Enquanto a alquimia iludir, a rentabilidade pode esperar?

Em Julho de 2008 desenhei este esquema:

Que pode ser lido desta forma:

• quando a taxa de juro bancário é baixa a exigência de rentabilidade é menor e, por isso, a exigência de risco é menor, e por isso, as empresas pensam menos em pureza estratégica
• quando o ambiente económico é mais incerto, num mundo normal as taxas de juro subiriam, o que implicaria maior exigência de rentabilidade e, por isso, maior pureza estratégica. No entanto, um ambiente económico incerto também implica maior dificuldade em perceber o que resulta e, por isso, menor pureza estratégica. E isso cria um dilema interessante: porque aumenta a taxa de mortalidade dos projectos económicos

Ao longo dos anos tenho defendido aqui a necessidade de fazer escolhas, recordar os dinossauros e a necessidade de compromissos (lembro-me de desenhar este esquema em Guimarães).

Interessante, nestes tempos de incerteza, nestes tempos de alquimia dos bancos centrais, recordo os nabateus ao ler:

"Resilient organizations have redundancies that many Six Sigma aficionados find unacceptable—they’re less efficient than they could be by their very nature. Yet resilience is the new strategy for growth. The life span of companies that have built themselves on Porteresque thinking is shrinking. The companies that have been the most aggressive about enterprise architecture, like GE, Motorola, and Xerox, are foundering. An armada of cutting-edge agile startups has already drowned because they couldn’t hold their breath long enough to resurface when Covid hit.

Today’s mandate is more than performance. It’s also survival and recovery. Organizations have spent decades trying to build unsinkable ships or faster speedboats. Those strategies work in gentle seas, but not when nature unleashes her wrath upon you."

Enquanto a alquimia iludir, a rentabilidade pode esperar? 

Trecho retirado de “Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change” de Jonathan Brill.

Mais pureza estratégica, mais rentabilidade

Algo que divulgamos aqui quase desde o primeiro dia deste blogue e sumarizado num texto de 2008 com esta figura:

Mais pureza estratégica, mais rentabilidade.

"Firms have effectively used low-cost or focus strategies to improve their performance. Our study demonstrates that although firms pursuing either strategy individually can benefit, pursuing these two generic strategies of low-cost and focus simultaneously actually hurts firms’ profitability. In essence, we show that when firms pursuing a low-cost strategy already possess a cost efficiency advantage over their rivals for the full customer base, firms have nothing to gain by simultaneously limiting rivalry—through focusing on a smaller customer segment—and thus giving away revenue to rivals. Our insights regarding the combination of different generic strategies caution managers to not be misled by the performance gains of either low-cost and focus strategies individually, but to realize that these two in tandem actually may harm profitability.

...

In his seminal work that examined the nuances of the understudied combination of these two generic strategies—low-cost and focus—Makadok (2010) showed analytically how these mechanisms work to reduce firm profit. Consistent with prior work, we find that having either a high cost efficiency advantage (i.e. an effective low-cost strategy) or reducing rivalry through a high level of horizontal differentiation (i.e., an effective focus strategy) is more likely to increase a firm’s profit. In addition, our empirical analysis shows that combining these two strategies has a negative relationship with firm profit, supporting Makadok’s (2010) analytic models.  These findings emphasize the importance of looking beyond the most often discussed combination of firms pursuing simultaneously a low-cost (Generic Strategy 1) and a differentiation strategy (Generic Strategy 2), and that it is also ill-advised to simultaneously pursue a low-cost (Generic Strategy 1) and a focus strategy (Generic Strategy 3).

...

In conclusion, our empirical study strengthens the Strategy outlook that firms do best when pursuing one generic strategy. Indeed, our study complements the existing insight regarding the negative outcomes of pursuing both a low-cost strategy (Generic Strategy 1) and a differentiation strategy (Generic Strategy 2) by explicating the logical arguments and providing empirical support for the negative outcome of pursuing both a low-cost strategy (Generic Strategy 1) and a focus strategy (Generic Strategy 3)."

Trechos retirados de "Competing Both Ways: How Combining Porter’s Low-Cost and Focus Strategies Hurts Firm Performance" 

Empresas zombie

Este esquema que me acompanha desde o Verão de 2008 ajuda a enquadrar "Zombie companies walk among us":

"For vampires, the weakness is garlic. For werewolves, it’s a silver bullet. And for zombies? Perhaps a rise in interest rates will do the trick.
...
The fundamental concern is that there are companies which should be dead, yet continue to lumber on, ruining things for everyone. It’s a vivid metaphor — perhaps a little too vivid — and it is likely to be tested over the months and years to come if, as almost everyone expects, central banks continue to raise interest rates back to what veterans might describe as “normal”.
...
 the tendency of low interest rates to sustain zombie companies.[Moi ici: Quanto mais baixas as taxas de juro menor a exigência de rentabilidade, menor a exigência de risco, menor a exigência de pureza estratégica]
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low interest rates seem conducive to the existence of zombies, which they define as older companies that don’t make enough money to service their debts. As interest rates have fallen around the world, such zombies have become more prevalent and have also shown more endurance.
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 It is necessary that the zombies must die, but that cannot be where the story ends."

Alinhamento na cadeia de fornecimento

Este foi um dos temas com que terminei o último módulo de uma acção de formação que estou a dar sobre a construção de um balanced scorecard: a coerência das cadeias de valor, a coerência das cadeias de fornecimento.
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Um tema que comecei por tratar aqui por causa dos trabalhos de Veronica Martinez.
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Em "Designing The Right Supply Chain" vejo o tema abordado novamente:

"when a company is strategically coherent, its supply chain can be a linchpin of superior performance.
...
Every successful company should have an operational design and management style tailored to its own purpose and strategy.
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For each of the puretone archetypes, a different mix of supply chain characteristics is required. Thus, in designing your supply chain, it’s helpful to know which puretones represent significant elements of your company’s way to play.
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Companies don’t have to excel at everything; they can determine the kind of organization they want to be and then develop a supply chain agenda that matches this aspiration.
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Alignment between your strategy and your supply chain has one final benefit. Because each form of leverage is associated with different metrics, it gives you an effective way to measure the ongoing health of your supply chain. Keeping track of the right metrics is crucial, helping to differentiate you from competitors on a daily basis. As an enterprise with an eye on its value proposition, you can reap substantial rewards from having this sort of very capable supply chain."

E a sua cadeia de valor, está alinhada com a sua proposta de valor?
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E a sua cadeia de valor, está desenhada para suportar a sua empresa a distinguir-se?

Puretone: um conceito interessante

Quando estou numa conversa um-para-um e pretendo introduzir o tema da proposta de valor, como químico que fui, costumo desenhar um diagrama triangular (canto superior esquerdo),

como se quisesse representar uma mistura ternária.
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Cada vértice do triângulo representa uma proposta de valor pura:

• preço mais baixo
• serviço
• inovação

Exponho o que significa, e quais as vantagens e limitações de trabalhar no limite da pureza, para depois concluir que na maior parte das vezes as empresas têm de arranjar um compromisso híbrido.

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Foi desta abordagem que me recordei ao encontrar o conceito de Puretone na leitura do livro "The Essential Advantage How to Win with a Capabilities-Driven Strategy" de Paul Leinwand e Cesare Mainardi.
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Digitando em cada um dos "puretones" encontramos a sua definição.
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Digitando na base, nos nomes das empresas, encontramos combinações de "puretones" para explicar a proposta de valor de uma empresa. Por exemplo: McDonald's (Experience provider + Value player).
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Não esquecer o trabalho de Veronica Martinez com a Value Matrix.