Para quem segue este espaço de reflexão, há muito que aqui se escreve sobre Mongo. Mongo é a metáfora de um mundo económico pouco amigável para os gigantes. Ainda ontem escrevemos "Acerca de Mongo".
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Agora, descubro na revista The Economist outro texto, "Invasion of the bottle snatchers", com uma mensagem já habitual por aqui:
"Smaller rivals are assaulting the world’s biggest brands
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trouble lurks for the giants in consumer packaged goods (CPG), which also include firms such as General Mills, Nestlé, Procter & Gamble and Unilever. As one executive admits in a moment of candour, “We’re kind of fucked.”
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From 2011 to 2015 large CPG companies lost nearly three percentage points of market share in America, according to a joint study by the Boston Consulting Group and IRI, a consultancy and data provider, respectively. In emerging markets local competitors are a growing headache for multinational giants.
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For a time, size gave CPG companies a staggering advantage. Centralising decisions and consolidating manufacturing helped firms expand margins. Deep pockets meant companies could spend millions on a flashy television advertisement, then see sales rise. Firms distributed goods to a vast network of stores, paying for prominent placement on shelves.
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Yet these advantages are not what they once were. Consolidating factories has made companies more vulnerable to the swing of a particular currency,
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The impact of television adverts is fading, as consumers learn about products on social media and from online reviews. At the same time, barriers to entry are falling for small firms. They can outsource production and advertise online. Distribution is getting easier, too: a young brand may prove itself with online sales, then move into big stores.
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Most troublesome, the lumbering giants are finding it hard to keep up with fast-changing consumer markets.
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In America and Europe, the world’s biggest consumer markets, many firms have been similarly leaden-footed. If a shopper wants a basic product, he can choose from cheap, store-brand goods from the likes of Aldi and Walmart. But if a customer wants to pay more for a product, it may not be for a traditional big brand. This may be because shoppers trust little brands more than established ones. One-third of American consumers surveyed by Deloitte, a consultancy, said they would pay at least 10% more for the “craft” version of a good, a greater share than would pay extra for convenience or innovation. Interest in organic products has been a particular challenge for big manufacturers whose packages list such tasty-sounding ingredients as sodium benzoate and Yellow 6.
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All this has provided a big opening for smaller firms. In recent years they contributed to a proliferation of new products
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EY, a consultancy, recently surveyed CPG executives. Eight in ten doubted their company could adapt to customer demand. Kristina Rogers of EY posits that firms may need to rethink their business, not just trim costs and sign deals. “Is the billion-dollar brand,” she wonders, “still a robust model?”"
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