamento.
Enquanto não chega o livro, aqui vão algumas notas que encontrei na Internet:
“By arguing against price cuts as a form of competitive reaction when you perceive a competitive threat, we hope to convince you to plan your responses more carefully and consciously by thinking through the consequences first.”
…
“But resist they should. Proactive price cuts don't make you different, nor do they make you better off. They make you poorer, unless you have the evidence, the data, and the math to prove otherwise.”
…
“Cutting prices almost always amounts to a huge transfer of wealth from corporate stakeholders to customers. You run a company, not a charity.”
…
“Price cuts make sense only when they earn you higher profits. Most don't. …
Take a "guilty until proven innocent" approach when someone suggests that you offer a customer giveaway, make a value attack, or cut prices. The risks to your profit are too great.”
Foi um caso de amor à primeira vista.
O argumento é simples, há tanta gente bem intencionada neste país, que só conhece uma alavanca sobre o qual sabe actuar (o preço), para tentar manobrar no mar revolto da concorrência, que quando encontro uma voz diferente, uma voz com propostas alternativas, procuro logo recolher algum ensinamento.
Enquanto não chega o livro, aqui vão algumas notas que encontrei na Internet:
“By arguing against price cuts as a form of competitive reaction when you perceive a competitive threat, we hope to convince you to plan your responses more carefully and consciously by thinking through the consequences first.”
…
“But resist they should. Proactive price cuts don't make you different, nor do they make you better off. They make you poorer, unless you have the evidence, the data, and the math to prove otherwise.”
…
“Cutting prices almost always amounts to a huge transfer of wealth from corporate stakeholders to customers. You run a company, not a charity.”
…
“Price cuts make sense only when they earn you higher profits. Most don't. …
Take a "guilty until proven innocent" approach when someone suggests that you offer a customer giveaway, make a value attack, or cut prices. The risks to your profit are too great.”
Sem comentários:
Enviar um comentário