terça-feira, julho 22, 2008

O paradoxo da estratégia (parte IV: a complicação da escolha e a sustentabilidade de um posicionamento)

Continuado daqui.
Continuando com as ideias de Ghemawat no livro “Commitment – The Dynamic of Strategy”:
“Commitment complicates choice. (Os compromissos são tramados, assim que se descobre que não são os mais adequados para fazer face à realidade, não há uma tecla "Undo" que faça o tempo andar para trás.)
The only practical way of coping with these complications is to focus attention on the few choices that are commitment-intensive: choices in which at least one of the feasible options involves significant sunk costs, opportunity costs, led times or symbolism.” (não se pode ir a todas em simultâneo. É como o felino que ataca uma manada de zebras. Na verdade ele não ataca a manada, ele escolhe um alvo e concentra-se nele e só nele, qualquer desvio da atenção mina o sucesso da caçada.)

“segmentation is a rough but ready way of picking up differences among (sets of) buyers … At the level of dichotomy, the organization can either skim the cream off a relatively few, high-margin buyer segments (a specialist strategy) or pursue a broader target in the hopes of making up in the way of volume what it thereby loses in the way of average margin (a generalist strategy)”

“trade-off between margin and volume into a distinction between focus (or specialist) strategies, which are margin-oriented, and leadership (or generalist) strategies, which are more volume-oriented.”

“Positioning analysis involves a first-cut evaluation of commitment options”

“Value positions invite responses by competitors, buyers, suppliers, employees that tend to shrink the value passed through to the organization owners.” (é imparável)

“sustainability analysis addresses the scope and speed of such shrinkage”

“The sustainability of superior product market positions hinges on commitments to sticky factors.”

“In the absence of the factor market imperfections implied by commitment to sticky factors, the potential for frictionless entry and exit would push profits down to zero in the twinkling of an eye, regardless of initial positions. The imperfections implied by factor stickiness are therefore necessary for sustainability”
Assim, é inevitável assumir compromissos irreversíveis para aspirar a um posicionamento competitivo sustentável.

Sem comentários: