"there’s no way of defining a well-adapted organism except in retrospect"

Um trecho curioso retirado de "How Life (and Death) Spring From Disorder":

"Adaptation here has a more specific meaning than the usual Darwinian picture of an organism well-equipped for survival. One difficulty with the Darwinian view is that there’s no way of defining a well-adapted organism except in retrospect. The “fittest” are those that turned out to be better at survival and replication, but you can’t predict what fitness entails. Whales and plankton are well-adapted to marine life, but in ways that bear little obvious relation to one another.
.
England’s definition of “adaptation” is closer to Schrödinger’s, and indeed to Maxwell’s: A well-adapted entity can absorb energy efficiently from an unpredictable, fluctuating environment. It is like the person who keeps his footing on a pitching ship while others fall over because she’s better at adjusting to the fluctuations of the deck. Using the concepts and methods of statistical mechanics in a nonequilibrium setting, England and his colleagues argue that these well-adapted systems are the ones that absorb and dissipate the energy of the environment, generating entropy in the process."

A fazer recordar as simulações de Lindgren que aprendi com Beinhocker, as estratégias nunca são eternas e são contextuais. E a fazer recordar os não-fragilistas, aqueles que se preparam para o pior. E a segunda lição da teoria dos jogos:

"Lesson #2: Rational choice, chosing a dominant strategy, can lead to outcomes that suck,"

"The industrial age was about limiting the scope of choices"

Quando penso em Mongo penso nesta mudança de paradigma e nas suas consequências:

"The industrial age was about limiting the scope of choices. This was accepted since the need to gather costly information and to communicate with low quality and expensive tools was minimized. Furthermore, as the scope of decision-making and action was narrowed, the learning requirements for workers and customers were limited, reducing the transaction costs of work. The efficiency contribution of mass production was in fact derived from these lower information- and communication-related costs.
.
Today, in contrast to people being content with limited choices, offerings as problem definitions and solutions to problems are created on-demand to meet diverse, sometimes unique requirements.
...
The context matters more than ever. The easier the access that people have to one another and to (different) information is, the more possibilities there are."

Mongo é acerca de uma explosão crescente de opções de escolha que vão dar cabo da noção de sociedade herdada da Revolução Francesa e da Revolução Industrial.

Vamos ver desaparecer a ideia de referencial, de família-modelo, de média como uma boa representação da sociedade.

Trechos retirados de "Interactive competence".

Curiosidade do dia

A 2 de Janeiro de 2016 em "O não-fragilista prepara-se para os problemas" escrevi:

"Os fragilistas partem do princípio que o pior não vai acontecer e, por isso, desenham planos que acabam por ser irrealistas ou pouco resilientes. Depois, quando as coisas acontecem, chega a hora de culpar os outros pelos problemas que não souberam prever, não quiseram prever, ou que ajudaram a criar."

Hoje, quase chorei com este gráfico que o @nticomuna mostrou no Twitter:

Entretanto, Nicolau Santos, profeta-mor do fragilismo vem culpar os outros:

O problema é reduzir tudo a custos

Neste vídeo Portas, como grande comunicador, resume de forma simples o problema de Trump com o comércio internacional:

• a China exporta quase 4 vezes mais do que o que importa dos Estados Unidos; e
• a Europa exporta 2,5 vezes mais do que o que importa dos Estados Unidos.

Este texto da consultora BCG, "Honing US Manufacturing’s Competitive Edge",  resume bem a mentalidade que encurralou os Estados Unidos nesta situação:

"Judging from the recent political furor over US factory jobs going to Mexico, one might get the impression that the US is facing another exodus of manufacturers. In fact, the opposite is true. Offshoring has dropped dramatically, particularly with regard to the world’s biggest workshop: China. [Moi ici: Algo que teams relatado aqui nos últimos anos]
...
The main reason for this change is economics. As The Boston Consulting Group has documented, the cost competitiveness of US manufacturing has been improving significantly over the past decade, compared with many of its biggest trading partners—most notably China. [Moi ici: Esta concentração nos custos é doentia para um país que comanda a produção de conhecimento]
...
In terms of direct costs, in fact, the US playing field is essentially level with Yangtze River Delta, China’s chief production zone. Despite the recent weakening of the yuan, and factoring in the differences in productivity and energy costs, China’s manufacturing cost advantage over the US shrank from 14% in 2004 to an insignificant 1% in 2016, according to our analysis of data collected for the BCG Global Manufacturing Cost- Competitiveness Index. When indirect costs for shipping, inventory, and other expenses are included, it is now less costly to manufacture a wide variety of goods in the US if that is where they will be consumed."

Como se o problema da indústria americana fosse de custos ... como é que a seguir podem vir dizer que os alemães fazem batota?

BTW, acham que Portugal ainda é um país low cost?

BTW 2, comparando os desempenhos das economias italiana e alemã e os respectivos custos industriais... fica fácil de perceber que o problema não são os custos de per si, o problema é o do que é que se produz, com que valor acrescentado, com esses custos.

A farmácia do futuro (parte VI)

Parte V, parte IV, parte III, parte II e parte I.

Recordo também o primeiro postal aqui escrito com o marcador "farmácia": "Estava escrito nas estrelas..."(Abril de 2007).

Na mesma tendência, "Farmacêuticos vão ter formação para oferecerem mais serviços":

"Os farmacêuticos vão ter formação para que as farmácias possam oferecer mais serviços aos utentes, como previsto no acordo assinado hoje entre a Associação de Farmácias de Portugal e os ministérios da Saúde e das Finanças.
...
Entre as medidas constam a possibilidade de alargamento da dispensa de medicamentos hospitalares a mais áreas terapêuticas, a assistência farmacêutica permanente ou aconselhamento farmacêutico, serviços de intervenção em saúde pública (como os programas de troca de seringas, vacinação contra a gripe, entre outros)."

Pena que o mesmo racional não se aplique à área da educação.

Para reflexão

Julgo que já escrevi sobre o tema aqui no blogue. Um estudante tira um curso de engenharia, vai para uma empresa e ao fim de 6 meses põem-no a chefiar uma secção à frente de 10/15 homens. No entanto, ao longo de todo o curso nunca estudou uma disciplina que abordasse a temática da liderança  ou da gestão de pessoas.

Depois, encontro estes números e fico a pensar:

"So much depends upon managers. For example, a Gallup study found that at least 70% of the variance in employee engagement scores is driven by who the boss is. This is disconcerting because the same research found that about 70% of people in management roles are not well equipped for the job. This state of affairs is hurting not just employee engagement and quality of life, but also corporate performance.
.
Most companies understand the importance of having highly effective managers, but few invest heavily in training to help them get there."

Trecho retirado de "What Great Managers Do Daily"

E na sua empresa, como é?

"“There's an opportunity to do innovation in big companies,” says author and startup guru Eric Ries. “But very few big companies have done this really well. Amazon is one of them.”
.
Amazon has figured out how to combine the entrepreneurial culture of a small company with the financial resources of a large one. And that allows it tackle problems most other companies can’t.
...
“I know examples where a random Amazon engineer mentions ‘Hey I read about an idea in a blog post, we should do that,’” Eric Ries says. “The next thing he knows, the engineer is being asked to pitch it to the executive committee. Jeff Bezos decides on the spot.”
A key factor in making this work, Ries says, is that experiments start small and grow over time. At a normal company, when the CEO endorses an idea, it becomes a focus for the whole company, which is a recipe for wasting a lot of resources on ideas that don’t pan out. In contrast, Amazon creates a small team to experiment with the idea and find out if it’s viable. Bezos famously instituted the “two-pizza team” rule, which says that teams should be small enough to be fed with two pizzas. 
...
Ries says that new teams get limited funding and clear milestones; if a team succeeds in smaller challenges, it’s given more resources and a larger challenge to tackle.
But Amazon doesn’t spend too much time on internal testing. “They prioritize launching early over everything else,” one engineer wrote in an epic 2011 rant comparing Amazon’s culture to other technology companies. Launching early with what Ries has dubbed a “minimum viable product” allows Amazon to learn as quickly as possible whether an idea that sounds good on paper is actually a good idea in the real world.
.
Of course, this method isn’t foolproof; Amazon has had plenty of failures, like its disastrous foray into the smartphone market. But by getting a product into the hands of paying customers as quickly as possible and taking their feedback seriously, Amazon avoids wasting years working on products that don’t serve the needs of real customers."

Trechos retirados de "How Amazon innovates in ways that Google and Apple can't"

Curiosidade do dia

Excelente vídeo.

Acerca da orientação estratégica

"For you and your organization to be successful, it’s critical to understand how to set strategic direction. In looking at 100 companies, we find that more than 70 percent of successful businesses started from a process of strategic planning. Consider your current plan: is it a clear, concise and motivating driver of your daily activities? If not, sooner or later you will lose significant business to your competitors. Research out of Harvard Business School over a ten-year period showed that companies with clearly defined and well-articulated strategies on average, outperformed their counterparts by 304 percent in profit margin, 332 percent in total sales and 833 percent in total return to shareholders.
...
As important as the plan itself is the thinking that goes into it. Market trends, customer value drivers and the competitive landscape will all continue to evolve at different rates, and at some point, your current strategies may need to evolve as well. If you only rely on what worked in the past and are unable to generate new insights, your products and services may become obsolete.
...
Research shows that team members are 40 percent more committed when they believe their leader has a clear strategic direction.
.
When a group of managers are not effective at setting strategic direction, the results can be devastating.
...
There are three C’s to setting strong strategic direction for your business: clear, cut and concise.
.
Clear. Setting strategic direction boils down to answering just two questions:
.
1. What are you trying to achieve?
.
2. How will you achieve it?
...
[Cut] While not formally included in the job description, one of the main responsibilities of a leader is to act as the editor of the business. A good leader is continually monitoring products, services, processes and people’s habits for things to cut out if those things are no longer adding value.
...
Think about your business: what areas should you edit—or cut off—from time, attention, people and budgets so you can add value in other areas?
...
[Concise] Being concise heavily relies on the first two C’s: clear and cut. If there’s a lack of clarity in one’s thinking, and trade-offs or cuts haven’t been made, then it’s extremely difficult to be concise." 

Trechos retirados de "Strategic Direction"

Alterar a oferta (parte VI)

Parte V, parte IV, parte III e parte II.

"Yet while the internet forever changed shopping, the physical retail environment lagged behind.
...
And over the next few years, the brick-and-mortar buying experience will change even more dramatically.
...
"We had been operating for this idea that bigger is better, the superstore or supercenter. Now we’re seeing a shift away from that, brands closing their stores, reconsidering their footprint,"
...
"At the highest level, you have more physical retail going into service,"
...
places like sporting goods stores, once offering the value proposition of a large inventory of tennis rackets, are now getting into ancillary services, like the restringing of said rackets. Retailers are using services to make their brick-and-mortar locations more valuable in the face of online shopping.
...
that cup of sugar you need from the store? That’s delivered. We go places for people, not things.[Moi ici: Uma ideia interessante]
...
[Moi ici: Segue-se outra mensagem típica deste blogue] In a world based upon extremes, failure can often be found in the middle.[Moi ici: A polarização dos mercados e o pântano do meio-termo] Nobody likes lukewarm coffee. They want it steaming hot or poured over ice. Experts agree that retail is evolving the same way.
...
"On the one hand, we will increasingly use digital services (ideally mobile apps) to purchase down-to-earth products—such as toilet paper, laundry soap, milk. I could imagine a kind of Amazon unlimited scheme that will constantly replenish our supply of toilet paper," says designer and MIT professor Carlo Ratti. "On the other hand, I see a blossoming of experiential shopping. Think about choosing fresh food produce: We will always enjoy going to a physical store where we can touch, smell, etc. The store, in turn, can become increasingly focused on providing us with unique experiences.""

Trechos retirados de "The Way You Shop Will Change Forever This Year. Here's How"

Outsider manda conselho para a FNOP

Nos últimos anos a agricultura portuguesa tem evoluído de forma muito positiva. No entanto, jornalistas que supostamente deveriam ser experts no tema continuam embebidos em cortisol:

"E que, se prosseguirmos por este caminho sem rumo, vamos continuar irremediavelmente a perder terreno para a concorrência cada vez mais aguerrida."

Eu, outsider, interrogo-me, será que a feira em causa no artigo é a mais adequada para os produtos portugueses?

Entretanto, por estes dias, vejo mais oportunidades para agricultura portuguesa!
.
Por exemplo, em "Supermercados no Reino Unido estão a racionar legumes" e, sobretudo em "O preço da curgete triplicou e a culpa é do mau tempo" com:

"No Reino Unido, os supermercados estão a limitar a quantidade de brócolos, alface ou curgete por cliente devido à queda na produção destes produtos. A “culpa” é das baixas temperaturas que dizimaram a produção em Espanha, país onde o Reino Unido se abastece neste tipo de alimentos. Em Portugal não há prateleiras vazias
...
“O caso de Inglaterra é muito mais preocupante. Em Portugal temos zonas em que houve estragos, mas quem alimenta o Reino Unido são os espanhóis”, sublinha.
.
Num comunicado recente, a Fepex, federação espanhola de exportadores de frutas, legumes e flores, avisou que a produção de alguns vegetais será 60% mais baixa do que o normal e que a situação deverá manter-se até meados de Abril."

Eu, outsider, se fosse presidente da Federação Nacional das Organizações de Produtores de Frutas e Hortícolas (Fnop) metia-me num avião, ía a Inglaterra e fazia uma operação de charme junto dos ingleses.

E chamava-lhes a atenção para coisas como a relva alentejana. Não estão a ver? Vejam "Estratégia a sério na agricultura, ou make my day!"

“To be successful, you have to bring something to the table"

Excelente texto "This Man Explains Why 'Closed Market Japan' Is Bunk: 'It's The Selling That's Hard.'". O jornalismo de investigação passa por coisas como esta, fugir da lengalenga e lerolero e perguntar a gente com skin-in-the-game:

"he thinks the idea that Japan is a closed market is ridiculous. “It is much easier to bring cars into Japan than most other markets,” Hansson told me. “The hard part is selling the car when it’s in Japan.”
...
“Strategically, Japan is a very important market for JLR. Being successful in one of the world’s most demanding markets holds a lot of prestige. It also is quite profitable because the import market to Japan is very high-end. What we sell is quite high up in the trim ladder in a quite lucrative model mix.”
...
[Moi ici: Pensem no que escrevo sobre a falta de paciência estratégica dos gringos e a sua paranóia com um modelo em que o preço mais baixo é o factor crítico de sucesso] Ford threw in the towel last year in Japan, claiming, long before “alternative truths” became fashionable, that “Japan is the most closed, developed auto economy in the world.”
...
“Japan is not an unusual market. Japan clearly is not more complicated than most other markets, and compared to America, it is less complicated.”
...
“The U.S. is totally different. Very unique crash-test standards. The whole emission standards are different. The U.S. system is far more cumbersome than in Japan, it requires a large deal of re-engineering, changes in body structure, different blinker systems, and so forth. The Japanese system is clearly smoother for us. It doesn’t require massive re-engineering. From my global experience, the requirements of the U.S. are tougher.”
...
“There is a lot of talk about Japan being closed. That’s blahblah – that is not the barrier. Those barriers can be much bigger in other markets like China, or America.
...
And then again, why are only 10% of registered cars in Japan imports, or 6% if you count in mini vehicles, or “kei” cars where there is (nearly) no foreign competition? Hansson recommended a closer study of the sales charts. What sells in Japan are high-end foreign cars. Premium cars is a low volume, big profit business. Japan’s biggest import-brand is Mercedes, closely followed by BMW. There are more Bentleys and Lamborghinis sold in Japan than Dodge or Chrysler units.
...
[Moi ici: O trecho que se segue encaixa-se no bê-à-bá da estratégia] If you want to make it as a car maker in Japan, you need to be aware “that the country has at least seven globally important carmakers, even more than Germany,” explained Hansson, “and they all are pretty good.” They have extensive distribution systems in Japan, they deliver cars make-to-order within a few weeks, they have plentiful parts and service. “To be successful, you have to bring something to the table the Japanese don’t have,” Hansson explained. The table of Japanese premium cars is pretty bare. ... If you are the “doctor, lawyer, or professional athlete” Hansson identified as his target group, and if you really want to show your status (which is not the Japanese thing to do) you need a foreign car. That market is not huge in numbers, but it is profitable, as Hansson conceded with a smile.
...
U.S. makers do not compete in that market.
...
the “doctor, lawyer, or professional athlete” would lose his clients or fans would he be seen in an Escalade. American cars have a reputation problem, explained Hansson, and reputation is big in Japan
...
you need to “have a consistent and long-term view on distribution, product lineup, brand strategy. You need patience and consistency, and that costs a lot of money. If you and I would start a new car company with one car that would revolutionize the world, Japan probably would not be the best place to start.”
...
[Moi ici: Dedicado aos Jerónimo e Martins] What Trump wants is not more exports, but fewer imports. He wants a closed market America, behind a wall with Mexico, and a 20% border tax, on top of the already onerous 25% “chicken tax” on light trucks, a market already ringed by non-tariff regulatory barriers only the big automakers can afford to scale. With that, the U.S. auto industry will lose its global competitiveness. Walls do that.[Moi ici: Leu isso aí Brasil?]

Ler também "Why GM struggles in Japan"

Curiosidade do dia

Entregues a isto:

Interessados?

Em processo de mudança de um paradigma da minha actividade profissional baseado em Estarreja para um novo baseado na zona do Porto-Gaia, procuro eventuais interessados em parceria para aluguer conjunto de espaço que possa funcionar como escritório para ambas as partes.

Interessados?

Que raio de sistema de gestão...

"You need a progressive segmentation! One-size-fits-all approaches are a waste of time. They mean that you overprice people who don't want to pay for your products and services and that you undercharge people who are deriving considerable value from what you do. You don't know the difference, and that is wasteful and costly. Having a segmentation built around geography and size is not much better, because these distinctions don't reveal much from a value perspective. You need end-user, needs-based segmentation."

Recordar:

• "É o que te chateia, é o que te cria desconforto no trabalho"
• Intercom on Jobs-to-be-Done (parte IV)
• Intercom on Jobs-to-be-Done (parte III)
• JTBD e estratégia
• Intercom on Jobs-to-be-Done (parte I)

Matéria-prima para reler durante viagem de comboio, para preparar sessão de kickoff de um novo projecto de transição ISO 9001:2015.

A transição ISO 9001:2015 na sua empresa não abordou o tema dos clientes-alvo ou do JTBD, ou da segmentação? Não? Que raio de sistema de gestão é que a sua empresa tem?

Trechos retirados de "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value" de Stephan M. Liozu.

Uma novela sobre Mongo (parte XIX)

 Parte I, parte II, parte III, parte IV, parte V, parte VI, parte VII, parte VIII, parte IX, parte X, parte XI, parte XII, parte XIII, parte XIV, parte XV, parte XVI, XVII e XVIII.

Um tema super-fascinante é aquele que há anos aqui no blogue designamos por "é meter código nisso":

"Product = computer Once technology is so low cost that it’s disposable, it’s only natural for it to appear in disposable everyday products that, when they get thrown in the bin, the technology inside them goes in the trash too.
...
Smart computing on everyday devices will be as common as barcodes are now because barcodes will be replaced by these devices. But they will be more common, because these sensors will appear in products and places the barcode never infiltrated. At this point we’ll live in a world where the computer and the everyday product merge. It’s even foreseeable to have disposable screens on the backs of cereal packets. Packaged goods will equal computers."

Dois exemplos entre vários que o livro refere são:

"In the bathroom. I wake up and I brush my teeth. My new Oral-B toothbrush has a sensor in it — remember that products are computers now so I make sure that I brush my teeth for the required two minutes as recommended by Oral-B. But why would I do that? Because my dental plan gives me a 20 per cent discount, which is $300 a year if I do this in virtual currency. This is awesome for me because I get money and good oral hygiene. And my dental plan provider is happy because I’m a good customer due to my reduced medical risk. Oral-B are happy because I use my toothbrush more often and need a new one sooner. [Moi ici: Um ecossistema - pessoa, fornecedor da escova, companhia de seguros ou SNS] The sensor only works for three months (which is the recommended life of a manual toothbrush) so they get increased purchase frequency."

E:

"Health and fitness. It’s lunch time and I want to make sure I go for a run with my new geo-tracker-installed running shoes. I do this because I only get a new pair for free twice a year from my health insurance provider if I jog for 10 minutes at least three times a week. My health-insurance provider loves me for this because the biggest killer of middle-aged men such as me is cardiovascular disease. Every time I exercise, I’m reducing my risk to them. They’ve worked out an algorithm that calculates the reduced insurance payout per customer on calories burned and kilometres moved and the dollar cost of that reduction. I get free shoes (paid for by my health insurer), the sports shoe manufacturer sells more product and the insurance provider reduces its risk. Win, win, win."[Moi ici: Outro ecossistema]

Acerca da Educação em Mongo

Ontem o @walternatez no Twitter remeteu-me para este artigo "Why Apprenticeships Are Taking Off".

Uma feliz coincidência com a leitura matinal de "Mass Customization and Personalization in Education and Training" e em linha com o que costumo escrever acerca do futuro da escola em Mongo. Voltaremos a modelos do século XIX onde os empregadores financiarão a formação dos seus trabalhadores porque a formação em massa do século XX será cada vez mais incapaz de motivar e preparar gente para um mundo cada vez mais heterogéneo.

"“ … we transformed education into mass production at around the time we invented mass production of industrial goods. Perhaps at the time, it was sufficient to learn the three “Rs” in order to lead a useful life, perhaps it was just the mass number of people that had to pass through the educational mill. In any  case, when we democratized learning, we lost something as well as gained quite a lot. … The problem is that we now require more than basics in order to function in society. The jobs are more intellectually challenging, and the terrain is shifting too rapidly. You won’t work in the same job for a lifetime almost no matter what you do. … We have the technologies to expedite individuality again. The real question is whether we can transform the teaching environment from factory work to tutoring. That is a complicated social and personal issue.”
.
In the new paradigm, learning should be individualized, localized, and globalized with aims to create unlimited opportunities for students’ life long learning and for development of their contextualized multiple intelligence (CMI). Student is the centre of education. [Moi ici: Aqui sorrio ao recordar a faculdade que mudou o plano de cursos em 2015 e continua a não dar programação em Android, que é o que o mercado procura avidamente, para não deixar professores sem fazer nada. Por isso, continua a ensinar linguagens ultrapassadas] Students’ learning should be facilitated to meet their needs and personal characteristics, and develop their potentials particularly CMI in an optimal way. Students can be self- motivated and self- learning with appropriate guidance and facilitation, and learning is a self-actualizing, discovering, experiencing, and reflecting process." 

Quanto à falta de sex-appeal destes cursos, basta que mais estórias reais sejam divulgadas (como esta).

"“There is a stigma with this in the United States,” Kobes says, “in part by past practices of taking poorer and minority kids out of school and making them go to vocational school.”
.
In Europe, apprenticeships are so widespread, they’re not seen as a lesser choice. In fact, the average age of someone entering an apprenticeship in Europe is 17, says Seleznow, compared with 28 in the United States."[Moi ici: Cá em Portugal é mais comum ouvir nos meios de comunicação social gente que está contra este modelo pois, supostamente, para eles o ideal é todos saírem da escola com o mesmo percurso escolar]

Curiosidade do dia

Um cromo, "Mário Centeno: "Regresso às 35 horas não aumentou custos globais" com pessoal", com quem terá feito Matemáticas?

No entretanto: "Saúde reportou custo de 90 ME com 35 horas. Finanças apuram aumento de 19 ME"

Daí "Como fabricar um défice"

BTW, em Espanha os tótós precisam lá de um Centeno, "La reducción de jornada a 35 horas a los funcionarios de Andalucía y Castilla y León costaría 700 millones"

BTW2, recordar o que aqui se escreveu sobre os fragilistas: "Portugal pode estar em sarilhos em 2017"

O passado não é tão imutável como parece

Descobri a conta de Kevin Dulle no Twitter (@IdeaFreak) onde encontrei esta imagem:

E como um seixo atirado a um lago, o que ficou a ondular na minha mente foi aquele:

Talvez seja impossível mudar o passado e o que nos aconteceu.

No entanto, é sempre possível mudar a nossa interpretação sobre o que nos aconteceu. É sempre possível rever os acontecimentos e reinterpretá-los à luz do que entretanto aprendemos e vivemos.

Estou a lembrar-me, por exemplo, do funcionário que caiu no desemprego com o encerramento da fábrica que o empregava e que se viu obrigado a alargar a sua zona de conforto, sendo hoje empresário numa PME de sucesso. Estou a lembrar-me também da novata que caiu no desemprego para proteger o lugar dos mais antigos e que se transformou em empresária de sucesso.

"para fugir à erosão da competitividade"

Talvez a sua empresa possa precisar de um destes conselhos sobre alternativas estratégicas a seguir para fugir à erosão da competitividade:

" six specific strategies for breaking away and staying ahead of the pack, and I believe every business owner should implement at least one of these on a quarterly basis:
...
1. Target customers poorly served by current offerings.
The new strategy here is to focus on unmet new customer needs, rather than enhancing the offering you have -- product, price, promotion, and place (4Ps).
.
Competitors generally attack you on the 4Ps, so you need to find new territory like a cat, rather than rely only on dogfight survival.
.
2. Focus on different performance attributes.
Another strategy is to find new performance attributes that relate to unmet consumer needs, and lead your message with these. This is called breakout positioning, rather than mimicking competitors.
...
3. Substantially change the what, where, and how.
This strategy is called breakaway positioning, since it is intended to redefine how consumers see the product, by borrowing features drawn from an entirely different product category.
...
4. Use disruptive technologies to alter the value chain.
This powerful strategy is often called the Blue Ocean strategy, meant to conjure up the image of uncharted open waters rather than bloody red oceans with sharks fighting.
...
5. Expand the market to new domains.
New domains would include attracting business customers as well as individuals, taking your online business into retail, and diving into verticals.
.
This strategy opens up new growth opportunities without the dogfight of taking territory away from existing competitors. It also forces you into new innovative thinking.
.
6. Plan to disrupt your own business regularly.
Before the inevitable dogfights have diminished your growth and profitability, and sapped your resources, rally the business with a new "big bang" disruptive initiative, like Apple's highly successful iPad disrupted their own personal computer offerings."

Trechos retirados de "There's a Holy Grail of Long-Term Growth. Here's How to Achieve It"