A eficácia é mais importante que a eficiência.

"Voltando a Ronald Baker e ao seu livro “Pricing on Purpose – Creating and Capturing Value” encontro a equação que contrapõe à outra, onde entra a eficiência e o volume de vendas.

“We start with profitability, rather than revenue, because we are not interested in growth merely for the sake of growth. … market share is not the open sesame to more profitability. We are interested in finding the right customer, at the right price, consistent with our vision and mission, even if that means frequently turning away customers. I have coined a corollary to Gresham’s law (bad money drives out good) from monetary economics, affectionately known as Baker’s Law: Bad customers drive out good customers.

Adopting this belief means you need to become much more selective about who you do business with, even though that marginal business may be “profitable” by conventional accounting standards. … Accepting customers who are not a good fit for your firm—either because of their personality or the nature of the work involved—has many deleterious effects, such as negatively affecting team member morale, and committing fixed capacity to customers who do not value your offerings. This is why the new equation focuses on profitability, not simply gross revenue. When it comes to customers, less is usually more.”

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“For too long companies have let their price be solely or largely predicated on some arbitrary rule of thumb, competitor’s prices, or on an overhead plus desired net income calculation. These pricing mechanisms are relics of Karl Marx’s Labor Theory of Value, and are completely obsolete in an intellectual capital, innovative, and dynamic economy.

In the business of the future, effectiveness takes precedence over efficiency. A business does not exist to be efficient; it exists to create wealth for its customers. An obsessive compulsion to increase efficiency (doing things right) reduces the firm’s effectiveness at doing the right things. The pursuit of efficiency has hindered most firms’ ability to pursue opportunities, and hence the organization spends most of its time solving problems. One cannot grow a company and continuously cut costs and increase efficiency.

It is not that efficiency is bad, per se; it is that it has been pursued at the expense of nearly everything else.”.

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Mais uma vez, e como é imagem de marca deste espaço: a eficácia é mais importante que a eficiência."

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Postal dedicado a uma pessoa que disse: reduzem, reduzem, reduzem tanto que pensam que o ideal é vender a partir do armazém. Esquecem-se é que nesse dia deixam de ser uma fábrica e passam a ser um armazenista. Palavras de um gestor que decididamente não é um jogador de bilhar amador.