"Winning with low prices is not merely a game of math in which you stay one notch below the competition; it is far more a game of culture and attitude. It takes a special kind of company, from the CEO on down, to make a low-price position sustainable and profitable. The skills and traits to pull that off — such as cost-consciousness, relentless efficiency, and customer-driven design — must be anchored in the company and its culture from the very beginning.A parte de Hermann Simon que sublinho é:
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Before we continue, though, we will need to heed two caveats. First, we should not confuse a fundamentally low-price position with the decision to wage a price war. A healthy low-price position has a long-term orientation built on consistency and sustainability, not quick results."
"1. They began with that strategy from day one: All successful low-price companies focused on low prices and high volumes from the very beginning. In many cases, they created radically new business models. I am not aware of any company having made a successful transformation from a high-price or mid-price position to a low-price one."Imaginem empresa de calçado habituada a um passado de flexibilidade, desenrascanço, sempre pronta a fazer um jeito a um cliente mais desorganizado e alterar o plano de produção para o ajudar, a optar por entrar no mercado das grandes séries, com margens mais apertadas. Uma mudança cultural tremenda!
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Em vez de flexibilidade, disciplina rígida!
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Será que conseguem dar a volta à cultura da empresa?
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Confesso... só agora descobri que o autor do artigo da HBR é ... Hermann Simon
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