.
O livro tem a grande vantagem de partir da micro-economia, do contacto com empresas reais, com pessoas concretas, para relatar histórias de sucesso sobre como competir com a Ásia.
.
Um must!
.
Para competir é preciso ter uma estratégia, sem estratégia corre-se o risco de se ser um prato numa prova de tiro aos pratos. Por isso, esta apresentação faz crescer água na boca:
.
"We in the garment industry — both the factory suppliers and the importer/retailer buyers — none of us like strategies. We are very good at tactics. We are masters at dealing with crisis. But long-term strategies are simply not our thing. At best, strategic thinking in our industry is a last resort. At worst, it occurs only afterwards.
We all had ten years to create viable strategies to meet the challenges of the quota phase-out. We all knew the actual date that quotas would disappear on December 31, 2004. We all knew that the end of quota would bring the greatest change in the history of the global garment industry. Yet on January 1, 2005, we were all taken by surprise, unprepared." (Moi ici: Aqui os caviares dirão, a culpa é dos empresários portugueses que são ignorantes, temos de lhes expropriara as fábricas)
We all had ten years to create viable strategies to meet the challenges of the quota phase-out. We all knew the actual date that quotas would disappear on December 31, 2004. We all knew that the end of quota would bring the greatest change in the history of the global garment industry. Yet on January 1, 2005, we were all taken by surprise, unprepared." (Moi ici: Aqui os caviares dirão, a culpa é dos empresários portugueses que são ignorantes, temos de lhes expropriara as fábricas)
.
"Tactics provide short-term incremental change. Strategies provide something new. There is a difference between faster production or higher productivity and speed-to-market, just as there is a difference between reduced prices (whether FOB, DDP, wholesale or retail) and lower costs. Faster production and reduced prices are the result of applying successful tactics. Speed-to-market and lower costs are strategic.
This concentration on the short term traps us in the world of competition, where local factories vie against other local factories for increased orders, and where regional and national retailers vie against other regional and national retailers for a greater share of the consumer market."
This concentration on the short term traps us in the world of competition, where local factories vie against other local factories for increased orders, and where regional and national retailers vie against other regional and national retailers for a greater share of the consumer market."
...
"Again this is not a case of something better. It is about something different. This is all about strategy. Tactics is about competition — winning the game against your competitors. Strategy is about excellence. And, if excellence is a game, there is only one player — you."
Sem comentários:
Enviar um comentário