"Strategy is the means by which a business entity seeks to outperform competitors. In other words, strategy is a quest for a wrinkle in the market [Moi ici: Uma boa boa forma de designar o esforço de tornar a concorrência imperfeita; criar rugas, dobras na paisagem competitiva] that will allow a firm to generate returns greater than those of its competitors. In efficient markets, it is not easy for firms to find lasting sources of competitive advantage. Rivals are quick to locate and replicate sources of advantage and iron out the wrinkles. [Moi ici: Outra metáfora interessante, passar a ferro a ruga, commoditizar a situação, re-estabelecer a concorrência perfeita]...A successful tilt strategy, as we have seen, groups your firm's resources and activities into two buckets: upstream or downstream. [Moi ici: Recordar a terminologia em "Ver o filme dos últimos anos..." e na imagem]Companies seeking a wrinkle to exploit in the upstream tend to home in on advantages such as new products, technologies, features, low-cost sources of supply, and efficient production processes. Downstream sources of competitive advantage, in contrast, reside in your knowledge of; and your links with, your customer base and their knowledge of you....Upstream competitive advantage tends to be located inside the firm. In trying to seize upstream competitive advantage, companies scramble to lock up sources of supply (e.g., exploration rights for oil companies) or achieve efficiencies in production or logistics (e.g., install radio frequency identification systems), build large-scale production infrastructure, develop and patent proprietary technology, hone R&D capabilities, assemble high-performance teams, build lean and efficient organizational structures, and develop a unique culture. Common to all of these endeavors is the idea of building unique assets or capabilities, then constructing a wall around them. The purpose of the wall is to foster and maintain the advantage—to prevent the source of competitive advantage from leaking out to competitors and the rest of the world....Yet, over time, those walls and protection mechanisms can have a pernicious effect: they can keep the external world out. In the extreme, companies become obsessed with what is inside their walls and remain oblivious to the outside world of customers, complementors, channel members, and competitors. In one possible evolutionary trajectory for such companies, their interactions with markets and, in particular, customers can become circumscribed, highly scripted, stultified, and limited to transactions where product is transferred in exchange for money. The companies' ability to listen to the market and respond to its changing needs withers because they are focused on protecting their internal sources of competitive advantage. They obsess about producing more because each unit brings in more revenue and a good margin. This increased revenue allows them to invest in a larger factory or more of any other internal advantage they believe makes them successful. These investments raise their upstream fixed costs, so they now need to sell more. Volume becomes the primary imperative. The upstream focus becomes self-reinforcing. [Moi ici: E os encalhados da tríade não conseguem fugir deste atractor] The market may even buy more for a while. But in their internal focus, upstream players eventually neglect to ask why the customer is buying their product and, in particular, why the customer is buying from them rather than from their competitors. At the logical conclusion of this trajectory, they find themselves enclosed inside the walls they erected." [Moi ici: Outra metáfora interessante...]
Trechos retirados de "Tilt - Shifting your strategy from products to customers" de Niraj Dawar.
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