Balanced Scorecard: Não é fácil fazer a transição

sexta-feira, maio 03, 2013

Não é fácil fazer a transição

A propósito deste postal "Todos sabem fazer, mas poucos sabem vender" refere-se que as empresas portugueses do sector de iluminação têm vantagens competitivas no B2B. Depois, refere-se que o futuro é o ter marca e subir na escala de valor para o B2C.
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Entretanto, numa acção de formação esta semana apresentei esta imagem:

No lado esquerdo, o mapa da estratégia de uma empresa de calçado que aposta no B2B.
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No lado direito, o mapa da estratégia de uma empresa de calçado que aposta no B2C.
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Diferentes prioridades, diferentes "preocupações", diferentes modelos mentais.
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Passar de um modelo B2B para um modelo B2C não é pêra doce, muitos políticos e "espertos" pedem essa mudança. Só que se trata de uma mudança que não pode, não deve ser imposta.
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É uma mudança que deve ser decidida pelas empresas.

1 comentário:

Bruno Fonseca disse...: excelente o quadro.

o sector da iluminação, bem como o do mobiliário, é bastante interessante.

em relação ao mercado em si, trata-se de saber o que se vai trabalhar. uma coisa é trabalhar activamente nos canais de distribuição (essencialmente casas de decoração e mobiliário), clientes finais (por norma com referências na imprensa especializada) ou então nos prescritores (arquitectos têm um peso considerável neste ponto).

são 3 canais diferentes. o investimento a ser feito é também muito diferente (enquanto que na distribuição existe maior esforço no processo produtivo e na optimização, no cliente final é mais importante o investimento em marketing e na marca, design e inovação).

é um bom exemplo.; 3 de maio de 2013 às 11:13

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"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."Mas, e como isto é profundo:"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação.
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"o Marketing só existe a partir do pensamento estratégico, caso contrário "não resulta""
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"Perder diversidade é como arrancar páginas de um livro. Quantas páginas poderemos arrancar até deixar de compreender o enredo?"
The great enemy of the truth is very often not the lie – deliberate, contrived and dishonest – but the myth, persistent, persuasive, and unrealistic. Belief in myths allows the comfort of opinion without the discomfort of thought."

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Entre d'altres coses, Mauldin diu que "els inversors estan fumant crack si creuen que els bancs espanyols són entre els més forts d'Europa, ja que estan amagant les seves pèrdues".

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"o vencedor da vida, o optimista que vive em incesto com o próprio ego, é o traço mais frágil do líder"

"We shall not grow wiser before we learn that much
that we have done was very foolish."
You may not be able to change the world but can at least get some entertainment & make a living out of the epistemic arrogance of the human race.

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"Natal é quando as Crianças pedem e os Pais pagam. Défices é quando os Pais pedem e as Crianças pagam."

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"What a man sees depends both upon what he looks at and also upon what his previous visual-conceptual experience has taught him to see"

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O problema não é o consumo. O problema é o consumo assente em endividamento."

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When it becomes more difficult to suffer than change, you will change"

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The more you can see of the present, the more you can see of the future"

Yes, You can change the future, but only changing the present"

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"When we create the conditions of possibility, the universe becomes our co-conspirator"

Thinking about doing is not doing. Talking about doing is not doing. Doing is doing."

"'God has created me to do him some definite service. He has committed some work to me which he has not committed to another'.

...

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"os bancos não financiam a economia, a poupança sim"

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"Pedras no caminho?

Guardo todas, um dia vou construir um castelo"

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""The first principle is that you must not fool yourself and you are the easiest person to fool." "

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