Outras competitividades

"As clusters mature, it becomes increasingly difficult for small players to remain competitive due to increasing volumes of production flow required for competitive efficiency. The corner lemonade stand is less efficient than a lemonade factory, as measured by the cost per gallon of lemonade produced. As efficiency-increasing innovations diffuse through a cluster, the production volume required for each participant to survive increases. The cluster only supports one or two participants with the lowest costs and highest mature volumes of minimum production due to scale and experience curve effects, assuming the addressable market’s unit volume is fixed. Smaller players literally get squeezed out. Figure 8.3 shows how cost efficiencies shrink the number of viable competitors in a stable-revenue cluster over time, as each seeks economies of scale. Only higher volume producers survive as learning curve effects raise the efficiency needed to compete. Investors aware of this experience curve effect should seek the most efficient operating firms, as measured by cost per unit of value delivered."

Este é modelo mental dominante. No entanto, as PME portuguesas são um exemplo vivo de uma realidade oposta. Nos últimos 15 anos a dimensão média das empresas diminui para se adaptar a competitividades não baseadas exclusivamente no preço.
.
Há, para quem acompanha estas coisas há quase duas décadas, a visualização de uma evolução, de um eterno retorno... os grandes crescem, especializam-se e tornam-se muito eficientes e rígidos. Depois, quando o mundo muda... são os ratinhos que aproveitam não os dinossauros. A metáfora da Torre de Babel.

Trechos retirados de "The nature of value : how to invest in the adaptive economy" de  Nick Gogerty