Dar a volta (parte III)

Parte I e parte II.

"If you set ambitious goals before you know who are, you will almost always end up in a place where you don't fit.
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Without self-awareness, goal-setting puts you on a treadmill, achieving goal after goal, but continually asking: "Is this all there is?"
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It's not that goal-setting doesn't work; it's just that many, if not most, people lack the self-awareness to select appropriate goals. Therefore, before setting goals, learn to listen to the "small, still voice" that tells you who you really are."

Quando é preciso dar a volta, muitas vezes impõe-se o corte daquilo que seguramente já não é futuro, daquilo que já é passado. Antes de começar a lançar objectivos para o Capítulo II (ver parte II desta série), por vezes há que dar tempo ao tempo para perceber qual a "next big thing". Os objectivos do Capítulo II vão depender da estratégia para dar a volta.

Trechos retirados de "Goal Setting Is Highly Over-Rated"

SWOT -> TOWS

Caro João, na sequência da nossa conversa de ontem, listo aqui uma série de postais onde, ao longo dos anos, referi o uso da chamada SWOT dinâmica ou TOWS:

• Primeiro - Quem são os clientes-alvo? (Março de 2008)
• Tirem-me deste filme (parte IV de IV) (Junho de 2008)
• Há sempre uma alternativa!!!! (Maio de 2011)
• Arquitecto de paisagens competitivas (parte II) (Junho de 2012)

Pelo que vi da vossa análise SWOT, desenhe uma análise TOWS, liste um conjunto de acções hipotéticas e desafie as pessoas a reflectir sobre as que fazem mais sentido por estarem alinhadas com a estratégia.

Outra vez o alinhamento

"the ability to see an organization as a fundamentally linguistic entity. From this vantage, conversation is the primary organizing principle of organizational management. By “conversation,” we mean any linguistic means of communication, ranging from speaking and listening to writing and images. Put simply, a company is the sum of all corporate dialogues, what we call a “network of conversations.”
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Conversations, whether acknowledged or not, are going on all the time; unacknowledged conversations, however, are not being managed or led. Managers assume that passing along memos, directives, and policies constitutes “conversation,” but often these become mere “topics” of the real, informal conversations that are already occurring in the larger network. Recognizing and managing conversational networks can enrich and accelerate diverse information flows.
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This ubiquity of conversations makes the “network of conversations” perspective not only powerful but also an imperative for managers and leaders.
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Leadership conversations are concerned with creating a compelling organizational future ... Senior leadership is responsible for securing a company’s long-term competitive outlook, usually expressed as the corporate-level strategy, vision, and purpose. Although these conversations may begin in the C-suite, their ultimate success depends on engaging and energizing the stakeholders who must act to realize that future.
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Managerial conversations are aimed not at the long-term future but at the short-term future, which is organized in projects and corporate initiatives that are ultimately expressed in results. These projects and initiatives come from, and are led by, the needs of the long-term future, not by management. Looking back from the future, managers see what needs to be in place if the created future is to come to fruition. They then facilitate the conversations needed to realize the near-term future.
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Individual conversations are about the future called “today.” In high-performing organizations, individuals get what they need to do today from their projects and initiatives, which in turn are determined by the needs of the long-term future. Ensuring that conversations about today are aligned with conversations about the long term is a key leadership challenge."

Trechos retirados de "Your Organization Is a Network of Conversations"

"Unfortunately, alignment is rare"

O poder do alinhamento.

“We don’t hire smart people to tell them what to do.
We hire smart people so they can tell us what to do.”

Research shows that public goals are more likely to be attained than goals held in private. Simply flipping the switch to “open” lifts achievement across the board.
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Once top-line objectives are set, the real work begins. As they shift from planning to execution, managers and contributors alike tie their day-to-day activities to the organization’s vision. The term for this linkage is alignment, and its value cannot be overstated.
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Unfortunately, alignment is rare. Studies suggest that only 7 percent of employees “fully understand their company’s business strategies and what’s expected of them in order to help achieve the common goals.
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When goals are public and visible to all, a “team of teams” can attack trouble spots wherever they surface.
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Transparency creates very clear signals for everyone.”

Excerto de: Doerr, John. “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”

Comunicar com clareza!

“When you’re the CEO or the founder of a company . . . you’ve got to say ‘This is what we’re doing,’ and then you have to model it. Because if you don’t model it, no one’s going to do it."
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For sound decision making, esprit de corps, and superior performance, top-line goals must be clearly understood throughout the organization. Yet by their own admission, two of three companies fail to communicate these goals consistently.
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Leaders must get across the why as well as the what. Their people need more than milestones for motivation.
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In other words: Key results are the levers you pull, the marks you hit to achieve the goal. If an objective is well framed, three to five KRs will usually be adequate to reach it. Too many can dilute focus and obscure progress. Besides, each key result should be a challenge in its own right. If you’re certain you’re going to nail it, you’re probably not pushing hard enough.
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Keep in mind, though, that it’s the shorter-term goals that drive the actual work. They keep annual plans honest—and executed.
Clear-cut time frames intensify our focus and commitment; nothing moves us forward like a deadline. To win in the global marketplace, organizations need to be more nimble than ever before. In my experience, a quarterly OKR cadence is best suited to keep pace with today’s fast-changing markets. A three-month horizon curbs procrastination and leads to real performance gains.”

Excerto de: Doerr, John. “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”.

"Measuring what matters"

Voltar a Agosto de 2008 e a uma das frases mais importantes dos meus últimos 10 anos:

"the most important orders are the ones to which a company says 'no'."

Dizer não, implica ter um critério de escolha.

“It is our choices . . . that show what we truly are, far more than our abilities” (J. K. Rowling)

“Measuring what matters begins with the question: What is most important for the next three (or six, or twelve) months? Successful organizations focus on the handful of initiatives that can make a real difference, deferring less urgent ones. Their leaders commit to those choices in word and deed. By standing firmly behind a few top-line OKRs, they give their teams a compass and a baseline for assessment. (Wrong decisions can be corrected once results begin to roll in. Nondecisions—or hastily abandoned ones—teach us nothing.) What are our main priorities for the coming period? Where should people concentrate their efforts? An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.”

 Na empresa desta reunião só pretendem sistematizar um conjunto de indicadores. Identificámos os clientes-alvo e o que procuram e valorizam. Daí seleccionámos um grupo de indicadores.


Fica a faltar ser puxado pelo futuro, fica a faltar deixar a postura do gestor para abraçar a do líder que já viu o futuro e quer puxar a empresa para lá. Uma coisa são indicadores para termos uma noção fundamentada se estamos a cumprir ou não os níveis de desempenho considerados normais. Outra coisa é mudar o status-quo.

Excertos de: Doerr, John. “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”. iBooks.

Indicadores e e estratégia

Esquema da primeira folha que vai animar a reunião de hoje:

O balanced scorecard.
A importância de indicadores relacionados com a estratégia.
O que ter em conta ao desenhar uma estratégia.
Diferenciação e perceber quem são os clientes-avo.
Curva de Stobachoff.

Parece anedota

"Only one-quarter of the managers surveyed could list three of the company’s five strategic priorities. Even worse, one-third of the leaders charged with implementing the company’s strategy could not list even one.
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These results are typical not just in the technology industry, but across a range of companies we have studied. Most organizations fall far short when it comes to strategic alignment: Our analysis of 124 organizations revealed that only 28% of executives and middle managers responsible for executing strategy could list three of their company’s strategic priorities."

Trecho retirado de "No One Knows Your Strategy — Not Even Your Top Leaders"

Pragmáticos que sofrem

Em linha com este postal de Abril de 2007, e relacionado com o tema do alinhamento do modelo do negócio porque não basta inovar, o texto de Geoffrey Moore, "Where are you in the Market Development Life Cycle?".

Geoffrey Moore associa a cada estado de desenvolvimento do mercado um determinado mindset do cliente-alvo:

"Each of the four stages in the life cycle is readily detected by a simple litmus-test question: What is the state of mind that is motivating your current cohort of prospects to become customers?
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Here are the mental states by market development stage:
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In the Early MarketThis is a market made up of technology enthusiasts and visionaries who are adopting ahead of their peers in order to get a competitive advantage or head off some problem looming on the horizon. Their state of mind can be summarized as We believe what you believe.
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Crossing the ChasmThe first customer cohorts that emerge on the Mainstream Market side of the chasm are adopting because they are saddled with a painful problem that they cannot solve with their current set of tools. We call these people pragmatists in pain. They do not believe what you believe. Instead their state of mind is We need what you have.
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No longer do you talk about the technology first. Now it is the customer problem that takes center stage, followed by a domain-specific solution that is communicated in their language, not yours.
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Working in niche markets with high-value use cases can be exceptionally rewarding as the return on investment for customers is so high they can afford to pay premium prices, and still rave about your products. Such niches, however, represent a small fraction of the total available market, where most prospects may well be looking for productivity improvements of the type you offer, but at a more competitive price.
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Inside the Tornado.
When not under duress, most pragmatist customers adopt when they see their peers adopting. They don’t want to go too early, but they also don’t want to get left behind. So, they are always checking in to see what others are doing. Their mental state is We want what they have.
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[Moi ici: Segue-se um conselho que é o meu, confesso que foi o que pensei acerca das minhas PME antes de o ler] For companies who are not the gorilla in the overall category, rather than just picking up whatever scraps are left to others, best strategy is usually to retrench in a niche market where you can be number one—effectively causing at least a small group of peers who will herd around your offerings. [Moi ici: Talvez algo de Hermann Simon e os seus campeões escondidos]
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On Main Street.
Conservative customers postpone adoption as long as they reasonably can, seeking to get the most out of their existing infrastructure while others assimilate the new stuff. Eventually when the new becomes the market standard, they have to capitulate. At that point their mindset is We need what they have.
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Note that these customers do not want your product. Instead they see themselves as buying under duress. You want to make this as painless as possible for them, with simple pricing, easy installation, and highly defaulted product options. They really don’t want to be bothered.
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At the end of the day, conservatives buy whatever the pragmatists bought, but typically at a lower price and with no bells and whistles. They are skeptical even then, but once they have chosen a vendor, they tend to be quite loyal, if for no other reason than to avoid having to go through another cycle of adoption."

Ser generalista como Bruce Jenner não é só para os processos internos que não funciona num mundo de especialistas, também a nível da relação com as partes interessadas.

Aguardemos pelos desenvolvimentos

Eu só sou um anónimo consultor da província, estudo umas coisas, faço outras e vejo outras ainda. A minha experiência formata-me e condiciona o meu pensamento e o campo de possibilidades que antevejo.

Por isso, esta semana, numa empresa com um comportamento semelhante ao das bolas vermelhas da figura:

Perguntaram-me, qual o principal problema das empresas portuguesas (PME)?

Pensei no tecto de vidro, mas evitei a expressão e, apresentei esta figura.

Ontem, ao ler "ACO Shoes cresce à boleia da Europa de Leste" pensei numa frase recente de Nassim Taleb:

"l'entrepreneur peut tout perdre ou travailler sans compter son temps. Mais c'est grâce à ce genre de folie individuelle qu'une société fonctionne."

O que é que sublinhei? Por um lado, aquilo que é a base do sucesso actual:

"Especializada em calçado de conforto, a ACO produz 1,5 milhões de pares de sapatos, cerca de cinco mil pares por cada dia útil da semana."

Depois, por outro lado, aquilo em que a empresa pretende apostar no futuro:

"Para 2018, a empresa está a apostar em produtos de alto valor acrescentado, através da criação de um calçado mais técnico, e que se insere numa estratégia virada para o mercado português." 

Acredito que esta aposta para 2018 foi mal apanhada pela jornalista, justificação mais benévola, tal a falta de alinhamento.

Primeiro: a proposta de valor para vender sapato de conforto é diferente da proposta de valor para vender sapato técnico;
Segundo: os comerciais que vendem uma coisa têm de usar outra argumentação para vender outra;
Terceiro: as prateleiras onde se vendem uns sapatos são diferentes das prateleiras onde se vendem os outros;
Quarto: alto valor acrescentado para o mercado português é quase um oxímoro. Tirando brincadeiras e experiências de bolso o mercado português não suporta produções de alto valor acrescentado.

No entanto, eu só sou um consultor anónimo. Aguardemos pelos desenvolvimentos.

"what we don’t do matters as much as what we do"

"completing an endurance event has little to do with vision. My vision helped get me started, but it didn’t get me across the finish line. What got me there was focus: being absolutely clear what mattered most, investing my energy disproportionally, following through on a plan, and making the right choices about what to do and saying no to other opportunities. In short, focus enabled me to make the trade-offs I needed to achieve my vision. It always does, in training and in business. The first Rule of Intelligent Restraint, “focus overrules vision,” reminds us that what we don’t do matters as much as what we do.
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While some visions are motivating and many are translated into specific goals, too many become empty exhortations. Broad statements of hope—whether they are called a vision, growth goals, or aspirations—often mean little to employees and fail to drive growth.
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Too often, we create a great vision for growth and then allow ourselves and others to get distracted. We fail to build the capabilities needed to achieve the vision because we don’t know where to focus or don’t have the discipline to follow through on the focus.
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Strategy is only strategic when it allows you to choose what not to do. Focus is only focused if it helps you do less or say no more often."

Trechos retirados de "Pacing for Growth: Why Intelligent Restraint Drives Long-term Success" de Alison Eyring.

Tenho algum receio...

O @nticomuna no Twitter chamou-me a atenção para este desenvolvimento:

O Grupo Aquinos a apostar no mercado do luxo.

Algo que já se poderia pressentir em “Não nos falta mercado, falta é capacidade de produção”:

"depois da aposta na compra do grupo Francês Cauval ter sido gorada, depois das auditorias efetuadas terem revelado “problemas sérios”. “Seria uma aquisição muito importante, para podermos entrar no segmento de mercado de luxo, mas já estamos a trabalhar num plano B”,"

Espero sinceramente que tenham sucesso nesta aposta no luxo. No entanto, tenho algum receio... recordo Skinner e plant-within-the-plant... e Terry Hill.

"conseguir penetrar no mundo Ikea. O seu principal cliente foi “namorado durante muito mais tempo” do que a própria esposa. Foram precisamente cinco anos para obter a primeira encomenda de 750 sofás, isto depois de “na primeira abordagem não me terem ligado nenhuma”. Mas o interesse superior em conquistar este cliente estava no topo das suas prioridades, pois “paga muito bem, tem volume e uma visão que se encaixa muito na nossa, ajudando-nos muito em melhorar a máquina da eficiência”.
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Atualmente, a Ikea e Conforama absorvem 60‰ das vendas de um grupo que sempre viu os mercados externos com grande potencial para poder crescer." 

O modelo de negócio para servir a Ikea e a Conforama não tem nada a ver com o modelo de negócio para servir o mundo do luxo... recordar os vários mundos.

"looped by cir­cum­stances"

"The hard­est deci­sion lead­ers have to make, and fre­quently in busi­ness the com­mon mis­take — is pick­ing your bat­tles. And not polit­i­cally, but tac­ti­cally. Most man­agers and exec­u­tives get so caught up in tac­ti­cal and oper­a­tional prob­lem solv­ing and fire fight­ing that they get looped by cir­cum­stances and lose all if any strate­gic ori­en­ta­tion to their work."

E quando a testosterona entra em campo?

Trecho retirado de "Strat­egy bogged down by reality?"

Melhorar as hipóteses de execução

Um texto interessante e a merecer reflexão, "Is Execution Where Good Strategies Go to Die?"

"what determines whether execution brings life or death to your strategy? It’s not what you think. It’s how you think. The mental models that inform strategy are usually different from those that determine implementation. To close the strategy-execution gap, leaders have to close several other, smaller gaps.
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First, the thinking styles of the people who create strategy are often different from those of the people who implement it.
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strategy is usually developed by people who have a big-picture orientation, while execution is often done by those with a detail orientation. Furthermore, strategy is usually done by people who are focused on ideas and connections, while implementation is done by those who focus on process and action.
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The second gap is a result of the connection between participation and ownership. ... Often stakeholders are kept out of the strategy process out of concern that they will slow things down or compromise the quality of the outcome. But this is a shortsighted view. By involving stakeholders earlier, you give them a sense of ownership that speeds things up when it comes time for execution. Furthermore, the evidence suggests that diversity will actually improve the quality of the strategy. And it’s far more likely the strategy will stick to its flight plan, because those responsible for its execution will have a stake in defending it.
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The third gap between strategy and execution is in the narrative around the strategy. The strategy itself may be sound, but what matters for execution isn’t what is said but what is heard. Strategy is inherently about creating something new or getting somewhere new. But the way humans are wired, it’s difficult to process something that is completely unrelated to what we already know. A good narrative helps people move from the past to the future.
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The fourth gap between strategy and execution is in measurement and metrics. [Moi ici: Isto para um praticante e adepto do balanced scorecard não tem espinhas ...] This, too, is a reflection of mental models. You only measure what you can see. And your mental models determine what is visible or invisible. I consistently see measurement as an afterthought in strategy development. The assumption is that financial measures like cost and revenue are sufficient metrics to measure progress. But that would be like a coach only tracking points on the scoreboard. You need metrics that tell you how well your game plan is being executed — metrics that all of your players can organize around.
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Execution doesn’t have to be the place good strategies go to die. As you are developing your strategy, take into account the thinking styles and mental models of the people who will be responsible for its execution. Involve them to generate a sense of ownership and to tap into their collective wisdom. Craft a narrative that connects the past to the future. And design metrics that focus attention and motivate behavior around what will really make the strategy successful."

Para reflexão

Imagem retirada daqui.

Estratégia e capacidades

"While strategic plans identify what your organization should do differently, [Moi ici: É isto que fazem as iniciativas estratégias que ajudo a construir, como transformar uma empresa no terreno, alinhada com a estratégia] very few provide a roadmap for how to build the skills, knowledge, and processes needed to carry out and sustain the critical changes. But without building these capabilities, it’s very difficult to achieve the results you want.
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Capabilities lie at the heart an organization’s ability to achieve results, [Moi ici: Estão na base do mapa da estratégia, as capacidade em que investimos] so it’s hardly a surprise that different results require different capabilities. [Moi ici: Recordar Bruce Jenner e os salami slicers] But strategic plans often get this simple equation wrong, for one of two reasons.

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First, many strategic planners and senior executives assume that if the strategy is logical, then people will figure out what to do, and don’t build capabilities development into their plans at all.
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At the other extreme, some planners like to be prescriptive and can spend significant resources mapping out in great detail what everyone should do differently. But a “paint by the numbers” approach to strengthening organizational capabilities rarely works. Developing capabilities requires experimentation, trial and error, and iterative learning to figure out what will work in each organization’s unique culture, functional structure, and environment.
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To get started with this approach, think about your company’s own strategy, and what capabilities are critical to achieving results. Then identify opportunities for teams to create or strengthen those capabilities while actually executing some aspect of the strategy. Doing this will ensure that capability development is a real and tangible part of your organization’s growth, instead of a hope or an afterthought."

Trechos retirados de "Your Strategy Won’t Work if You Don’t Identify the New Capabilities You Need"

"achieving strategic resonance"

"Whilst it has been argued by others that manufacturing strategy is the ‘missing link’ in corporate strategy, the gap between the two has widened, rather than narrowed since it was identified. This gap in the literature is true both in mainstream strategy (where manufacturing strategy remains an undeveloped theme and is lost in its critical importance to resource-led and competence based literature) as well as within manufacturing strategy where the root cause of exclusion of manufacturing personnel in the main stream strategy process has not been developed.
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The reasons for this gap, we suggest, have not been explored sufficiently to date. We suggest the key issue is that, although the change from craft production has often been explained in terms of changes within manufacturing processes, this transition has not been developed in terms of the fundamental impact upon the strategic decision process within firms. Strategic resonance is difficult to achieve in the internal strategy process of the firm whose processes often remain rooted in hierarchical settings fraught with conflicting demands between top levels (strategic) and lower levels (operations) of management. The growth of large, multi-divisional enterprises, particularly within the United States during the emergence of mass production, brought with it the creation of increased levels of hierarchy within the firm. The exclusion of operations personnel from the strategic direction of the firm had enormous impact because now, in contrast to craft enterprises, there could be conflict and tension between conflicting goals within the firm resulting in strategic dissonance.
However, whilst achieving strategic resonance is a profoundly difficult task, it will be a necessary requirement in the continuing highly competitive arena."

Trechos retirados de "Aligning Manufacturing Strategy and Business- Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance" de Steve Brown e Kate Blackmon, publicado por Journal of Management Studies · June 2005

Foco e mosaico de actividades

"We equate maturity with progress on the path to coherence. Companies are coherent when they align their value proposition and distinctive capabilities system with the right marketplace opportunities — and their whole portfolio of products and services. This typically means identifying the few things your company needs to be really good at, and then developing those few complex capabilities until they’re world-class and interlocking. [Moi ici: Recordar os mosaicos de actividades] If you can do this, the market rewards you with outsize returns.
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These days, most companies recognize the value of this strategic approach, but it isn’t always easy to get from today’s incoherence to tomorrow’s focused strategy.
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The first three archetypes represent companies that are not concerned about coherence at all. They have not tried to establish focus and consistency in their portfolio of products and services, their capabilities, or value propositions, and they are not visibly moving in that direction:
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1. Strategically adrift companies are either failing or lucky. They don’t have a meaningful strategic direction or a clear view of how they create value. The market generally does not perceive them as being advantaged.
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2. Undifferentiated companies have products and services that compete effectively, but they lack a focused identity that sets them apart. Because individual products are relatively easy to copy, their advantage generally isn’t sustainable.
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3. Underleveraged companies have a relevant strategic direction and good execution; they do many things right. But their strategy lacks coherence — it is based on following multiple directions, even if they fit together poorly. These companies risk losing to more focused competitors."

Até dói. Todos os meses encontro empresas que cabem nestes três grupos... o potencial de valor destruído.

Continua.

Trechos retirados de "11 Types of Strategic Maturity: Which One Describes Your Company?"

Acerca da estratégia e da sua ausência

"A theory of strategy needs to build on a clear definition of strategy. The definitions common in the literature, however, are mostly descriptive (“what strategy looks like”), which makes them hard to use for analysis. I therefore start from a (new) functional definition (“what strategy does”) as the smallest set of choices to optimally guide (or force) other choices. This definition can be motivated by considering what people mean when they say (or complain) that “this organization lacks a strategy”: what people usually mean is that the organization took a number of actions that each made sense on its own but that did not make sense together, i.e., that lack a unifying logic. The role of strategy is thus to ensure that all decisions fit together, similar to a plan. ... However, a strategy is not a detailed guide (or plan) but one that is boiled down to its most essential choices and decisions; ... This definition captures the idea that strategy is the core of an (potentially flexible and adaptive) intended course of action and that it provides each decision maker with just enough of the full picture to ensure consistency across decisions, both over time and at a point in time. Strategy, so defined, generates endogenously a hierarchy of decisions, with more “strategic” decisions guiding subordinate decisions.
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this definition of strategy coincides with the equilibrium outcome of a model that captures a “planned” strategy process, i.e., where someone takes a step back, collects information, and announces an overall direction for the organization. Formally, the model considers a group of people who each make a choice that affects a common project. Each person has “local” information about her own decision and how it interacts with other decisions but knows little about others’ choices. Without a strategist, this would result in an outcome with a “lack of strategy,” i.e., with each decision being optimal on its own but with no alignment across decisions. The model then introduces a “strategist,” i.e., someone who can collect information and publicly announce a set of choices."

Trechos retirados de "A Formal Theory of Strategy" de Eric Van den Steen e publicado por Management Science.

Deixam-me a pensar

Um anónimo da província entretem-se a diletar:

"O conhecimento técnico, a aposta, constante, na qualidade, nos detalhes e no estabelecimento de “relações de confiança e de transparência” têm sido os grandes pilares de desenvolvimento da Impetus no mundo. A par da inovação. O grupo conta já com vários produtos patenteados e linhas específicas para desporto, com tecnologia que regula a humidade e transpiração, além das gamas Innovation (linha que armazena o calor corporal excessivo e volta a distribuí-lo em caso de necessidade, uma tecnologia desenvolvida pela NASA para os astronautas), Thermo (para proteger do frio, no inverno) e ProtectDry (roupa interior para incontinentes, lavável e reutilizável, e com tecnologia que elimina odores). Este último é um produto que está a ser vendido, em força, na grande distribuição, com destaque para Portugal, Espanha, Suíça, Alemanha, EUA e Suécia e com entrada, em breve, na Rússia e na África do Sul.
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O Citeve e a Universidade do Minho são parceiros de excelência em I&D. Recentemente, chegou ao mercado a linha de roupa interior com certificado orgânico, que garante um fabrico socialmente sustentável e sem uso de químicos.
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O objetivo é o aumento da capacidade produtiva por via da aquisição de novos equipamentos, alguns dos quais completamente inovadores no país
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A consolidação de mercados é a grande prioridade da Impetus, que exporta 98% do que produz, com especial destaque para mercados como Espanha, França, México, Japão, Estados Unidos, Alemanha, Suíça e Noruega, estes últimos em regime de subcontratação para outras marcas, o chamado private label, caso da Calvin Klein ou da Tommy Hilfiger, entre muitos outros. A marca própria vale 25%.
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Mas o private label, mesmo incerto, é o que nos tem mantido até aos dias de hoje."

Recordar:

• Especulação (parte III)  (Agosto de 2008)
• É a crise, outra história portuguesa... (Outubro de 2011)
• Spin-off à vista? (Dezembro de 2011)

No que fico a pensar?

Algo que passou na conversa que deu origem a este postal da semana passada "Em busca de um novo oásis": a fraqueza relativa das marcas próprias (comparar com a opinião de 2011) e o crescente encanto com o private label, talvez por causa do ruir do retalho tradicional.

E volto aquela preocupação de Dezembro de 2011. Assim como na série "Uma coisa é uma coisa e outra coisa é outra coisa" abordo a relação entre estratégia e estrutura produtiva, este artigo onde se fala de investigação e de "grande distribuição" e o de Dezembro de 2011, deixam-me a pensar se não há algo a melhorar a nível de relação entre estratégia, propostas de valor e estrutura de vendas.

Trechos retirados de "Impetus. O ‘underwear’ de Casillas está a investir 3 milhões"