Para PMEs - Acerca do valor nas relações entre compradores e vendedores

Já aqui o escrevi em tempos, o ganho de quota de mercado pelas PMEs exportadoras é ainda mais notável quando percebemos que não se trata, na maioria dos casos de uma venda pelo preço mais baixo, ou seja a vending-machine, mas por algo que implica o estabelecimento de uma relação, pela promessa de confiança.

"The empirical analyses suggest that, in this setting, suppliers that do not currently provide services to a buyer are at a severe disadvantage with respect to doing business with that buyer. This has implications for competition among suppliers. A supplier’s most relevant competitors are those with which it shares a buyer. A competitor with average expertise that currently provides services to a common buyer represents a greater threat than a highly competent competitor not currently providing services to the buyer. The reason is that a buyer’s threat to create a relationship with a new supplier is not very credible, considering that this supplier will have to incur significant set up and learning costs.
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A sharply delineated set of relevant competitors has implications for our understanding of competitive outcomes. The empirical analyses of both relationship termination and supplier profitability suggest that expertise advantage relative to the set of relevant competitors matters more to value capture than expertise advantage relative to all competitors in the market.
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to understand the returns from capabilities and resources, it might sometimes be necessary to account explicitly for heterogeneity in competition in addition to heterogeneity in capabilities. (Moi ici: Não me canso de me surpreender por continuar a encontrar nestes artigos, este de Janeiro de 2011, este tipo de reparo como se fosse algo de excepcional. Quem está no terreno sabe que nos negócios a heterogeneidade é muito importante para quem não compete pelo preço... o "anything goes" de Feyerabend)
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instead of a large market with many buyers and suppliers, there are large numbers of smaller competitive arenas isolated by significant barriers to entry. (Moi ici: O Estranhistão, Mongo descrito de forma simples e telegráfica)
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a supplier’s ability to capture value from relationships depends not only on its own characteristics (e.g., level of expertise) (Moi ici: Não depende apenas da sua oferta, dquilo que oferece, mas também do contexto de quem compra) but also on how its clients exploit competition, as by choosing suppliers based not only on their intrinsic competencies but also on the competition they provide to others. (Moi ici: E virando o tabuleiro, a PME pode perguntar, qual o tipo de comprador que nos interessa? Como é que ele tem de competir no seu mercado, para quem eu tenha vantagem em lhe oferecer o que tenho?) This represents one of many ways in which relationships with buyers influence performance, a question of great interest to strategy scholars.

Trechos retirados  de "Value Creation, Competition and Performance in Buyer-Supplier Relationships" de Olivier Chatain.