"Small brands are stealing share from big brands. [Moi ici: Em linha com a nossa metáfora de Mongo]Acredito que é muito mais do que uma alteração na estrutura económica do fornecimento. Acredito que é muito mais radical e profundo e não creio que no longo prazo a maioria das empresas grandes subsista como tal. Mesmo que queiram mudar estão prisioneiras da necessidade de grandes séries para justificar as taxas de retorno exigidas pelos accionistas.
Conventional wisdom says that today’s consumers want healthy, natural food and personal-care options, and millennials, in particular, prefer authentic to mass-produced goods. To win back this new breed of consumer, the thinking goes, fast-moving consumer goods (FMCG) companies have few options. Either they can launch small brands, at the risk of fragmenting attention and resources, or they can try to increase earnings through deep cost cutting, emulating the approach the private equity firm 3G Capital has taken in its acquisitions of large consumer brands. In short, many believe organic growth from the core is over.
We disagree. Goliath can defeat David. Consumers’ tastes have changed, but their underlying needs and desires have not. [Moi ici: Não consigo concordar com esta afirmação. Os consumidores já não sãos os mesmos, já não estão prisioneiros do que o industrialismo criou para eles. Em vez de massa passiva e obediente, tribos cada vez mais apaixonadas e intransigentes] What has fundamentally changed is the economics of supply. [Moi ici: Só isto é muito pouco, é verdade mas não é tudo] Scale was once all important. On its own, however, it no longer guarantees competitive advantage. [Moi ici: Verdade que muitos Sarumans na academia por cá ainda não descobriram] Even so, large FMCG companies can prevail over their supposedly nimbler foes. But they need a new playbook.
they need to engage with consumers in new ways, accelerating adoption of the viral, personalized, and experience- based methods that small brands have exploited.
Third, rather than fearing the complexity that comes with creating and marketing a wider variety of brands and products, they need to embrace it strategically. In a fragmenting world, the ability to serve a wide range of demand effectively and efficiently can be a competitive advantage.
Finally, they need to emulate the focus, coordination, and speed of their upstart rivals. Those companies rely on the agile principles, popular in entrepreneurial hubs around the world, of rapid prototyping, testing, and learning in continual cycles."
Trechos retirados de "How Big Consumer Companies Can Fight Back"