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Diferentes propostas de valor implicam diferentes escolhas tácticas.
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Há anos neste blogue registei a decisão da Canon e de outras empresas japonesas que abdicaram da subcontratação e offshoring porque isso as impedia de serem rápidas:
- “When Kenwood moved production of portable mini-disk players from a factory in Malaysia to their Yamagata, Japan, plant in 2003, they discovered they could exploit short-lived consumer trends. It used to take thirty-two days to get portable minidisk players from Malaysia to stores in Japan. Now when the players are made in the Yamagata plant, they can order them at 3 P.M. one day and ship them out the next day. The managers calculated that bringing production back to Japan lowered total costs (including raw materials and transportation) by 10%. And there were unexpected benefits, too. For each holiday and special event, it turns out that customers like different colors.” (aqui)
- "Canon is also looking to boost productivity. Already, the company has seen great gains from "cell assembly," where small teams build products from start to finish rather than each worker repeatedly performing a single task on a long assembly line. Canon now has no assembly lines; it ditched the last of its 20 kilometers of conveyor belts in 2002, when a line making ink-jet printers in Thailand was shut down." (aqui)
Volto a encontrar ecos deste regresso à verticalização das unidades de negócio, para acelerar o ciclo de desenvolvimento e produção:
- "Companies More Prone to Go 'Vertical'
- "Why Vertical Integration Is Making a Comeback" ("a spate of companies in the high technology/high-end services space has rediscovered the joys of vertical integration" ... " Vertical integration makes complete sense for a company that innovates by dramatically changing the customer's experience. Why? Because a customer-experience-innovation strategy depends on creating experiences that are easy, seamless, affordable, and, if possible, more pleasant than alternatives")
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