"Profit from the Core" (I/II)

A propósito do conselho de Kaplan & Norton (na revista Harvard Business Review deste mês de Janeiro de 2008, no artigo “Mastering the Management System”), sobre a leitura do livro de Chris Zook e James Allen “Profit from the Core: Growth Strategy in an Era of Turbulence, voltei à estante, para reler os meus sublinhados, aqui ficam alguns deles:

“… narrower focus and concentration of resources on a single core business, rather than proliferation of investments in hot markets, proved the most frequent road to sustained, profitable growth.” (é sempre mais difícil encontrar sinergias entre entidades muito diversificadas)
…
“It is our thesis in this book that the foundation of sustained, profitable growth is a clear definition of a company’s core business.”
…
“To identify your core business, first identify the five following assets:
1. your most potentially profitable, franchise customers (quem são os clients-alvo?)
2. your most differentiated and strategic capabilities (qual é a nossa disciplina de valor?)
3. your most critical product offerings (qual é a nossa proposta de valor)
4. your most important channels (qual é a nossa prateleira? E quem manda nela?)
5. any other critical strategic assets that contribute to the assets above (such as patents, brand name, or position at a control point in a network)
…
“What is the business definition where you compete?”
“What is your core business and source of potential competitive advantage?”

Comungo desta visão.
Pragmatismo!

Volume is vanity. Profit is sanity!!!

“Having a clear sense of business boundaries and of the definition of your core is a critical starting point for growth strategy.”
…
“What is the true source of differentiation and capability to win against competitors…”
…
“Without a clear point of view about business boundaries, it is difficult to determine competitive position (basta olhar para aqueles cinco itens acima), the relative importance of differently positioned competitors (quem são os nossos concorrentes), or the relative strategic importance of different growth opportunities. To make the right decisions, it is critical to have a clear definition of your core business, the relevant business adjacencies that surround your core, and the competitive and economic landscape.”