"increases in both price and volume increase revenue, which increases income, and hence ROA. However price and volume can be negatively correlated, making it difficult to increase both simultaneously.Como não recordar "Volume is vanity, Profit is sanity".
On the other hand, although higher cost (which reduces ROA) can be a consequence of inefficiency, it can also be a function of using higher-quality materials or more skilled labor, each of which can contribute to non-price value, thus justifying a higher price (which increases ROA). Consequently, price and cost can move in the same direction. Volume and assets also often move together yet exert contradictory pressures on ROA: higher volume can increase asset turnover, which increases ROA but only if the higher volume does not require disproportionately more assets.
The key to superior profitability, then, is not how well a company manages any one variable in the ROA equation, but how it manages the interdependencies among them in light of often unavoidable trade-offs. We call this a company's profitability formula. We discovered that exceptional companies, by an overwhelming margin, have a common profitability formula, which we have summarized in our second rule, revenue before cost. This means that when exceptional companies face a trade-off between increasing profitability by increasing revenue or by decreasing cost, they systematically choose increasing revenue even if that means incurring higher cost. We have never seen an exceptional company spend with abandon. Rather, we have concluded that sustained profitability advantages are rarely driven by disproportionately lower cost or asset bases when compared with the competition, and instead are very often driven by disproportionately higher revenues.
Profitability advantages driven by higher revenue, even when they incur higher cost, prove to be more vluable than advantages driven by lower cost.
costly non-price differentiation that earns higher revenue through higher price rather than volume increases that drive asset efficiency. In short, revenue before cost, and when it comes to revenue, price before volume"
Como não recordar anos e anos de pregação em vão contra o mainstream entranhado que só pensa nos custos.
O triste é que a mensagem do mainstream tem este efeito:
"Not only is the first story likely to be wrong, it clogs our minds. It gets us thinking in the wrong direction, and it makes shifting over to the truth more difficult. When we get contradictory evidence, we fixate on the first story and preserve our mistaken impressions."Trecho retirado de "Streetlights and Shadows Searching for the Keys to Adaptive Decision Making" de Gary Klein.
Agora, leiam "Medinfar já tem 10% das vendas no estrangeiro":
"Ternos de produzir melhor, mais barato, mais rápido, para poder continuar no mercado.
O crescimento virá, quase exclusivamente, dos mercados externos?
Diria antes de clientes terceiros. Para além da produção que tentos para a Medinfar, produzimos para mais 45 clientes. Estamos mais competitivos, estamos a conseguir ganhar clientes. Aliás, neste momento pensamos crescer a dois dígitos a nível de produção para terceiros, o que é um óptimo sinal."