Quem define a 'personalidade' da cadeia de valor?

"In any value delivery chain, to the left of an organization may be suppliers, to the right an immediate customer, then their immediate customer, and so on. At the end of the chain resides some last relevant customer; this is the last level in the chain that is important for an organization to understand.
In reality, levels may extend indefinitely but are only relevant if they could influence an organization's Value Delivery System (VDS).
...
Entities at each level deliver value to customers at the next level. Each entity in a chain, except consumers, is thus a value delivery system.
At each level there may be many other comparable entities, which are often in competition.
In addition to these levels, there are often entities of importance to an organization that do not buy or sell that organization's product. They are not in line with the main levels in the chain, but they may be crucially important.
Such off-line entities include regulators, legislators, governmental services, various politicians, the local community near a plant, standard setting bodies, various kinds of thought-leaders, suppliers of non-competing products to entities in the chain, consultants, or third-party payers such as insurance companies. Usually these off-line entities are also VDSs in their own right and may be very important to understand.
...
For each business, the customer entities at some level in the chain will be the most essential for the organization to understand. The proposition delivered to these customers will determine the business's success, even if the organization is only indirectly involved in its delivery and even if other customers in the same chain are more immediate customers. These most essential customers are primary entities. The more immediate customers between the organization and these primary entities are best understood as supporting entities; in this case, they are intermediaries. Other supporting entities may include suppliers, off-line entities, or customers of the primary entity, for example.
...
Entities (organizations or individuals) which are at the most distant level in the chain where these criteria are still met should be considered the primary entity. For, it is the choice of value proposition to these customers that must shape the design of the business.
...
Primary entities are furthest from the organization where potentially:
1 they use product the organization makes or contributes to making
2 the organization's profit is significantly impacted by decisions they make
3 the organization could affect the value proposition delivered to them, even if only indirectly through others in the chain.
...
When a chain is long and complex, with entities between an organization and the consumer playing important roles, the inability to see the key significance of the consumer is not surprising. Sometimes this inability reflects not the chain's subtlety but simply an organization's greater comfort with immediate customers. It's certainly easier to deal only with immediate customers, which are frequently more like the organization, itself. That is, these customers understand the organization's products, technologies, and processes. They, unlike the consumer, talk the organization's lingo. Consumers, by contrast, can even seem a bit exotic from the insulated perspective of an industrial-business organization."

.

Estes trechos magníficos e profundos de Michael Lanning no seu livro "Delivering Profitable Value" combinam bem com estas palavras de Peter Ueberroth:

.

"Baseball has powerful owners and a powerful union and they have self-interests. [But] who the heck is paying the bill? It's the fan. The owners or the union might say TV is paying the bill, and there are advertisers selling products via TV, but the fan is the ultimate payer. Unless you respond to the fan, your economic model is going to crumble."

.

Trecho retirado de "A Business Champion"

.

É fundamental perceber qual a entidade no circuito de procura que define a 'personalidade' da cadeia de valor.

Produzir é o mais fácil

Produzir é o mais fácil, há excesso de capacidade instalada.

.

O mais difícil é seduzir os clientes.

.

"Marca de calçado português Cubanas internacionaliza-se"

.

Uma empresa que fabrica, ou quer fabricar, para uma marca destas, deve perguntar:

.

- Como posso fugir ao torniquete do preço mais baixo?

- Como posso fazer a diferença?

- Há algo que os clientes valorizem mais do que o preço?

-.

Uma empresa que compra capacidade produtiva para a sua marca deve perguntar:

.

- Quais as vantagens competitivas que fazem a minha força?

- Que oportunidades posso aproveitar?

- Quais as vantagens competitivas que um fornecedor me pode ajudar a melhorar?

.

.

BTW, ontem em Aveiro fui atraído, por um par de modelos de sapatos para homem na montra de uma loja da cadeia Bata. Lá dentro encontrei vários modelos que me interessaram, no entanto, fiquei desanimado com uma série de... "defeitos" é forte, talvez falta de cuidado a nível de acabamentos. O suficiente para eu dizer-me a mim mesmo "Não!"

Clientes-alvo e Proposta de Valor (parte III)

Continuando com as ideias arrumadas de Michael Lanning:

.

“Entities at each level deliver value to customers at the next level. Each entity in a chain, except consumers, is thus a value delivery system. At each level there may be many other comparable entities, which are often in competition.

In addition to these levels, there are often entities of importance to an organization that do not buy or sell that organization's product. (Moi ici: Quem se concentra no produto que fabrica tem dificuldade em descobrir esta realidade.) They are not in line with the main levels in the chain, but they may be crucially important. Such off-line entities include regulators, legislators, governmental services, various politicians, the local community near a plant, standard-setting bodies, various kinds of thought-leaders, suppliers of non-competing products to entities in the chain, consultants, or third-party payers such as insurance companies. Usually these off-line entities are also VDSs in their own right and may be very important to understand.”

…

“For each business, the customer entities at some level in the chain will be the most essential for the organization to understand. The proposition delivered to these customers will determine the business's success, even if the organization is only indirectly involved in its delivery and even if other customers in the same chain are more immediate customers. These most essential customers are primary entities. The more immediate customers between the organization and these primary entities are best understood as supporting entities; in this case, they are intermediaries. Other supporting entities may include suppliers, off-line entities, or customers of the primary entity, for example”

…

“Entities (organizations or individuals) which are at the most distant level in the chain where these criteria are still met should be considered the primary entity. For, it is the choice of value proposition to these customers that must shape the design of the business.”

…

“On the other hand, the primary entity is not necessarily the customer at the last level of the chain. Nor is it necessarily what is usually meant by `end-user.'”

…

“Whenever the primary entity is separated from an organization by one or more levels in the chain, the levels in between can be understood as intermediaries. A channel of distribution is usually an intermediary between a manufacturer and its primary entity. However, intermediary entities are not unimportant. ”

…

“A complicating factor in understanding the value delivery chain is the implicit assumption that an organization's task is to please the entities at all levels in the chain. Sometimes it is unavoidable, when delivering the most important value proposition in a chain, to deliver an inferior value proposition to entities at one or more other levels in that same chain. (Moi ici: Este é o truque... se apostar em seduzir o consumidor com uma proposta de valor superior... a distribuição pode sentir-se obrigada a trabalhar com a minha empresa e nas minhas condições porque pressionada pelo consumidor. Qual tem sido o percurso de muitas marcas? Abdicar de trabalhar junto da mente do consumidor e, desviar recursos daí para a relação com a distribuição... mas a distribuição não está parada e também tem as suas marcas. E depois aparecem as Centromarcas a queixarem-se "Agarrem-me senão mato-me!") In fact, deliberately choosing to do so can be nothing short of strategically brilliant.”

…

“Once an organization realizes who the real primary entity should be, it must ensure that those primary entities are delivered the right value proposition. This is the primary value proposition, which is delivered by the primary value delivery system. This VDS includes actions by the organization but may also include those of intermediaries and others in the chain. To motivate these other entities to participate in this larger VDS, an organization must also deliver supporting value propositions to these other entities. Thus, to make money in a value delivery chain means designing both primary and supporting VDSs”

…

“The primary value delivery system consists of the primary value proposition and all actions by the organization and others in the chain required to deliver it to the primary entity. When other entities in a chain must take actions and use resources in order that an organization's value proposition be delivered, the organization must design the primary VDS to include these actions and resources. Thinking this way requires remembering that an organization's business should not be equated with the organization itself or its products, but rather with the VDS that organization needs to implement. A business is not the things an organization owns; it is the delivery of a value proposition."

.

Clientes-alvo e Proposta de Valor (parte II)

Quando facilito a criação de um mapa da estratégia procuro chamar a atenção não só para o cliente directo mas também para outras entidades no ecossistema.

Michael Lanning no seu livro "Delivering Profitable Value" sistematiza este tema de uma forma muito útil e clara:

“An organization may buy products from suppliers, then sell its own product to an immediate customer, who may sell it as is or incorporated into a larger product, to another customer.

Each entity in this chain delivers one or more value propositions to customers further down the chain, until we reach consumers. A business may deliver value to customers at more than one level in the chain. To succeed, a business must decide where in the chain to deliver what value propositions and how to do so given the interacting and sometimes conflicting motivations of the various entities in that chain. This interconnected relationship among entities delivering value is best understood as a value delivery chain.

…

“An organization should ask, `Where in the value delivery chain are the greatest potential opportunities to deliver value profitably? Are there customers further out on the chain who could derive greater value from a different value proposition? What would the winning value delivery system therefore be? What actions and resources of the various entities, including our own organization, would have to be used to deliver it?”

…

“Organizations often assume too great an importance for the most immediate customers, thus failing to ensure that customers farther removed, who may be more crucial to the organization's long-term profitable growth, get the right value proposition. (Moi ici: Falha fundamental de quem se concentra na relação com o seu cliente-directo, a grande distribuição, e abandona, deixa à corrosão, a força da marca que influencia o consumidor final... pois só este pode "mandar" na grande distribuição) They sometimes focus too exclusively on the more distant customer, without properly understanding the intermediary customers. Rather than make a prioritized, disciplined choice within the chain, the customer-compelled instinct assumes that customers at all these levels should be totally satisfied.”

…

“To avoid these confusing errors, an organization designing a business must start by recognizing the value delivery chain and determining the most important level of customer entity in it, which is the level where the greatest value delivery potential exists. Customers at several levels may be crucial to the business's design and success, but the most important value proposition must be delivered to the most important level of customers. Recognizing this level in the chain is not always an obvious task, however. Doing so requires a thorough understanding of the value delivery chain structure.”

Continua.

Um desafio...

Primeiro, recordemos as conclusões do artigo “Aligning value propositions in supply chains” de Veronica Martinez e Umit Bititci, é fundamental alinhar as propostas de valor ao longo de uma cadeia de abastecimento.

Depois, voltemos ao artigo Power, But Few Profits - Hey Retailers, if You're so Powerful, Why Aren't You More Profitable?", onde se pode ler “Retailers are largely stuck in an equilibrium favouring price-based competition, which the authors' findings indicate looks set to be long lasting.

The analysis use the so-called "prisoner's dilemma" model in an attempt to understand why retailers do not act more on their built-in incentives to increase EP margins on behalf of their shareholders. Why do they instead tend to cut prices to inspire sales growth?”

Se a distribuição, se as lojas estão maioritariamente empenhadas na competição pelo preço, que proposta de valor vão exigir dos seus fornecedores?

O alinhamento vai ditar a resposta.

Se uma marca não conseguir fugir a esta lógica, por exemplo através de produtos inovadores que atraem e suscitam a lealdade dos compradores, marcas que tenham uma forte presença no esquema mental dos compradores, vai ser sujeita a uma pressão cada vez mais forte e a uma progressiva commoditização.

Acerca dos benefícios da proximidade

Não perder este slideshow da McKinsey "Increasing the energy efficiency of supply chains"

Por que teimam em cometer hara-kiri?

Sei que me repito...
.
Mas os estímulos para o tema continuam a ser emitidos regularmente...
.
Os economistas têm de começar a mudar o seu paradigma económico relativamente a Portugal. Portugal já não é o país do escudo, essa moeda barata, fraca e maleável, Portugal é um país com uma das moedas mais fortes do mundo.
.
Para um país com uma moeda forte apostar nos custos baixos para exportar é como cometer hara-kiri.
.
Impressiona que mesmo os economistas marxistas ou ex-marxistas continuem a apostar no tal capitalismo de pés de barro, o capitalismo dos salários baixos.
.
"Os 7% que nos faltam para equilibrar as contas aparecem reflectidos no comércio externo, através da diferença entre exportações (33%) e importações (40%). Este défice tem de ser anulado e o bom senso sugere que o façamos através aumento das exportações. Aqui as frentes de ataque são duas: é preciso reduzir os custos, para melhorar a oferta - um problema nosso; e é preciso eliminar a crise, para aumentar a procura - um problema dos deuses da economia."
.
Por que não falam, por que não escrevem sobre o aumento do valor? Por que continuam encalhados na competição pelo preço mais baixo? Temos vantagens competitivas nesse campo? É esse o futuro que nos assegurará crescentes níveis de vida sustentáveis?
.
Aprende-se, apreende-se, experiencia-se uma realidade numa fase inicial da vida e com essa base criam-se modelos mentais que teimosamente passam a fazer parte de nós e não conseguimos abandonar.
.
Trecho retirado do artigo "O crescimento" de Daniel Amaral no Diário Económico.

As empresas oportunistas...

Quando ocorrem crises, momentos de ruptura como os que vivemos, as empresas oportunistas procuram aproveitar as... oportunidades que surgem.
.
No mundo do B2B, como é que as empresas portuguesas podem aproveitar o momento?
.
"Under current economic conditions it is a foregone conclusion that the cost structure of your business is changing. The cost of risk has increased, and currency exchange rates have become extraordinarily volatile" (BTW, no Público hoje "A administração norte-americana apelou ao Governo chinês para que deixe a moeda chinesa valorizar-se mais e abra os seus mercados como forma de ajudar a economia mundial a sair da crise")
.
"Most companies should step back and think about what would be a better global footprint for manufacturing facilities and the supply chains to and from those facilities. One of the major shifts already happening is to bring manufacturing closer to markets to tighten the links between manufacturing and marketind and reduce the delays that a more spread-out footprint often entails." (Basta recordar a proximidade, tema em voga há um ano neste blogue e, os fretes marítimos e o passo de caracol que incompatibiliza Ásia com moda)
.
"Ever-closer synchronization is the key. There is much you can do right away to tighten the links between suppliers, your own company's operations, and your customers to allow you all to react faster to changes in the external environment." (Não vendam produtos, isso é o básico, aí temos muita concorrência, vendam flexibilidade, vendam rapidez, vendam segurança, vendam risco diminuído, vendam know-how, vendam... tudo menos o produto, o produto é a base)
.
"The essenve of your job now is to achieve the greater flexibility needed to survive the slump and give you an advantage when conditions improve" (Will they ever improve back to what it was? I don't think so!)
...
"One of your main goals is to minimize the cash used in inventories, both incoming and outgoing." (Encomendas pequenas, produzidas e entregues rapidamente! Contentores cheios? Cartas de crédito não aceites? Dinheiro empatado n meses?)
.
"Doubtless you remember well the summer of 2008, when commodity prices were soaring, shortages were widespread, and hoarding was common. The downturn reversed those price trends and brought with it tremendous volatility in currency values, but you can be sure the climb will resume when global demand recovers. Is your supply chain designed to deal efficiently with high oil ande gasoline prices?"
Trechos extraídos do livro de Ram Charan "Leadership in the Era of Economic Uncertainty".

Atenção à gestão da cadeia de valor

"1. Strategic/key members of the supply chain are those who hold the core competencies of the chain.
2. The value propositions of strategic members of the supply chain should be aligned to enhance the value proposition of the entire supply chain.
3. Other members which are not strategic members of the supply chain can have different value propositions, but should support the value proposition of the overall supply chain.
4. The value proposition of strategic members of the supply chain dictate the value proposition of the overall supply chain.
5. The value proposition of the overall supply chain is the same as that of the company that is facing the end customer (Bititci et al, 2004).
6. The alignment of individual value propositions with the overall supply chain ensures the alignment of strategic competencies.
7. The collaboration with strategic members is focused on the improvement of the supply chain competencies."
.
Uma empresa ao subir na cadeia de valor tem de ter em conta estes reparos, sob pena de ver a sua competitividade não acompanhar a evolução necessária, por causa de fornecedores que não estão alinhados e não querem eles próprios evoluir.
.
Trechos retirados de "Aligning value propositions in supply chains" publicado em Journal of Value Chain Management Vol. 1(1), 13 February 2006

O mais importante

Estes três artigos do Jornal de Notícias chamam a atenção para o mesmo:

• Negócio cai para metade
• Máquina chinesa faz agora menos contas
• Lojas dos chineses já registam menos gente

O mais importante são os clientes. Cada vez mais a restrição de um negócio são os clientes.

.

Os tempos de crise devem alertar-nos e marcar na carne que devemos regressar ao básico, ao fundamental, à essência.

.

Os políticos que na Europa e América andam a brincar ao mercado, querem ajudar as empresas esquecendo-se que estas sem clientes não têm saída.

.

A imagem cássica para representar a cadeia de valor para um negócio é:

.

A imagem, e a mentalidade correspondente, que Slywotzky propunha em 1997 no livro "The Profit Zone" já era:

Sem clientes tudo o resto não faz sentido, tudo o resto é secundário.