Somos todos alemães (parte X)

Primeiro, uma referência a um dos meus guias neste desafio de perceber o sucesso alemão e adaptá-lo para solo luso, este pormenor de uma entrevista de Hermann Simon (páginas 14 a 17):
.
"Q: What advice would you give an entrepreneur who was striving to learn from Hidden Champions?
A: I would give a young entrepreneur three tips: firstly, be ambitious. Strive to be the best in your market, in your business. Don’t settle for anything less. Secondly: focus on what you are really good at and enjoy. Only focus leads to world class. Nobody is a master in several trades. Thirdly: go out into the world, internationalize, eventually globalize. (Moi ici: O melhor, não o maior. Foco, concentração nos clientes-alvo. E, em vez de dispersar para pagar a estrutura, percorrer o mundo para se concentrar no mesmo tipo de clientes, os que recompensam valor, não os que procuram o preço mais baixo.)
.
Read how the Hidden Champoins have done it, they are outstanding role models. Why shouldn’t you achieve what they have achieved?
They are normal guys like you and me. I have personally learned from them and I can assure you, it works."
.
“As Prof. Dr. Simon emphasizes, market positions are not redistributed during sunny and calm times, but during times of crisis. Therefore Simon sees real, tangible opportunities for those Hidden Champions which are predominantly independent from external investors. (Moi ici: Não estar na bolsa, ter um dono, permite pensar no longo prazo.)
They can either take over competitors which are struggling during a crisis or can “snatch” market share from them.
The specialization and innovative force of many mid-sized Hidden Champions makes them indispensable for their customers, even if these are temporarily undergoing economic straits. Thus they are protected from extensive pricing pressure.
Furthermore, the barely known global market leaders which are mostly located in rural areas can traditionally count on a highly committed staff, which strongly identifies with company goals and management. This high loyalty helps to remain substantially more flexible during times of low demand and fluctuation of capacity – “Employees and company management are acting in concert”, Prof. Dr. Simon explains the prevailing mentality at Hidden Champions.
The name of the game is to put this ability of flexibility to good use in the current crisis. “Currently ruinous competition and price reductions should be avoided and the price level must be stabilized. It is preferable to temporarily reduce the capacities and quantities being offered.” Prof. Dr. Simon is convinced that discount battles are in vain, as they merely undermine the price level and ultimately do not lead to more demand. It is not a question of price if customers buy less at this point in time, but of the perceived uncertainty. According to Prof. Dr. Simon, a stronger focus on service oriented activities is necessary as well. This aspect has been neglected during the boom of the past few years. It is time to regain part of the lost revenues in this area.”"
.
Segundo, esta série "Somos todos alemães" começou aqui por causa da Eslováquia.
.
Já lá vão 2 anos e os nossos amigos eslovacos parece que souberam lidar com a moeda forte muito melhor do que nós.

O gráfico começa a 1 de Janeiro de 2006, o que cada país exportou nesse mês é a base 100. A caixa assinala o período após a entrada da Eslováquia na zona euro.