Assumir o desafio de mudar um mercado

Mergulhar naquilo que passa ao lado de muita gente que olha para a cláusula 4.2 da ISO 9001:2015

"We have already noted the consensus among authors that firms act on markets and shape them, with such other stakeholders as suppliers and customers, as opposed to merely targeting selected existing segments.
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Focal actors can thus influence markets – both new as well as mature markets – not only by persuasion of existing targets via such conventional marketing activities as selling and promotion but also by learning and developing their knowledge of both the market itself and the other actors within it, in a market- shaping process.
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It is thus possible to discern a move away from the dominant marketing metaphor that emphasizes markets as preexisting, to be targeted and acted upon, to one that treats them as elements of ongoing processes, to be influenced and shaped by the actors involved through their own activities, and through the coordinated activities of multiple actors. Markets are thus being continuously shaped and reshaped, and our understanding of the market-shaping processes involved can be enhanced by examining the activities in those markets.
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market changes can be seen as a response to actions, practices or ongoing activities
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In our research, we have chosen the term ‘market shaping’ to describe the composite activities involved in shaping markets, including active and conscious choices aiming at shaping the market structure and shaping market behavior. In market shaping, a broad range of technological, exchange-related and institutional activities are deployed by the main actor in the process to influence and shape a target market.
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Market-shaping activities cover a broad range: some have an operational firm-oriented focus, such as in individual selling situations, while others have a strategic, long-term and network-oriented focus, such as the changing of market norms and the way business is done in a particular market. They thus can act on a multitude of levels, spanning such activities as negotiating prices and conducting sales meetings, to increasingly systemic activities performed with long-term objectives in mind. In other words, market-shaping activities can take place and have their effect at different levels of influence, which we define here as ‘system’, ‘market offer’ and ‘technology’."

Como não relacionar este tema com o postal anterior e o enfoque no locus de controlo. Uma equipa de gestão de uma PME portuguesa assumir o desafio de mudar um mercado.

BTW, um aviso:

"Complex systems are fickle and volatile, presenting a broad range of possible outcomes; the type and sheer number of interactions prevent us from making accurate predictions. As a result, treating an ecosystem as though it were a machine with predictable trajectories from input to output is a dangerous folly."

Trechos retirados de "Unraveling firm-level activities for shaping markets" de Daniel Kindström, Mikael Ottosson, Per Carlborg, publicado por Industrial Marketing Management 68 (2018) 36–45