É claro que me lembrei do primeiro livro que li de Hermann Simon, "Manage for Profit, Not for Market Share: A Guide to Greater Profits in Highly Contested Markets"
Voltando ao artigo:
"Managers commonly argue that market share is a useful intermediate measure — in effect, a leading indicator of future success. In some markets, market share probably does help increase future profits, but this is not always the case: General Motors Co. was the world’s biggest carmaker before filing for Chapter 11 bankruptcy court protection in June 2009. Therefore, it is critical to understand the expected relationship between market share and profitability in your specific market.O tema deste artigo joga bem com este texto de Seth Godin "Numbers (and the magic of measuring the right thing)":
In some markets, bigger can be better; the most obvious examples are markets with economies of scale. Companies in such markets can reduce their cost per unit by selling more — thus increasing overall profits. If you think you are in such a market, you should confirm that the economies of scale you think exist actually do. Economies of scale do not automatically apply to all markets."
"When you measure the wrong thing, you get the wrong thing. Perhaps you can be precise in your measurement, but precision is not significance.E na sua empresa, o que é que se mede? Qual o racional por trás dessas escolhas? Que sinais internos são enviados por essas escolhas?
On the other hand, when you are able to expose your work and your process to the right thing, to the metric that actually matters, good things happen.
We need to spend more time figuring out what to keep track of, and less time actually obsessing over the numbers that we are already measuring."