Pessoas de algumas empresas exportadoras com quem tenho falado transmitem-me alguma preocupação face aos próximos meses... dizem-me que o primeiro semestre de 2011 foi melhor do que o homólogo de 2010. No entanto, pressentem nas encomendas um segundo semestre de 2011 mais pessimista.
.
Em linha com "Recession Warning in Europe’s Periphery" (o 1º gráfico esclarece tudo...):
.
"“The Eurozone recovery lost almost all of its momentum in July, recording the weakest growth since August 2009 when the recovery first began. Excluding the financial crisis, the July survey was the most downbeat since the Iraq war in 2003, and consistent with a flat trend in quarterly gross domestic product."
.
E tendo em conta isto:
.
"As Ken Rogoff and Carmen Reinhart noted in their book This Time It’s Different, “Overt domestic default tends to occur only in times of severe macroeconomic distress.” The most likely window for a Greek (or other Euro-nation) default will be at a point when France and Germany are experiencing economic downturns sufficient to douse the political will to bail out their neighbours at a cost to their own citizens”. (Moi ici: Atenção à França)
.
As coisas vão aquecer mesmo... excepto para os panglossianos da treta.
quinta-feira, julho 28, 2011
Austrian Economics e comentários à luz de Service-Dominant Logic
"Menger insists throughout his work that value is essentially subjective, and that therefore economics must be in the main a subjective science. Goods have no inherent value in themselves. They are valued because they help to satisfy some human want or need."
.
Não, não é um texto sobre service-dominant logic.
...
"in a given community the exchange value of a given increment of each good will be determined by the relation between its total available quantity and the intensity of the human need or want that it fills."
...
"Thus while the classical Ricardian doctrine held that the "normal" value of consumption goods was determined by their "cost of production," the Austrian doctrine holds that the "cost of production" itself is ultimately determined by the value of consumption goods.
.
These two doctrines can be partly reconciled in the statement that though what a good has cost to produce cannot directly determine its value, what it will cost to produce determines how much of it will continue to be made. It is the limit that cost of production puts upon the total quantity of a good produced that determines its marginal value and therefore its market price."
...
Agora algo que a service-dominant logic já ultrapassou com a subordinação da troca à experiência durante o uso.
.
"To return to Menger: His Principles of Economics next presents a "theory of exchange." In this he points out that men do not buy from or sell to or exchange with each other merely because of a "propensity of men to truck and barter," as implied by Adam Smith, but because each man seeks to maximize his satisfactions (Moi ici: maximize or satisfice?) by exchanging what he values less for what he values more. In this way the satisfaction of all is increased. Exchange is thus an integral part of the whole process of production. (Moi ici: E para lá da troca, não esquecer a experiência do valor durante o uso ) What is being produced is value. (Moi ici: Aqui também há contribuições importantes da service-dominant logic como ilustra esta figura sobre produção versus co-criação de valor) Menger's whole theory of price, to repeat, is developed on the basis of "the subjective character of value.""
...
E, para terminar uma referência à treta da macroeconomia neo-clássica:
.
"Now "general equilibrium" is defined by these economists (when it ever is) in highly abstract and obscure phrases; but for laymen it might be defined as a condition in which all the tens of thousands or millions of commodities and services are being turned out in the exact quantities and proportions in which they are relatively wanted by producers or consumers, so that there are no "shortages" or "surpluses." All prices reflect costs, and there is no more profit in making one commodity than any other. (In fact, there is no "pure" profit at all.) These economists admit that at any moment this condition does not exist, but they contend that there is a constant long-run tendency toward equilibrium, because when there is an unusual profit in turning out some one product, producers will turn out more of it, and when there is a loss in turning out some other product, producers will make less of it, or transfer to making something else.
.
The concept itself is extremely nebulous. Neoclassical economists seem obsessed today with setting up complicated algebraic equations stipulating the conditions of equilibrium or functional relations under "perfect competition" and the like, but it is difficult to specify precisely what their x's and y's stand for. They cannot refer to physical quantities, because you cannot add apples to horses, or a ton of gold watches to a ton of sand. One might add or compare quantities times prices, but what would be the meaning of the total, or any of the parts that make it up? The price, even of one commodity, differs from hour to hour, place to place, and transaction to transaction. The value of the currency itself fluctuates and constantly changes its exchange ratio with commodities. If we simply add or compare "values," then we must recognize that values are purely subjective. They are impossible to measure or to total because they differ with each individual.
If we pass over these fundamental difficulties, where do we arrive? Even if we assume that there may be a persistent long-run tendency toward general equilibrium, we must admit that there is also a persistent short-run and long-run tendency toward the persistence of disequilibrium.
This is not only because there is a tendency of entrepreneurs, in increasing or reducing production in response to market and profit signals, to overshoot the mark, but because individual entrepreneurs, so far from making merely automatic responses, are constantly gaining new knowledge, alert to new opportunities, changing methods and reducing production costs, improving products, innovating — turning out entirely new products or inventions. And consumers too are constantly learning, changing tastes, and demanding new products to meet new wants. So Austrian economists seldom speak of market equilibrium, but of the market process."
.
Trechos retirados de "Understanding "Austrian" Economics"
.
BTW "For Love of Laissez-Faire"
.
Não, não é um texto sobre service-dominant logic.
...
"in a given community the exchange value of a given increment of each good will be determined by the relation between its total available quantity and the intensity of the human need or want that it fills."
...
"Thus while the classical Ricardian doctrine held that the "normal" value of consumption goods was determined by their "cost of production," the Austrian doctrine holds that the "cost of production" itself is ultimately determined by the value of consumption goods.
.
These two doctrines can be partly reconciled in the statement that though what a good has cost to produce cannot directly determine its value, what it will cost to produce determines how much of it will continue to be made. It is the limit that cost of production puts upon the total quantity of a good produced that determines its marginal value and therefore its market price."
...
Agora algo que a service-dominant logic já ultrapassou com a subordinação da troca à experiência durante o uso.
.
"To return to Menger: His Principles of Economics next presents a "theory of exchange." In this he points out that men do not buy from or sell to or exchange with each other merely because of a "propensity of men to truck and barter," as implied by Adam Smith, but because each man seeks to maximize his satisfactions (Moi ici: maximize or satisfice?) by exchanging what he values less for what he values more. In this way the satisfaction of all is increased. Exchange is thus an integral part of the whole process of production. (Moi ici: E para lá da troca, não esquecer a experiência do valor durante o uso ) What is being produced is value. (Moi ici: Aqui também há contribuições importantes da service-dominant logic como ilustra esta figura sobre produção versus co-criação de valor) Menger's whole theory of price, to repeat, is developed on the basis of "the subjective character of value.""
...
E, para terminar uma referência à treta da macroeconomia neo-clássica:
.
"Now "general equilibrium" is defined by these economists (when it ever is) in highly abstract and obscure phrases; but for laymen it might be defined as a condition in which all the tens of thousands or millions of commodities and services are being turned out in the exact quantities and proportions in which they are relatively wanted by producers or consumers, so that there are no "shortages" or "surpluses." All prices reflect costs, and there is no more profit in making one commodity than any other. (In fact, there is no "pure" profit at all.) These economists admit that at any moment this condition does not exist, but they contend that there is a constant long-run tendency toward equilibrium, because when there is an unusual profit in turning out some one product, producers will turn out more of it, and when there is a loss in turning out some other product, producers will make less of it, or transfer to making something else.
.
The concept itself is extremely nebulous. Neoclassical economists seem obsessed today with setting up complicated algebraic equations stipulating the conditions of equilibrium or functional relations under "perfect competition" and the like, but it is difficult to specify precisely what their x's and y's stand for. They cannot refer to physical quantities, because you cannot add apples to horses, or a ton of gold watches to a ton of sand. One might add or compare quantities times prices, but what would be the meaning of the total, or any of the parts that make it up? The price, even of one commodity, differs from hour to hour, place to place, and transaction to transaction. The value of the currency itself fluctuates and constantly changes its exchange ratio with commodities. If we simply add or compare "values," then we must recognize that values are purely subjective. They are impossible to measure or to total because they differ with each individual.
If we pass over these fundamental difficulties, where do we arrive? Even if we assume that there may be a persistent long-run tendency toward general equilibrium, we must admit that there is also a persistent short-run and long-run tendency toward the persistence of disequilibrium.
This is not only because there is a tendency of entrepreneurs, in increasing or reducing production in response to market and profit signals, to overshoot the mark, but because individual entrepreneurs, so far from making merely automatic responses, are constantly gaining new knowledge, alert to new opportunities, changing methods and reducing production costs, improving products, innovating — turning out entirely new products or inventions. And consumers too are constantly learning, changing tastes, and demanding new products to meet new wants. So Austrian economists seldom speak of market equilibrium, but of the market process."
.
Trechos retirados de "Understanding "Austrian" Economics"
.
BTW "For Love of Laissez-Faire"
A orgia alavancou isto
"Construtoras nacionais sobem no ranking das maiores na Europa"
.
3 empresas entre o top 50 europeu ... fará sentido?
.
Agora o que me deixou água na boca foi este sublinhado:
.
"Nas vinte maiores empresas europeias – nas quais se contam grupos franceses, alemães, espanholas, britânicos, suecos, um holandês, um austríaco e um finlandês – cerca de metade o total das vendas já é conseguido em contexto internacional.
...
Há ainda entre este grupo das 20 maiores nove empresas em que metade do seu volume de negócios já é conseguido com base em actividade fora do sector da construção."
.
Não sei porquê, sem ironia, lembrei-me logo the Al "Chainsaw" Dunlap...
.
3 empresas entre o top 50 europeu ... fará sentido?
.
Agora o que me deixou água na boca foi este sublinhado:
.
"Nas vinte maiores empresas europeias – nas quais se contam grupos franceses, alemães, espanholas, britânicos, suecos, um holandês, um austríaco e um finlandês – cerca de metade o total das vendas já é conseguido em contexto internacional.
...
Há ainda entre este grupo das 20 maiores nove empresas em que metade do seu volume de negócios já é conseguido com base em actividade fora do sector da construção."
.
Não sei porquê, sem ironia, lembrei-me logo the Al "Chainsaw" Dunlap...
quarta-feira, julho 27, 2011
Relíquia
Ao final da manhã, ao regressar de S João da Madeira, perto de casa tenho de ultrapassar um ...
... carro de bois.
Nunca esquecer a missão
A propósito de ""Benchmarking" em cuidados de saúde primários" algumas questões:
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Um cidadão está "condenado" a frequentar uma USF ou pode escolher?
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Se um cidadão não pode escolher...
.
Balanced scorecard tem a palavra balanceado, a palavra equilibrado por algum motivo.
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Com uma aposta exclusiva na eficiência os "condenados" que se danem. Podem-me responder:
.
"Também vamos medir a satisfação dos utentes"
.
Mas se os utentes não podem mudar... não lhes adianta nada.
.
Num balanced scorecard para organizações públicas sem fins lucrativos, na base está o cumprimento do orçamento, está a eficiência. No topo, está a missão da organização!
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Uma organização eficiente que não cumpre a sua missão está a cavar a sua sepultura. Basta chegar ao poder um Raul Castro que é logo cortada... e não terá ninguém na rua a lutar por ela.
.
Um cidadão está "condenado" a frequentar uma USF ou pode escolher?
.
Se um cidadão não pode escolher...
.
Balanced scorecard tem a palavra balanceado, a palavra equilibrado por algum motivo.
.
Com uma aposta exclusiva na eficiência os "condenados" que se danem. Podem-me responder:
.
"Também vamos medir a satisfação dos utentes"
.
Mas se os utentes não podem mudar... não lhes adianta nada.
.
Num balanced scorecard para organizações públicas sem fins lucrativos, na base está o cumprimento do orçamento, está a eficiência. No topo, está a missão da organização!
.
Uma organização eficiente que não cumpre a sua missão está a cavar a sua sepultura. Basta chegar ao poder um Raul Castro que é logo cortada... e não terá ninguém na rua a lutar por ela.
Segmentação retrospectiva dos clientes
Ontem, durante mais uma viagem de comboio, tive oportunidade de ler "Segmentation based on customer profitability - retrospective analysis of retail bank customer bases" Journal of Marketing Management, (1997) 13(5), 479-492 de Kaj Storbacka.
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O artigo apresenta várias formas de segmentar clientes actuais com base numa análise retrospectiva.
.
"it is increasingly difficult to build marketing activities on the notion of a market. The "markets" are fragmenting rapidly and we are moving towards a time when the only relevant segment is the individual customer. (Moi ici: Olhar olhos nos olhos gente de carne e osso em vez de enganadores fantasmas estatísticos) Taking a genuinely customer oriented view on marketing changes many of the fundamental marketing assumptions and thus marketing in itself changes."
...
"The proportion of profitable customers obviously varies among providers. Cooper and Kaplan (I991) suggest that, in certain industrial markets, 20% of the customer relationships stand for 225% of the total customer base profitability." (Moi ici: E na sua empresa? Qual a % de clientes que têm dado prejuízo e nunca darão lucro?)
.
O artigo começa com um exemplo de segmentação retrospectiva com base no critério mais simples: o volume de vendas:
.
"It is also interesting to note that the customers with RV between 50.000 and 250.000 represent about 20% of the customer base and stand for approximately 90% of total customer base profitability. Hence, these groups can be argued to be the most important ones. This does not, however, indicate that the customers in these groups as individuals are the most important ones. An average customer, in the highest Relationship Volume group, contributes more than 25 times the profitability of an average customer in the group 25.000-49.999, more than eight times the profitability of an average customer in the group 50.000-99.999, about five times the profitability of an average customer in the group 100.000-249.999, and about threefold the profitability of an average customer in the group 250.000-499.999. The average profitability of customers in the small volume groups that are unprofitable is just a few hundred negative. As almost 50% of all customers, are in these groups, and as it is not possible to increase volume-based revenue (without increasing volume) it could indicate that just a small increase in the average fee-based revenue could have a major impact on the total profitability of the customer base.
. As a conclusion, we note that even the simplest way of segmenting customer bases provides powerful insights in the configuration of customer relationships and creates a foundation for strategic development of products and pricing mechanisms."
.
Outros indicadores usados no artigo para segmentar clientes:
.
O artigo apresenta várias formas de segmentar clientes actuais com base numa análise retrospectiva.
.
"it is increasingly difficult to build marketing activities on the notion of a market. The "markets" are fragmenting rapidly and we are moving towards a time when the only relevant segment is the individual customer. (Moi ici: Olhar olhos nos olhos gente de carne e osso em vez de enganadores fantasmas estatísticos) Taking a genuinely customer oriented view on marketing changes many of the fundamental marketing assumptions and thus marketing in itself changes."
...
"The proportion of profitable customers obviously varies among providers. Cooper and Kaplan (I991) suggest that, in certain industrial markets, 20% of the customer relationships stand for 225% of the total customer base profitability." (Moi ici: E na sua empresa? Qual a % de clientes que têm dado prejuízo e nunca darão lucro?)
.
O artigo começa com um exemplo de segmentação retrospectiva com base no critério mais simples: o volume de vendas:
.
"It is also interesting to note that the customers with RV between 50.000 and 250.000 represent about 20% of the customer base and stand for approximately 90% of total customer base profitability. Hence, these groups can be argued to be the most important ones. This does not, however, indicate that the customers in these groups as individuals are the most important ones. An average customer, in the highest Relationship Volume group, contributes more than 25 times the profitability of an average customer in the group 25.000-49.999, more than eight times the profitability of an average customer in the group 50.000-99.999, about five times the profitability of an average customer in the group 100.000-249.999, and about threefold the profitability of an average customer in the group 250.000-499.999. The average profitability of customers in the small volume groups that are unprofitable is just a few hundred negative. As almost 50% of all customers, are in these groups, and as it is not possible to increase volume-based revenue (without increasing volume) it could indicate that just a small increase in the average fee-based revenue could have a major impact on the total profitability of the customer base.
.
Outros indicadores usados no artigo para segmentar clientes:
- profitability based segmentation
- segmentation based on relatioship volume and customer relatioship profitability
E voltamos sempre ao nosso alicerce: quem são os clientes-alvo? Quem são os clientes que merecem todo o investimento? E quem são os que nos colocam numa relação ganhar-perder? Não esquecer os números de Jonathan Byrnes
terça-feira, julho 26, 2011
Again, repit with me: Value is a feeling, not a calculation
Uma vez mais Greg Satell nails it com "4 Things to Know About Brand Value":
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"brands are conceptual. They allow us to dream, to think of things other than logistics and pricing and firing people. Reflecting on brands help us escape from the drudgery of work." (Moi ici: As marcas fogem à matematização... mas não as marcas ôcas, porque se tornaram ôcas, porque se radioclubeportuguisaram, e já só são um nome, uma carcaça exterior. Sim as marcas que continuam a queimar as pestasnas a arranjar formas de surpreender os potenciais clientes)
.
"1. A Brand is a Promise
.
From an evolutionary perspective, emotions helped us remember what was important. When we saw a rustle in the bushes and our best friend got eaten by a lion, it was important to be able to remember the incident without repetition (a luxury man eating lions are unlikely to grant).
That’s why as much as we would like to think otherwise, decision making tends to be driven by emotions rather than rationality. Great brands are built through emotional associations."
.
E como é que isso acontece na sua empresa? É deixado ao acaso ou é desenhado?
.
"brands are conceptual. They allow us to dream, to think of things other than logistics and pricing and firing people. Reflecting on brands help us escape from the drudgery of work." (Moi ici: As marcas fogem à matematização... mas não as marcas ôcas, porque se tornaram ôcas, porque se radioclubeportuguisaram, e já só são um nome, uma carcaça exterior. Sim as marcas que continuam a queimar as pestasnas a arranjar formas de surpreender os potenciais clientes)
.
"1. A Brand is a Promise
Usually when people think about brands they think about logos and marketing slogans, but a brand is much more than that. ... brand value is the value of promises made and kept." (Moi ici: Actualmente ando com outra ideia na cabeça. E quando compramos um artigo que saiu melhor do que a encomenda? E quando compramos um artigo e, com o começo do uso, o valor que lhe atribuímos continua a crescer? O potencial de valor que o fabricante podia capturar ainda mais... e, como já escrevi aqui no blogue e comentava com um empresário esta semana, é tão comum os empresários portugueses subestimarem-se... não apostam na comunicação, no marketing e, depois, são como Figos que morrem a jogar no Pastilhas para sempre... ou pior, jogam no Pastilhas e outros é que capturam o valor)
...
"2. Brands Have Tangible Value
There is a reason that companies spend billions of dollars every year to make promises and go to such great lengths to keep them: Money. Cold hard cash. Moolah and lots of it!"
...
"4. Emotions Build Brands
While brands are financial entities, they are built through emotions. As I wrote in an earlier post, emotions are like a little yellow highlighter in our brains. They’re powerful because they bypass the rational center in our forebrains and go straight to embedding themselves in our brain’s synaptic pathways..
From an evolutionary perspective, emotions helped us remember what was important. When we saw a rustle in the bushes and our best friend got eaten by a lion, it was important to be able to remember the incident without repetition (a luxury man eating lions are unlikely to grant).
That’s why as much as we would like to think otherwise, decision making tends to be driven by emotions rather than rationality. Great brands are built through emotional associations."
.
E como é que isso acontece na sua empresa? É deixado ao acaso ou é desenhado?
Não é armadilhar, é criar harmonia, é construir uma sinfonia...
Ao identificar os intervenientes num potencial mercado que queremos criar, temos de pensar na proposta de valor para os clientes directos, os distribuidores na figura...
também temos de pensar numa proposta de valor para os compradores (clientes dos clientes), numa proposta de valor para os utilizadores e outra, ainda, para os influenciadores.
.
Ou seja, temos de criar um alinhamento, uma sinfonia de propostas de valor que crie um mercado em que todos tenham algo a ganhar. A esse conjunto de propostas de valor podemos chamar de... proposta de mercado para criar uma nova configuração do mercado.
.
Pois é essa a proposta de Storbacka e Nenonen em "Scripting markets: From value propositions to market propositions" publicado por Industrial Marketing Management Volume 40, Issue 2, February 2011, Pages 255-266. Um excelente artigo:
.
"markets are socially constructed, subjective realities that can be altered by different actors in the market.
...
economic action is embedded in networks of social relationships and that markets are socially constructed
...
This paper builds on the foundational propositions of the S-D logic and takes as its starting point the following assumptions: (1) markets consist of networks of market actors, (2) markets are social constructions co-created by market actors, and (3) markets are resource integrators aiming at the co-creation of value.
...
organizations “produce” the environments to which they respond, through their actions and selective attention, Brooks (1995) claim that “enacted markets” are outcomes of prior transactions between actors. Thus, the market is defined by the already established relationships and this “structure” form mental barriers against other perceptions of the market. (Moi ici: Esta a maior barreira que se pode enfrentar. A barreira criada pelo nosso próprio cérebro.)
...
Market practices are defined as the interactions between market actors within a market configuration
...
markets cannot be seen as given constructions where actors compete for positions. The focal actor can, hence, make subjective market definitions and attempt to influence other to share this definition (create a “shared social construction”), i.e. the actor engages in market making.
...
Scripting markets – making market propositions
Market scripting can be defined as the conscious activities conducted by a market actor in order to alter the current market configuration in its favour. Central to market scripting is the subjective motive of the focal actor to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. (Moi ici: Aqui entra a capacidade de calçar os sapatos do outro... algo de muito pouco português. É preciso ir para além do momento da troca entre cliente e fornecedor e visualizar a vida do cliente, e visualizar as experiências que se podem influenciar nessa vida... é preciso pensar em Brandenburger e Nalebuff e nas relações ganhar-ganhar que se podem criar. Como criar um mercado em que todos os actores estão em sintonia com a nossa empresa?)
...
The concept of market scripting asks for an enlargement of the idea proposed by Vargo and Lusch (2004), re-phrased as “the enterprise cannot deliver value, but only offer value propositions” in Vargo and Lusch (2008). As value is increasingly co-created in networks, in market practices participated by several actors, the argument could be that “the firm offers market propositions”, signifying that successful firms need to offer their view on how the market should be configured and engage actors in collective sensemaking activities aimed at creating a shared market view. (Moi ici: Isto é poesia... pura poesia)
...
We define market propositions as resource integration promises: the scripting actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible.
...
A key objective of configurations is to create harmony, consonance, or fit between configurative elements. Elements of a configuration interact if the value of one element depends on the presence of the other element; reinforce each other if the value of each element is increased by the presence of the other element; and are independent if the value of an element is independent of the presence of another element.
...
Several different market configurations may be effective, as long as the elements reinforce each other in order to achieve a high degree of configurational fit, achieved when the resource and capability density maximizes the network’s aggregated value creation.
...
markets develop and change by influencing market configurations
...
firms are increasingly engaged in complex market configurations where the alignment of market views becomes central for success. Firms, hence, need to offer market propositions: offer their view on how the market should be configured and engage actors in activities aimed at creating a shared market view. Market propositions are in essence resource integration promises: the focal actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible. (Moi ici: Isto é jogar o jogo num novo nível... and I love this game)
.
We labelled the practice of making market propositions market scripting, and defined it as the scripting actor’s activities aimed a altering an extant market configuration: to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. Market scripting mechanisms are based on the performativity of all the configurative elements."
.
É mesmo isto!!!
.
Claro que nem todos os clientes, ou intervenientes a jusante poderão fazer parte do jogo, só os que estiverem preparados para alinhar porque vão ganhar.
.
Ou seja, temos de criar um alinhamento, uma sinfonia de propostas de valor que crie um mercado em que todos tenham algo a ganhar. A esse conjunto de propostas de valor podemos chamar de... proposta de mercado para criar uma nova configuração do mercado.
.
Pois é essa a proposta de Storbacka e Nenonen em "Scripting markets: From value propositions to market propositions" publicado por Industrial Marketing Management Volume 40, Issue 2, February 2011, Pages 255-266. Um excelente artigo:
.
"markets are socially constructed, subjective realities that can be altered by different actors in the market.
...
economic action is embedded in networks of social relationships and that markets are socially constructed
...
This paper builds on the foundational propositions of the S-D logic and takes as its starting point the following assumptions: (1) markets consist of networks of market actors, (2) markets are social constructions co-created by market actors, and (3) markets are resource integrators aiming at the co-creation of value.
...
organizations “produce” the environments to which they respond, through their actions and selective attention, Brooks (1995) claim that “enacted markets” are outcomes of prior transactions between actors. Thus, the market is defined by the already established relationships and this “structure” form mental barriers against other perceptions of the market. (Moi ici: Esta a maior barreira que se pode enfrentar. A barreira criada pelo nosso próprio cérebro.)
...
Market practices are defined as the interactions between market actors within a market configuration
...
markets cannot be seen as given constructions where actors compete for positions. The focal actor can, hence, make subjective market definitions and attempt to influence other to share this definition (create a “shared social construction”), i.e. the actor engages in market making.
...
Scripting markets – making market propositions
Market scripting can be defined as the conscious activities conducted by a market actor in order to alter the current market configuration in its favour. Central to market scripting is the subjective motive of the focal actor to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. (Moi ici: Aqui entra a capacidade de calçar os sapatos do outro... algo de muito pouco português. É preciso ir para além do momento da troca entre cliente e fornecedor e visualizar a vida do cliente, e visualizar as experiências que se podem influenciar nessa vida... é preciso pensar em Brandenburger e Nalebuff e nas relações ganhar-ganhar que se podem criar. Como criar um mercado em que todos os actores estão em sintonia com a nossa empresa?)
...
The concept of market scripting asks for an enlargement of the idea proposed by Vargo and Lusch (2004), re-phrased as “the enterprise cannot deliver value, but only offer value propositions” in Vargo and Lusch (2008). As value is increasingly co-created in networks, in market practices participated by several actors, the argument could be that “the firm offers market propositions”, signifying that successful firms need to offer their view on how the market should be configured and engage actors in collective sensemaking activities aimed at creating a shared market view. (Moi ici: Isto é poesia... pura poesia)
...
We define market propositions as resource integration promises: the scripting actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible.
...
A key objective of configurations is to create harmony, consonance, or fit between configurative elements. Elements of a configuration interact if the value of one element depends on the presence of the other element; reinforce each other if the value of each element is increased by the presence of the other element; and are independent if the value of an element is independent of the presence of another element.
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Several different market configurations may be effective, as long as the elements reinforce each other in order to achieve a high degree of configurational fit, achieved when the resource and capability density maximizes the network’s aggregated value creation.
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markets develop and change by influencing market configurations
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firms are increasingly engaged in complex market configurations where the alignment of market views becomes central for success. Firms, hence, need to offer market propositions: offer their view on how the market should be configured and engage actors in activities aimed at creating a shared market view. Market propositions are in essence resource integration promises: the focal actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible. (Moi ici: Isto é jogar o jogo num novo nível... and I love this game)
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We labelled the practice of making market propositions market scripting, and defined it as the scripting actor’s activities aimed a altering an extant market configuration: to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. Market scripting mechanisms are based on the performativity of all the configurative elements."
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É mesmo isto!!!
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Claro que nem todos os clientes, ou intervenientes a jusante poderão fazer parte do jogo, só os que estiverem preparados para alinhar porque vão ganhar.
Inovação e Mongo de braço dado
Ontem falei ao telefone com alguém que vai achar este artigo uma alma gémea do projecto de projecto que a move neste momento:
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"Quirky: The Solution to the Innovator's Dilemma"
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"Quirky: The Solution to the Innovator's Dilemma"
Amor à terra
Ontem estive em Guimarães.
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Em qualquer café da região de Guimarães há uma presença constante:
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Em qualquer café da região de Guimarães há uma presença constante:
Têm mesmo de mudar de vida
Em 1983, aquando da intervenção do FMI, foram pedidos sacrifícios aos portugueses e às empresas.
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Com a adesão à, então, CEE e com a globalização...
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Em 2011, com a intervenção do FMI, já só estão a ser pedidos sacrifícios aos portugueses.
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Mas o caminho está traçado:
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"Estrangeiros vão-se embora e levam o dinheiro na mala"
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"Emigração anual 1850-2008"
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Com a adesão à, então, CEE e com a globalização...
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Em 2011, com a intervenção do FMI, já só estão a ser pedidos sacrifícios aos portugueses.
.
Mas o caminho está traçado:
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"Estrangeiros vão-se embora e levam o dinheiro na mala"
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"Emigração anual 1850-2008"
Temos o que construímos
Enquanto por cá a sanha nunca mais abranda:
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"Os apanhadores de cogumelos silvestres que se dedicam à sua comercialização vão ser, a breve prazo, obrigados a ter uma carta de apanhador."
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Na Índia:
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"The flowering of these industrial bases can be traced to the early 1990s. That is when a financial crisis forced Indian policy makers to slough off socialist policies known as the “licenses raj,” which tightly regulated industrial production and kept foreign competition out. The changes let businesses set up factories based on market demand and allowed foreigners to invest in India, exposing domestic companies to greater competition."
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Temos o que construímos.
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Trecho retirado de "Manufactured Goods Lead Surge in Indian Exports"
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"Os apanhadores de cogumelos silvestres que se dedicam à sua comercialização vão ser, a breve prazo, obrigados a ter uma carta de apanhador."
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Na Índia:
.
"The flowering of these industrial bases can be traced to the early 1990s. That is when a financial crisis forced Indian policy makers to slough off socialist policies known as the “licenses raj,” which tightly regulated industrial production and kept foreign competition out. The changes let businesses set up factories based on market demand and allowed foreigners to invest in India, exposing domestic companies to greater competition."
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Temos o que construímos.
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Trecho retirado de "Manufactured Goods Lead Surge in Indian Exports"
segunda-feira, julho 25, 2011
It's the relationship, stupid
Este fim-de-semana o Aranha ligou-me para contar uma sucessão de experiências positivas que tem tido com funcionários da Worten, que o têm ajudado a fazer compras através de autêntica consultoria de compra.
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Contei-lhe como não tenho tido a mesma sorte. Nem com a Worten, nem com a Staples (parece-me um caso perdido. Não basta a simpatia dos funcionários se a empresa falha nos seus processos), nem com o El Corte Inglés (sim, para meu espanto, até no El Corte Inglés de Gaia um potencial cliente pode estar minutos na zona das canetas, a precisar de ajuda e ninguém aparece)
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Esta manhã bem cedo, antes de ir para Guimarães, onde estou, li mais um trecho do livro "Total Relationship Marketing" de Evert Gummesson. E, sinceramente, fiquei com dúvidas sobre o que li, porque para mim parece-me claro como água a resposta à questão que o autor coloca (talvez seja porque é feita na página 47 de um livro com mais de 350 páginas). Ora vejamos:
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“A major question is wether it is possible to create a relationship if you have thousands or even millions of customers as can be the case, particularly in B2C/C2B. The B2B companies can also have numerous customers but often they have a limited number of key customers to whom they establish a close personal relationship.
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With numerous customers, isn’t mass marketing through advertising and supermarket distribution the only possibility? In mass marketing, the customer is anonymous. The contact through ‘mass communication’ is indirect, impersonal and one-way. In fact, it is deceptive to call it communication, which should be a two-way street. At best it is information, at worst it is barely noise.
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In the rationalistic mode of the Western industrialized world, the cost of keeping personal relationships is too high, especially if the value proposition includes a low price or is exposed to fierce price competition. Therefore, relationships are made mechanical, which is possible by means of large-scale mass marketing, supermarkets and self-service.
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Personal relationships are substituted for packages which carry product and price information, and the consumers themselves fill carts and bags with goods.”
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Ao ler este trecho a minha mente fervilhava de exemplos com a resposta como o da Tavar's. No acto de compra, no momento em que faço a troca do serviço por dinheiro, contacto com alguém que pode fazer a diferença. Quando procuro ajuda na loja, quando sou saudado ao entrar na loja, há um humano que pode fazer magia comigo e criar uma relação... há alguém que pode (lembram-se?) fazer batota.
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Ao meter-se gente sem formação sobre como atender os clientes e sobre os produtos, gente a ganhar pouco... cria-se uma espiral negativa que não deixa as relações desenvolverem-se.
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Há bocado, recebo um e-mail do Aranha a sublinhar este postal de Seth Godin "No such thing as business ethics". Escreve ele e sublinha ele:
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"Nem de propósito, a bater naquela reflexão sobre se são os empregados da worten ou as políticas worten que me têm passado uma excelente imagem…"
"I worry that we absolve ourselves of responsibility when we talk about business ethics and corporate social responsibility. Corporations are collections of people, and we ought to insist that those people (that would be us) do the right thing. Business is too powerful for us to leave our humanity at the door of the office. It's not business, it's personal."
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Aproveito para recordar as palavras de Gandhi sobre nós sermos no mundo, a mudança que queremos ver nele, ao ler as últimas palavras de Seth "Every single day he leads by example, building a career and a company based on taking personal responsibility, not on blaming the heartless, profit-focused system."
.
Contei-lhe como não tenho tido a mesma sorte. Nem com a Worten, nem com a Staples (parece-me um caso perdido. Não basta a simpatia dos funcionários se a empresa falha nos seus processos), nem com o El Corte Inglés (sim, para meu espanto, até no El Corte Inglés de Gaia um potencial cliente pode estar minutos na zona das canetas, a precisar de ajuda e ninguém aparece)
.
Esta manhã bem cedo, antes de ir para Guimarães, onde estou, li mais um trecho do livro "Total Relationship Marketing" de Evert Gummesson. E, sinceramente, fiquei com dúvidas sobre o que li, porque para mim parece-me claro como água a resposta à questão que o autor coloca (talvez seja porque é feita na página 47 de um livro com mais de 350 páginas). Ora vejamos:
.
“A major question is wether it is possible to create a relationship if you have thousands or even millions of customers as can be the case, particularly in B2C/C2B. The B2B companies can also have numerous customers but often they have a limited number of key customers to whom they establish a close personal relationship.
…
With numerous customers, isn’t mass marketing through advertising and supermarket distribution the only possibility? In mass marketing, the customer is anonymous. The contact through ‘mass communication’ is indirect, impersonal and one-way. In fact, it is deceptive to call it communication, which should be a two-way street. At best it is information, at worst it is barely noise.
.
In the rationalistic mode of the Western industrialized world, the cost of keeping personal relationships is too high, especially if the value proposition includes a low price or is exposed to fierce price competition. Therefore, relationships are made mechanical, which is possible by means of large-scale mass marketing, supermarkets and self-service.
.
Personal relationships are substituted for packages which carry product and price information, and the consumers themselves fill carts and bags with goods.”
.
Ao ler este trecho a minha mente fervilhava de exemplos com a resposta como o da Tavar's. No acto de compra, no momento em que faço a troca do serviço por dinheiro, contacto com alguém que pode fazer a diferença. Quando procuro ajuda na loja, quando sou saudado ao entrar na loja, há um humano que pode fazer magia comigo e criar uma relação... há alguém que pode (lembram-se?) fazer batota.
.
Ao meter-se gente sem formação sobre como atender os clientes e sobre os produtos, gente a ganhar pouco... cria-se uma espiral negativa que não deixa as relações desenvolverem-se.
.
Há bocado, recebo um e-mail do Aranha a sublinhar este postal de Seth Godin "No such thing as business ethics". Escreve ele e sublinha ele:
.
"Nem de propósito, a bater naquela reflexão sobre se são os empregados da worten ou as políticas worten que me têm passado uma excelente imagem…"
"I worry that we absolve ourselves of responsibility when we talk about business ethics and corporate social responsibility. Corporations are collections of people, and we ought to insist that those people (that would be us) do the right thing. Business is too powerful for us to leave our humanity at the door of the office. It's not business, it's personal."
.
Aproveito para recordar as palavras de Gandhi sobre nós sermos no mundo, a mudança que queremos ver nele, ao ler as últimas palavras de Seth "Every single day he leads by example, building a career and a company based on taking personal responsibility, not on blaming the heartless, profit-focused system."
The Value Net (parte III)
Continuado daqui.
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"Changing the game is hard. There are many potential traps.
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The first mental trap is to think that you have to accept the game you find yourself in. Just realising that you can change the game is crucial. There's more work to be done, but it's far more rewarding to be a game maker than a game taker. (Moi ici: A grande libertação é descobrir que o mercado onde uma empresa compete não é uma condenação eterna mas uma situação que pode ser alterada. Quando se toma consciência dessa realidade, abre-se um horizonte novo... descobre-se a possibilidade de construir o seu próprio futuro)
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The next trap is to think that changing the game must come at the expense of others. Such thinking can lead to an embattled mind-set that causes you to miss win-win opportunities. (Moi ici: Nunca é demais recordar as palavras de Hermann Simon "Lear to compete peacefully: Peaceful competitors built an entire market strategy around preserving or increasing profit. They refuse to see themselves locked in a zero-sum competition for market share, which fosters a "kill or be killed" mentality. They would rather be different than be the ultimate "winner." Trecho retirado de "Manage for Profit. Not for Market Share")
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Another trap is to believe that you have to find something to do that others can’t. When you do come up with a way to change the game, accept that your actions might well be imitated. Being unique is not a prerequisite for success... (Moi ici: Recordar Steve Blank "Why Pioneers Have Arrows In Their Backs")
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The fourth trap is failling to see the whole game. What you don't see, you can't change.
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The fifth trap is failing to think methodically about changing the game. "
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"Changing the game is hard. There are many potential traps.
...
The first mental trap is to think that you have to accept the game you find yourself in. Just realising that you can change the game is crucial. There's more work to be done, but it's far more rewarding to be a game maker than a game taker. (Moi ici: A grande libertação é descobrir que o mercado onde uma empresa compete não é uma condenação eterna mas uma situação que pode ser alterada. Quando se toma consciência dessa realidade, abre-se um horizonte novo... descobre-se a possibilidade de construir o seu próprio futuro)
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The next trap is to think that changing the game must come at the expense of others. Such thinking can lead to an embattled mind-set that causes you to miss win-win opportunities. (Moi ici: Nunca é demais recordar as palavras de Hermann Simon "Lear to compete peacefully: Peaceful competitors built an entire market strategy around preserving or increasing profit. They refuse to see themselves locked in a zero-sum competition for market share, which fosters a "kill or be killed" mentality. They would rather be different than be the ultimate "winner." Trecho retirado de "Manage for Profit. Not for Market Share")
...
Another trap is to believe that you have to find something to do that others can’t. When you do come up with a way to change the game, accept that your actions might well be imitated. Being unique is not a prerequisite for success... (Moi ici: Recordar Steve Blank "Why Pioneers Have Arrows In Their Backs")
...
The fourth trap is failling to see the whole game. What you don't see, you can't change.
...
The fifth trap is failing to think methodically about changing the game. "
Fricção e Originação de Valor
"There is a long tradition in strategy of linking superior performance to the existence of imperfect competition and competitive frictions play a central role in both the industry-level and resource-level of analysis. In particular, Mahoney (2001) argues that the resource-based view is fundamentally about the set of frictions that enable the capture of sustainable rents. Without any frictions, perfectly competitive product and factor markets assure that all rents are dissipated.
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As perfect competition arises when all buyers are always able to play all suppliers off against one another, the introduction of such frictions serves to moderate the level of rivalry in the market.
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Markets with low frictions are those where little or no information has to be acquired for transactions and negotiations to take place. Everyone knows who is selling and what is to be sold. For example, commodity markets show very little frictions. Markets with high frictions are those where it is costly to ascertain the quality of what is to be sold to buyers and suppliers need to spend time to search for each other. (Moi ici: Julgo que esta descrição está incompleta. A fricção, a imperfeição do mercado não surge só por causa da falta de informação. Quando uma empresa se diferencia, pelo seu serviço, pelo seu produto, pela sua flexibilidade, pela relação que desenvolveu com os clientes, está a tornar o mercado imperfeito, está a introduzir fricção) Matching between supply and demand is hence imperfect. Markets for new innovative products could be characterized by high frictions as buyers need to understand if the new product fits their needs and suppliers need to understand who constitutes their demand. Professional services could also be characterized as high frictions as there are both high switching costs and services can be difficult to evaluate.
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Obviously, as markets evolve over time, the level of frictions can change. The definition of standards, the establishment of reputations and the maturation of technologies can contribute to reduce frictions. (Moi ici: Os autores só abordam a fricção na relação entre fornecedores e clientes. Acho muito mais interessante a fricção que um fornecedor cria na relação entre os clientes-alvo e outros fornecedores ao se diferenciar) The increased availability of information through the internet for products can be seen as lowering frictions; more generally advances in information and communications technologies can be seen as allowing buyers to work with a larger and more dispersed set of suppliers."
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Até porque está de acordo com a definição de fricção dada pelos autores do artigo:
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"A central aim of this paper is to introduce frictions into value-based analysis. We define frictions as impediments to the free form negotiations among all players that are assumed in the received value-based approach. The key implication of the presence of frictions is to break the assumption that all buyers are able to negotiate with all sellers. As perfect competition arises when all buyers are always able to play all suppliers off against one another, the introduction of frictions serves to moderate the level of rivalry."
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Pensemos nas empresas grandes, plenas de capacidade financeira... e como não são capazes de ser eternas...
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"A leader with high value creation and a follower with low value creation emerge due to the conjunction of two factors. The first factor, which is due to the underlying cooperative game theoretic model, is that free form negotiation allows buyers to make suppliers compete harshly against each other. Solely on the basis of free form negotiation this would be a winner-take all market, with room for only one supplier, as two identical suppliers would both earn zero profits. The second factor, which we introduced in this paper, is the friction parameter which shields the weaker supplier from the brunt of competition from the stronger one. Because of frictions, which prevent some buyers from negotiating with both suppliers at the same time, there is a niche available in the market for a weaker supplier and which justifies this supplier’s investment in some capabilities."
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Trechos retirados de "Value Creation and Value Capture with Frictions" de Olivier Chatain e Peter Zemsky.
...
As perfect competition arises when all buyers are always able to play all suppliers off against one another, the introduction of such frictions serves to moderate the level of rivalry in the market.
...
Markets with low frictions are those where little or no information has to be acquired for transactions and negotiations to take place. Everyone knows who is selling and what is to be sold. For example, commodity markets show very little frictions. Markets with high frictions are those where it is costly to ascertain the quality of what is to be sold to buyers and suppliers need to spend time to search for each other. (Moi ici: Julgo que esta descrição está incompleta. A fricção, a imperfeição do mercado não surge só por causa da falta de informação. Quando uma empresa se diferencia, pelo seu serviço, pelo seu produto, pela sua flexibilidade, pela relação que desenvolveu com os clientes, está a tornar o mercado imperfeito, está a introduzir fricção) Matching between supply and demand is hence imperfect. Markets for new innovative products could be characterized by high frictions as buyers need to understand if the new product fits their needs and suppliers need to understand who constitutes their demand. Professional services could also be characterized as high frictions as there are both high switching costs and services can be difficult to evaluate.
.
Obviously, as markets evolve over time, the level of frictions can change. The definition of standards, the establishment of reputations and the maturation of technologies can contribute to reduce frictions. (Moi ici: Os autores só abordam a fricção na relação entre fornecedores e clientes. Acho muito mais interessante a fricção que um fornecedor cria na relação entre os clientes-alvo e outros fornecedores ao se diferenciar) The increased availability of information through the internet for products can be seen as lowering frictions; more generally advances in information and communications technologies can be seen as allowing buyers to work with a larger and more dispersed set of suppliers."
.
Até porque está de acordo com a definição de fricção dada pelos autores do artigo:
.
"A central aim of this paper is to introduce frictions into value-based analysis. We define frictions as impediments to the free form negotiations among all players that are assumed in the received value-based approach. The key implication of the presence of frictions is to break the assumption that all buyers are able to negotiate with all sellers. As perfect competition arises when all buyers are always able to play all suppliers off against one another, the introduction of frictions serves to moderate the level of rivalry."
.
Pensemos nas empresas grandes, plenas de capacidade financeira... e como não são capazes de ser eternas...
.
"A leader with high value creation and a follower with low value creation emerge due to the conjunction of two factors. The first factor, which is due to the underlying cooperative game theoretic model, is that free form negotiation allows buyers to make suppliers compete harshly against each other. Solely on the basis of free form negotiation this would be a winner-take all market, with room for only one supplier, as two identical suppliers would both earn zero profits. The second factor, which we introduced in this paper, is the friction parameter which shields the weaker supplier from the brunt of competition from the stronger one. Because of frictions, which prevent some buyers from negotiating with both suppliers at the same time, there is a niche available in the market for a weaker supplier and which justifies this supplier’s investment in some capabilities."
.
Trechos retirados de "Value Creation and Value Capture with Frictions" de Olivier Chatain e Peter Zemsky.
Ainda há quem levante a voz contra a impressão de bentos
Felizmente ainda há vozes no mainstream que estão contra a impressão de bentos:
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"Um dos grandes factores de diferenciação desta crise é que não temos política monetária. Até que ponto é que isto pode afectar a economia real?
Claro que afecta e afecta para o bem e para o mal. Tem vantagens e tem inconvenientes. O inconveniente é uma inflexibilidade; a vantagem é evitarmos a tentação de fingir que resolvemos o problema porque é preciso perceber que a possibilidade de desvalorização é uma maneira excelente de aldrabar os trabalhadores. De fingir que se ajustou e as empresas conseguem de repente ter sucesso, ganham competitividade sem fazer nenhuma reforma. Isso é o pior veneno que pode acontecer.
...
Um país que tem possibilidade de desvalorização e que actua perante essa ameaça com uma desvalorização vai ter um alívio imediato mas não faz nenhuma reestruturação, não resolve nenhum problema. E daí a uns tempos esse alívio, que fez com que a economia tivesse crescido, volta ao normal e o que é que é preciso fazer? Outra desvalorização. (Moi ici: Exactamente os argumentos que avançamos aqui em "Paralelismos (Parte II)" e aqui "Ainda a propósito de quelques moutons noirs")
É um make-up?
É isso mesmo. Desvalorização é dizer isto: eu agora dou-te o mesmo dinheiro mas esse dinheiro não vale o que valia. Para quem recebe é uma aldrabice. É só isso não é mais nada. A desvalorização não resolve nada. Simplesmente mascara, finge que estamos a pagar. É uma maneira tradicionalmente utilizada pelos Governos para resolver esse problema."
...
Depois, César das Neves dá uma resposta lapidar que é tão rara neste país de mentalidade socialista sempre a correr atrás da protecção pedo-mafiosa do papá-Estado.
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"Como é que as empresas podem ganhar competitividade neste momento?
A única maneira segura de ganhar competitividade é ter olho para o negócio; é encontrar novas perspectivas, é mudar as tecnologias, é fazer cortes.
.
E há uma enorme quantidade de empresas que fazem muita coisa e são muito boas. (...) As empresas que existem estão neste momento estranguladas por uma enorme quantidade de medidas públicas mas são resistentes porque conseguiram aguentar coisas que nunca ninguém conseguiu. Se o Estado tirar as mãos um bocadinho do pescoço das empresas, só um bocadinho, podemos começar a ter crescimento económico muito significativo."
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É comparar esta mentalidade, infelizmente minoritária em Portugal, com a mentalidade que ocupa imperialmente a mente dos media, dos políticos, da academia e das empresas do regime:
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"Mais de 700 transportadoras fecharam este ano":
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"Carlos Barroso recordou que, depois da paralisação dos transportadores rodoviários, ocorrida em Março, «chegou a ser publicado um conjunto de medidas de apoio ao sector, no sentido de poder ajudar as empresas e salvaguardar postos de trabalho, mas o sector continua exatamente igual»."
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E ninguém se interroga se não existirá capacidade instalada a mais? E ninguém se interroga se não há estratégias alternativas?
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"Um dos grandes factores de diferenciação desta crise é que não temos política monetária. Até que ponto é que isto pode afectar a economia real?
Claro que afecta e afecta para o bem e para o mal. Tem vantagens e tem inconvenientes. O inconveniente é uma inflexibilidade; a vantagem é evitarmos a tentação de fingir que resolvemos o problema porque é preciso perceber que a possibilidade de desvalorização é uma maneira excelente de aldrabar os trabalhadores. De fingir que se ajustou e as empresas conseguem de repente ter sucesso, ganham competitividade sem fazer nenhuma reforma. Isso é o pior veneno que pode acontecer.
...
Um país que tem possibilidade de desvalorização e que actua perante essa ameaça com uma desvalorização vai ter um alívio imediato mas não faz nenhuma reestruturação, não resolve nenhum problema. E daí a uns tempos esse alívio, que fez com que a economia tivesse crescido, volta ao normal e o que é que é preciso fazer? Outra desvalorização. (Moi ici: Exactamente os argumentos que avançamos aqui em "Paralelismos (Parte II)" e aqui "Ainda a propósito de quelques moutons noirs")
É um make-up?
É isso mesmo. Desvalorização é dizer isto: eu agora dou-te o mesmo dinheiro mas esse dinheiro não vale o que valia. Para quem recebe é uma aldrabice. É só isso não é mais nada. A desvalorização não resolve nada. Simplesmente mascara, finge que estamos a pagar. É uma maneira tradicionalmente utilizada pelos Governos para resolver esse problema."
...
Depois, César das Neves dá uma resposta lapidar que é tão rara neste país de mentalidade socialista sempre a correr atrás da protecção pedo-mafiosa do papá-Estado.
.
"Como é que as empresas podem ganhar competitividade neste momento?
A única maneira segura de ganhar competitividade é ter olho para o negócio; é encontrar novas perspectivas, é mudar as tecnologias, é fazer cortes.
.
E há uma enorme quantidade de empresas que fazem muita coisa e são muito boas. (...) As empresas que existem estão neste momento estranguladas por uma enorme quantidade de medidas públicas mas são resistentes porque conseguiram aguentar coisas que nunca ninguém conseguiu. Se o Estado tirar as mãos um bocadinho do pescoço das empresas, só um bocadinho, podemos começar a ter crescimento económico muito significativo."
.
É comparar esta mentalidade, infelizmente minoritária em Portugal, com a mentalidade que ocupa imperialmente a mente dos media, dos políticos, da academia e das empresas do regime:
.
"Mais de 700 transportadoras fecharam este ano":
.
"Carlos Barroso recordou que, depois da paralisação dos transportadores rodoviários, ocorrida em Março, «chegou a ser publicado um conjunto de medidas de apoio ao sector, no sentido de poder ajudar as empresas e salvaguardar postos de trabalho, mas o sector continua exatamente igual»."
.
E ninguém se interroga se não existirá capacidade instalada a mais? E ninguém se interroga se não há estratégias alternativas?
Limitados, só conhecem um extremo
"The core values of RM are found in its emphasis on collaboration and the creation of mutual value . It includes viewing suppliers, customers and others as partners who co-create rather than opposite parties.
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RM should be more of win – win than win – lose , more of a plus sum game than a zero sum game.
.
In a plus sum game, the parties increase value for each other; in a zero sum game, what one gains is the loss of another. A constructive attitude is expected by all those involved and all should find the relationship meaningful. If these conditions are fulfilled, the relationships may become sustaining. For a supplier, it is important to retain existing customers, a fact which is increasingly being stressed. Extending the duration of the relationship becomes a major marketing goal. Too much emphasis has been put on the acquisition of new customers and too little on caring for existing customers. RM/CRM encourage customer retention and discourage customer defection well aware of the fact that attraction marketing – getting new customers – must also be persued. Although collabor ation is the core property of RM, my RM concept holds that both competition and collabor ation are essential in a functioning market economy.
...
RM is often presented as the opposite to transaction marketing , the one-shot deal. In transaction marketing, the fact that a customer has bought once does not forecast the probability for repurchase, not even if a series of purchases have been made.
...
In RM, loyalty – especially customer loyalty – is emphasized. In the ‘ loyalty ladder ’ , the lowest rung is the contact with a prospect who hopefully turns into a customer and a first purchase. Recurrent customers are clients ; those who have come back and a longterm relationship is in the making. In the next stages the client becomes a supporter and finally an advocate for the supplier.
...
In order to conceptually incorporate transaction marketing in RM, it can be seen as the zero point of the RM scale.
.
The scope of the relationships can then be enhanced until a customer and a supplier are practically the same organization. The zero relationship of RM has a price component within which the lowest price connects the buyer and the seller.
Micro-economic theory advocates that price be the sole determinant of a purchase. This limitation makes the theory a blind guide to marketing management, as it only represents one extreme point on the relationship scale. (Moi ici: Ou seja, os nossos políticos e académicos só falam e concebem a economia nesse extremo da escala em que o preço é tudo... enfim, que mais dizer) The zero relationship also has a convenience component which implies that the customer often buys where it is simplest and most convenient on a certain occasion. On such occasions price is almost immaterial." (Moi ici: Como o combustível à venda na auto-estrada)
.
Trechos retirados de "Total Relationship Marketing" de Evert Gummesson.
.
RM should be more of win – win than win – lose , more of a plus sum game than a zero sum game.
.
In a plus sum game, the parties increase value for each other; in a zero sum game, what one gains is the loss of another. A constructive attitude is expected by all those involved and all should find the relationship meaningful. If these conditions are fulfilled, the relationships may become sustaining. For a supplier, it is important to retain existing customers, a fact which is increasingly being stressed. Extending the duration of the relationship becomes a major marketing goal. Too much emphasis has been put on the acquisition of new customers and too little on caring for existing customers. RM/CRM encourage customer retention and discourage customer defection well aware of the fact that attraction marketing – getting new customers – must also be persued. Although collabor ation is the core property of RM, my RM concept holds that both competition and collabor ation are essential in a functioning market economy.
...
RM is often presented as the opposite to transaction marketing , the one-shot deal. In transaction marketing, the fact that a customer has bought once does not forecast the probability for repurchase, not even if a series of purchases have been made.
...
In RM, loyalty – especially customer loyalty – is emphasized. In the ‘ loyalty ladder ’ , the lowest rung is the contact with a prospect who hopefully turns into a customer and a first purchase. Recurrent customers are clients ; those who have come back and a longterm relationship is in the making. In the next stages the client becomes a supporter and finally an advocate for the supplier.
...
In order to conceptually incorporate transaction marketing in RM, it can be seen as the zero point of the RM scale.
.
The scope of the relationships can then be enhanced until a customer and a supplier are practically the same organization. The zero relationship of RM has a price component within which the lowest price connects the buyer and the seller.
Micro-economic theory advocates that price be the sole determinant of a purchase. This limitation makes the theory a blind guide to marketing management, as it only represents one extreme point on the relationship scale. (Moi ici: Ou seja, os nossos políticos e académicos só falam e concebem a economia nesse extremo da escala em que o preço é tudo... enfim, que mais dizer) The zero relationship also has a convenience component which implies that the customer often buys where it is simplest and most convenient on a certain occasion. On such occasions price is almost immaterial." (Moi ici: Como o combustível à venda na auto-estrada)
.
Trechos retirados de "Total Relationship Marketing" de Evert Gummesson.
Oportunidades de negócio
"Raspberries, Tea and Capers Fight Metabolic Syndrome" ainda vamos ver a recolha das grainhas no pós-vindimas para a produção do resveratrol tornar-se num negócio interessante.
.
Será que já existem estudos nas universidades?
.
Será que já existem estudos nas universidades?
A mecânica newtoniana não serve para a economia
"Goods-dominant logic views units of output as the central components of exchange. It developed from both a combination of Smith’s (1776) normative work on how to create national wealth through the “production” and export of surplus tangible commodities and the economic philosophers’ desire to make economics a true science at a time when Newtonian Mechanics served as the model for the mastery of nature. Accordingly, modern economic thought embraced objects (matter or goods) as having innate properties (utility) and relationships to other objects, measured in terms of price mechanisms and valuein-exchange. This economic theory became formalized in the mathematics of calculus and differential equations, and economic science became a foundation for financially engineering and optimizing the economy and the firm."
.
Como se a mecânica newtoniana alguma vez pudesse ser aplicável às relações humanas que sustentam a economia.
.
Trecho retirado de "Competing through service: Insights from service-dominant logic" de Robert F. Lusch, Stephen L. Vargo e Matthew O’Brien, publicado por Journal of Retailing 83 (1, 2007) 5–18
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Como se a mecânica newtoniana alguma vez pudesse ser aplicável às relações humanas que sustentam a economia.
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Trecho retirado de "Competing through service: Insights from service-dominant logic" de Robert F. Lusch, Stephen L. Vargo e Matthew O’Brien, publicado por Journal of Retailing 83 (1, 2007) 5–18
domingo, julho 24, 2011
O maior espectáculo Europeu terminou
Resposta às questões daqui.
.
Sim, foi o ano de Cadel Evans.
5, e podiam ter sido 6... 5 vitórias para o tipo nascido na ilha de Man com o bónus da camisola verde.
Não, Baby Schleck ficou-se pelo 2º lugar. Tem de se contentar com a vitória do ano passado.
Cancellara desiludiu. Thor Hushov iludiu-se com a camisola amarela e desfocou-se do seu alvo natural que é a verde. Contador... no steak.
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Aproveito para tirar o chapéu à garra de Thomas Voeckler.
Já sinto o Síndrome de Abstinência...
.
Sim, foi o ano de Cadel Evans.
.
Aproveito para tirar o chapéu à garra de Thomas Voeckler.
Treta!
Na passada sexta-feira, enquanto fazia este trajecto de bicicleta, ouvia na Antena 1 o programa "Consistório" (O conteúdo em mp3 está aqui)
.
Oiço este programa com alguma regularidade para me divertir com a opinião de gente que vive num ecossistema bem longe das empresas reais e das pessoas reais de carne e osso. Nem sempre, como desta vez, consigo aturar até ao fim as barbaridades que oiço e mudo de canal.
.
Enquanto ouvia, aí pelo km 6, só dizia para comigo "Esta gente daqui a umas semanas estará a desdizer-se!"
.
Os representantes do status-quo estavam todos muito contentes, quase diria excitados, com os resultados do último Conselho Europeu (embora não chegassem ao limite do que ouvi na TSF, "A austeridade vai acabar" sic)
.
O primeiro, aí pelo km 5, foi Luís atirem dinheiro para cima dos problemas Delgado: "As decisões do Conselho Europeu foram um sucesso..."
.
Eu só me interrogava ao ouvi-los:
.
Mas o que é que mudou? Vão poder pagar a uma taxa de juro menor ao longo de mais anos sim. E depois? Será que Portugal e Grécia vão ter superavit? Se não está previsto superavit, o endividamento vai continuar. Portanto... treta.
.
Começm agora a surgir as primeiras rachas:
.
Oiço este programa com alguma regularidade para me divertir com a opinião de gente que vive num ecossistema bem longe das empresas reais e das pessoas reais de carne e osso. Nem sempre, como desta vez, consigo aturar até ao fim as barbaridades que oiço e mudo de canal.
.
Enquanto ouvia, aí pelo km 6, só dizia para comigo "Esta gente daqui a umas semanas estará a desdizer-se!"
.
Os representantes do status-quo estavam todos muito contentes, quase diria excitados, com os resultados do último Conselho Europeu (embora não chegassem ao limite do que ouvi na TSF, "A austeridade vai acabar" sic)
.
O primeiro, aí pelo km 5, foi Luís atirem dinheiro para cima dos problemas Delgado: "As decisões do Conselho Europeu foram um sucesso..."
.
Eu só me interrogava ao ouvi-los:
.
Mas o que é que mudou? Vão poder pagar a uma taxa de juro menor ao longo de mais anos sim. E depois? Será que Portugal e Grécia vão ter superavit? Se não está previsto superavit, o endividamento vai continuar. Portanto... treta.
.
Começm agora a surgir as primeiras rachas:
The Value Net (parte II)
Continuado daqui.
.
"Designing the Value Net for your business is the first step toward changing the game. The second step is identifying all the elements of the game. According to game theory, there are five: players; added values, rules, tactics and scope - PARTS for short. These five elements fully describe all interactions, both freewheeling and rule-based. To change the game, you have to change one or more of these elements."
.
"Players come first. As we saw in the Value Net, the players are customers, suppliers, substitutors, and complementors. None of the players are fixed. Sometimes it's smart to change who is playing the game. That includes yourself. (Moi ici: Recordar "Subir na escala de valor"; "Como é o ecossistema da sua organização?" e "Trazer os não-clientes para a equação da criação de valor")
.
Qual o ecossistema da sua empresa? Quem intervém?
Quais são as oportunidades de cooperação e de competição nas relações que se podem estabelecer e desenvolver com clientes, fornecedores, concorrentes, complementadores? O que é que os muggles não conseguem ver? Quais as hipóteses de tornar o mercado menos perfeito?
É possível, faz sentido, mudar alguns jogadores? É possível trazer novos intervenientes para o jogo?
Quem tem a ganhar ou a perder com a sua entrada em jogo?
Recordar "Não é armadilhar, é educar" e "Não é armadilhar, é arte"
...
"Added values is what each player brings to the game. There are ways to make yourself a more valuable player- in other words, to raise your added value. And there are ways to lower the added values of other players. ... Just as you shouldn't accept the players of a game as fixed, you shouldn't take away what they bring to the game as fixed, either. You can change the players' added values."
.
Qual é o seu valor acrescentado? O que é que a sua empresa traz para o jogo?
Como é que esse valor acrescentado pode ser aumentado?
Qual é o valor acrescentado que os outros intervenientes trazem para o ecossistema? É possível ganhar com a limitação do seu (deles) valor acrescentado?
...
"Rules give structure to the game. In business, there is no universal set of rules; a rule might arise from law, custom, practicality, or contracts. In addition to using existing rules to their advantage, players may be able to revise them or come up with new ones. ... Rules determine how the game is played by limiting the possible reactions to any action. To analyze the effect of a rule, you have to look forward and reason backward"
.
Que regras ajudam a sua empresa? E que regras a prejudicam?
Que novas regras gostava que existissem para beneficiar a sua empresa? Que contratos, por exemplo, gostava de poder assinar com clientes e fornecedores?
A sua empresa tem poder para impor essas regras? Alguém pode ajudar a que isso aconteça? E alguém pode contrariar essa vontade?
...
"Tactics are moves used to shape the way players perceive the game and hence how they play. Sometimes, tactics are designed to reduce misperceptions; at other times, they are designed to create or maintain uncertainty. ... We've changed the players, their added values, and the rules. Is there anything left to change? Yes - perceptions there is no guarantee that everyone agrees on who the players are, what their added values are, and what the rules are. Nor are the implications of every move and countermove likely to be clear. Business is mired in uncertainty. Tactics influence the way players perceive the uncertainty and thus mold their behavior. Some tactics work by reducing misperceptions - in other words, by lifting the fog. Others work by creating or maintaining uncertainty - by thickneing the fog." (Moi ici: Escrevo este fog e... não posso deixar de o associar a estas frictions em "Value Creation and Value Capture with Frictions")
.
Como é que os outros intervenientes vêem o jogo? Como é que essas percepções afectam o jogar o jogo?
Que percepções faz sentido manter? Que percepções pretende mudar?
Pretende que o jogo seja mais transparente ou mais opaco?
...
"Scope describes the boundaries of the game. It's possible for players to expand or shrink those boundaries. ... After players, added values, rules, and tactical possibilities, there is nothing left to change within the existing boundaries of the game. But no game is an island. Games are linked across space and over time. A game in one place can affect games elsewhere, and a game today can affect games tomorrow. You can change the scope of a game. You can expand it by creating linkages to other games, or you can shrink it by severing linkages. Either approach may work to your benefit."
.
Qual o âmbito do jogo actual? Faz sentido alterá-lo?
Faz sentido ligá-lo a outros jogos?
Faz sentido alterar as ligações a outros jogos?
.
Ao olhar para tudo isto não posso deixar de pensar no business model canvas de Osterwalder...
.
Questões adaptadas daqui.
.
Continua.
.
"Designing the Value Net for your business is the first step toward changing the game. The second step is identifying all the elements of the game. According to game theory, there are five: players; added values, rules, tactics and scope - PARTS for short. These five elements fully describe all interactions, both freewheeling and rule-based. To change the game, you have to change one or more of these elements."
.
"Players come first. As we saw in the Value Net, the players are customers, suppliers, substitutors, and complementors. None of the players are fixed. Sometimes it's smart to change who is playing the game. That includes yourself. (Moi ici: Recordar "Subir na escala de valor"; "Como é o ecossistema da sua organização?" e "Trazer os não-clientes para a equação da criação de valor")
.
Qual o ecossistema da sua empresa? Quem intervém?
Quais são as oportunidades de cooperação e de competição nas relações que se podem estabelecer e desenvolver com clientes, fornecedores, concorrentes, complementadores? O que é que os muggles não conseguem ver? Quais as hipóteses de tornar o mercado menos perfeito?
É possível, faz sentido, mudar alguns jogadores? É possível trazer novos intervenientes para o jogo?
Quem tem a ganhar ou a perder com a sua entrada em jogo?
Recordar "Não é armadilhar, é educar" e "Não é armadilhar, é arte"
...
"Added values is what each player brings to the game. There are ways to make yourself a more valuable player- in other words, to raise your added value. And there are ways to lower the added values of other players. ... Just as you shouldn't accept the players of a game as fixed, you shouldn't take away what they bring to the game as fixed, either. You can change the players' added values."
.
Qual é o seu valor acrescentado? O que é que a sua empresa traz para o jogo?
Como é que esse valor acrescentado pode ser aumentado?
Qual é o valor acrescentado que os outros intervenientes trazem para o ecossistema? É possível ganhar com a limitação do seu (deles) valor acrescentado?
...
"Rules give structure to the game. In business, there is no universal set of rules; a rule might arise from law, custom, practicality, or contracts. In addition to using existing rules to their advantage, players may be able to revise them or come up with new ones. ... Rules determine how the game is played by limiting the possible reactions to any action. To analyze the effect of a rule, you have to look forward and reason backward"
.
Que regras ajudam a sua empresa? E que regras a prejudicam?
Que novas regras gostava que existissem para beneficiar a sua empresa? Que contratos, por exemplo, gostava de poder assinar com clientes e fornecedores?
A sua empresa tem poder para impor essas regras? Alguém pode ajudar a que isso aconteça? E alguém pode contrariar essa vontade?
...
"Tactics are moves used to shape the way players perceive the game and hence how they play. Sometimes, tactics are designed to reduce misperceptions; at other times, they are designed to create or maintain uncertainty. ... We've changed the players, their added values, and the rules. Is there anything left to change? Yes - perceptions there is no guarantee that everyone agrees on who the players are, what their added values are, and what the rules are. Nor are the implications of every move and countermove likely to be clear. Business is mired in uncertainty. Tactics influence the way players perceive the uncertainty and thus mold their behavior. Some tactics work by reducing misperceptions - in other words, by lifting the fog. Others work by creating or maintaining uncertainty - by thickneing the fog." (Moi ici: Escrevo este fog e... não posso deixar de o associar a estas frictions em "Value Creation and Value Capture with Frictions")
.
Como é que os outros intervenientes vêem o jogo? Como é que essas percepções afectam o jogar o jogo?
Que percepções faz sentido manter? Que percepções pretende mudar?
Pretende que o jogo seja mais transparente ou mais opaco?
...
"Scope describes the boundaries of the game. It's possible for players to expand or shrink those boundaries. ... After players, added values, rules, and tactical possibilities, there is nothing left to change within the existing boundaries of the game. But no game is an island. Games are linked across space and over time. A game in one place can affect games elsewhere, and a game today can affect games tomorrow. You can change the scope of a game. You can expand it by creating linkages to other games, or you can shrink it by severing linkages. Either approach may work to your benefit."
.
Qual o âmbito do jogo actual? Faz sentido alterá-lo?
Faz sentido ligá-lo a outros jogos?
Faz sentido alterar as ligações a outros jogos?
.
Ao olhar para tudo isto não posso deixar de pensar no business model canvas de Osterwalder...
.
Questões adaptadas daqui.
.
Continua.
A diferenciação dentro da diferenciação
"Porter states that sustaining competitive advantage involves dealing with competitive forces within a sector of industry to become distinct from competitors.
.
The competitive forces determine the rules of the game in doing business within a sector of industry. According to Porter, organizations act wisely if they obey these strategic rules. This implies that within Porter’s strategic reality it is not wise if organizations try to change the strategic rules, for that leads to a stuck-in-the-middle position within the sector of industry. The only two ways of becoming distinct are by adopting a ‘cost leadership’ strategy or a ‘strategy of differentiation’. Because Porter beliefs the strategic rules within a sector of industry are objective, all competitors will observe the same strategic rules and choose a strategy to become distinct accordingly. Paradoxically, this will result in the situation that strategy no longer concerns doing things differently, but by doing things the same as your competitors do. (Moi ici: O autor não está a ver bem a coisa... falta-lhe o ró) After all, if all organizations adopt either a strategy of ‘cost leadership’ or ‘differentiation’, ironically, the only way to become distinct from your competitors is to enact a ‘stuck-in-the-middle’ strategy that, according to Porter, should be avoided at all expense."
.
O autor não está a ver o filme todo. A estratégia pode ser de diferenciação, e o que é que isso significa? Uns clientes gostam do amarelo, outros do azul, outros do verde, outros do preto, ... a estratégia genérica é diferenciação mas cada grupo homogéneo de clientes-alvo procura e valoriza experiências diferentes. Assim, organizar-se para servir os clientes que gostam do amarelo não é igual a organizar-se para servir os que gostam do verde. "Stuck-in-the-middle" é tentar servir em simultâneo os clientes que gostam do amarelo, e os clientes que gostam do verde, e os clientes que gostam do preto, e ... porque, como referi em "Go Mongo: "We will find a place (To settle) Where there's so much space" e em "O que não fazer é tão importante como o que fazer" o ró que descobri em "Positioning on a Multi-Attribute Landscape" de Ron Adner, Felipe A. Csaszar e Peter B. Zemsky, publicado em Março de 2010 obriga a fazer opções, impõe trade-offs.
.
Trecho inicial extraído de "Developing strategic self-descriptions of SMEs" de Jan-Peter Vos, publicado por Technovation 25 (2005) 989–999.
.
The competitive forces determine the rules of the game in doing business within a sector of industry. According to Porter, organizations act wisely if they obey these strategic rules. This implies that within Porter’s strategic reality it is not wise if organizations try to change the strategic rules, for that leads to a stuck-in-the-middle position within the sector of industry. The only two ways of becoming distinct are by adopting a ‘cost leadership’ strategy or a ‘strategy of differentiation’. Because Porter beliefs the strategic rules within a sector of industry are objective, all competitors will observe the same strategic rules and choose a strategy to become distinct accordingly. Paradoxically, this will result in the situation that strategy no longer concerns doing things differently, but by doing things the same as your competitors do. (Moi ici: O autor não está a ver bem a coisa... falta-lhe o ró) After all, if all organizations adopt either a strategy of ‘cost leadership’ or ‘differentiation’, ironically, the only way to become distinct from your competitors is to enact a ‘stuck-in-the-middle’ strategy that, according to Porter, should be avoided at all expense."
.
O autor não está a ver o filme todo. A estratégia pode ser de diferenciação, e o que é que isso significa? Uns clientes gostam do amarelo, outros do azul, outros do verde, outros do preto, ... a estratégia genérica é diferenciação mas cada grupo homogéneo de clientes-alvo procura e valoriza experiências diferentes. Assim, organizar-se para servir os clientes que gostam do amarelo não é igual a organizar-se para servir os que gostam do verde. "Stuck-in-the-middle" é tentar servir em simultâneo os clientes que gostam do amarelo, e os clientes que gostam do verde, e os clientes que gostam do preto, e ... porque, como referi em "Go Mongo: "We will find a place (To settle) Where there's so much space" e em "O que não fazer é tão importante como o que fazer" o ró que descobri em "Positioning on a Multi-Attribute Landscape" de Ron Adner, Felipe A. Csaszar e Peter B. Zemsky, publicado em Março de 2010 obriga a fazer opções, impõe trade-offs.
.
Trecho inicial extraído de "Developing strategic self-descriptions of SMEs" de Jan-Peter Vos, publicado por Technovation 25 (2005) 989–999.
sábado, julho 23, 2011
Um conselho
"Licenciados voltam à universidade"
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Uma forma de sacar dinheiro aos incautos.
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Licenciados com 7/8 anos de experiência profissional voltam à universidade para tirar um mestrado e... descobrem que vão ter de voltar a ter cadeiras que já tiveram durante a licenciatura. E pior, continuam a ser os mesmos professores sem experiência profissional a debitar aulas para profissionais, como se debitassem para os alunos sem experiência de vida, sem profissão e que continuam a depender dos pais.
.
Um flop!
.
Um conselho: se estiver interessado num mestrado, procure saber quem são os professores e qual o seu percurso profissional extra-académico.
.
Uma forma de sacar dinheiro aos incautos.
.
Licenciados com 7/8 anos de experiência profissional voltam à universidade para tirar um mestrado e... descobrem que vão ter de voltar a ter cadeiras que já tiveram durante a licenciatura. E pior, continuam a ser os mesmos professores sem experiência profissional a debitar aulas para profissionais, como se debitassem para os alunos sem experiência de vida, sem profissão e que continuam a depender dos pais.
.
Um flop!
.
Um conselho: se estiver interessado num mestrado, procure saber quem são os professores e qual o seu percurso profissional extra-académico.
The Value Net (parte I)
Estou a tentar lembrar-me mas já não consigo recordar qual a fonte que ontem me fez chegar a "The Right Game: Use Game Theory to Shape Strategy" de Adam Brandenburger e Barry Nalebuff, publicado em Julho de 2005 pela HBR.
.
Interessante como um artigo escrito há 16 anos descreveu tão bem, não só o meu percurso, mas também o de muitos autores que nos últimos 10 anos se têm dedicado ao fenómeno da originação de valor.
.
Ainda há dias em "Os mercados como configurações (parte IV)" reflectia sobre isto:
.
"Unlike war and sports, business is not about winning and losing. Nor is it about how well you play the game. Companies can succeed spectacularly without requiring others to fail. And they can fail miserably no matter how well they play if they make the mistake of playing the wrong game.
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The essence of business success lies in making sure you’re playing the right game. How do you know if it’s the right game? What can you do about it if it’s the wrong game?
...
For rule-based games, game theory offers the principle, To every action, there is a reaction. But, unlike Newton’s third law of motion, the reaction is not programmed to be equal and opposite.
...
For freewheeling games, game theory offers the principle, You cannot take away from the game more than you bring to it. In business, what does a particular player bring to the game? To find the answer, look at the value created when everyone is in the game, and then pluck that player out and see how much value the remaining players can create. The difference is the removed player’s “added value.” In unstructured interactions, you cannot take away more than your added value.
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Underlying both principles is a shift in perspective. Many people view games egocentrically—that is, they focus on their own position. The primary insight of game theory is the importance of focusing on others—namely, allocentrism. To look forward and reason backward, you have to put yourself in the shoes—even in the heads—of other players. To assess your added value, you have to ask not what other players can bring to you but what you can bring to other players." (Moi ici: Perfeito!!! Na linha do que escrevi em "Não é armadilhar, é educar!" sobre as empresas que tiram os olhos do chão)
.
Segue-se uma frase que merece ser lida, re-lida e re-lida:
.
"Successful business strategy is about actively shaping the game you play, not just playing the game you find." (Moi ici: "Os mercados como configurações (parte IV)" resumido como poesia numa única frase)
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"You can't see all the ramifications of the program without adopting an allocentric perspective." (Moi ici: Quem são os intervenientes no jogo? E voltamos ao esquema de ontem:
Quem participa? O que é que cada um procura e valoriza? Como criar uma sintonia, um alinhamento na cadeia da procura?)
.
"Looking for win-win strategies has several advantages. First, because the approach is relatively unexplored, there is greater potential for finding new opportunities. Second, because others are not being forced to give up ground, they may offer less resistance to win-win moves, making them easier to implement. Third, because win-win movez don't force other players to retaliate, the new game is more sustainable. And finally, imitation of a win-win move is beneficial, not harmful.
.
To encourage thinking about both cooperative and competitive ways to change the game, we suggest the term coopetition. It means looking for win-win as well as win-lose opportunities.
...
The game of business is all about value: creating it and capturing it. Who are the participants in this enterprise? To describe them, we introduce the Value Net - a schematic map designed to represent all the players in the game and the interdependencies among them.
The Value Net describes the various roles of the players.
...
The Value Net reveals two fundamental symmetries in the game of business: the first between customers and suppliers and the second between substitutors and complementors. Understanding those symmetries can help managers come up with new strategies.
.
Managers understand intuitively that along the vertical dimension of the Value Net, there is a mixture of cooperation and competition. It's cooperation when suppliers, companies, and customers come together to create value in the first place. It's competition when the times comes for them to divide the pie.
.
Along the horizontal dimension, however, managers tend to see only half the picture . Substitutors are seen only as enemies. Complementors, if viewed at all, are seen only as friends. Such a perspective overlooks another simmetry. There can be a cooperative element to interactions with substitutors.
...
Designing the Value Net for your business is the first step toward changing the game. The second step is identifying all the elements of the game. According to game theory, there are five: players; added values, rules, tactics and scope - PARTS for short. These five elements fully describe all interactions, both freewheeling and rule-based. To change the game, you have to change one or more of thse elements."
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Continua
mm
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Interessante como um artigo escrito há 16 anos descreveu tão bem, não só o meu percurso, mas também o de muitos autores que nos últimos 10 anos se têm dedicado ao fenómeno da originação de valor.
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Ainda há dias em "Os mercados como configurações (parte IV)" reflectia sobre isto:
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"Unlike war and sports, business is not about winning and losing. Nor is it about how well you play the game. Companies can succeed spectacularly without requiring others to fail. And they can fail miserably no matter how well they play if they make the mistake of playing the wrong game.
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The essence of business success lies in making sure you’re playing the right game. How do you know if it’s the right game? What can you do about it if it’s the wrong game?
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For rule-based games, game theory offers the principle, To every action, there is a reaction. But, unlike Newton’s third law of motion, the reaction is not programmed to be equal and opposite.
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For freewheeling games, game theory offers the principle, You cannot take away from the game more than you bring to it. In business, what does a particular player bring to the game? To find the answer, look at the value created when everyone is in the game, and then pluck that player out and see how much value the remaining players can create. The difference is the removed player’s “added value.” In unstructured interactions, you cannot take away more than your added value.
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Underlying both principles is a shift in perspective. Many people view games egocentrically—that is, they focus on their own position. The primary insight of game theory is the importance of focusing on others—namely, allocentrism. To look forward and reason backward, you have to put yourself in the shoes—even in the heads—of other players. To assess your added value, you have to ask not what other players can bring to you but what you can bring to other players." (Moi ici: Perfeito!!! Na linha do que escrevi em "Não é armadilhar, é educar!" sobre as empresas que tiram os olhos do chão)
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Segue-se uma frase que merece ser lida, re-lida e re-lida:
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"Successful business strategy is about actively shaping the game you play, not just playing the game you find." (Moi ici: "Os mercados como configurações (parte IV)" resumido como poesia numa única frase)
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"You can't see all the ramifications of the program without adopting an allocentric perspective." (Moi ici: Quem são os intervenientes no jogo? E voltamos ao esquema de ontem:
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"Looking for win-win strategies has several advantages. First, because the approach is relatively unexplored, there is greater potential for finding new opportunities. Second, because others are not being forced to give up ground, they may offer less resistance to win-win moves, making them easier to implement. Third, because win-win movez don't force other players to retaliate, the new game is more sustainable. And finally, imitation of a win-win move is beneficial, not harmful.
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To encourage thinking about both cooperative and competitive ways to change the game, we suggest the term coopetition. It means looking for win-win as well as win-lose opportunities.
...
The game of business is all about value: creating it and capturing it. Who are the participants in this enterprise? To describe them, we introduce the Value Net - a schematic map designed to represent all the players in the game and the interdependencies among them.
...
The Value Net reveals two fundamental symmetries in the game of business: the first between customers and suppliers and the second between substitutors and complementors. Understanding those symmetries can help managers come up with new strategies.
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Managers understand intuitively that along the vertical dimension of the Value Net, there is a mixture of cooperation and competition. It's cooperation when suppliers, companies, and customers come together to create value in the first place. It's competition when the times comes for them to divide the pie.
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Along the horizontal dimension, however, managers tend to see only half the picture . Substitutors are seen only as enemies. Complementors, if viewed at all, are seen only as friends. Such a perspective overlooks another simmetry. There can be a cooperative element to interactions with substitutors.
...
Designing the Value Net for your business is the first step toward changing the game. The second step is identifying all the elements of the game. According to game theory, there are five: players; added values, rules, tactics and scope - PARTS for short. These five elements fully describe all interactions, both freewheeling and rule-based. To change the game, you have to change one or more of thse elements."
.
Continua
mm
sexta-feira, julho 22, 2011
Not yet
As câmaras e os políticos ainda não perceberam as implicações do encarecimento do preço do dinheiro na avaliação dos "investimentos" a realizar.
Interessante
"Lactogal "exporta leite mais barato do que vende à distribuição""
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Será verdade?
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Lembro-me de discutir, enquanto aluno na FEUP, a hipótese de vender para exportação a um preço que compensasse os custos variáveis e pouco mais.
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Uma coisa pontual, extra-orçamento, OK.
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Fazer disso um modo de vida... nonsense, sobretudo num mercado aberto. Querer que os clientes habituais subsidiem a exportação não é uma boa política, sobretudo agora com a simetria de informação.
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A queixa da distribuição portuguesa é dos livros sobre o tema dos preços.
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Será verdade?
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Lembro-me de discutir, enquanto aluno na FEUP, a hipótese de vender para exportação a um preço que compensasse os custos variáveis e pouco mais.
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Uma coisa pontual, extra-orçamento, OK.
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Fazer disso um modo de vida... nonsense, sobretudo num mercado aberto. Querer que os clientes habituais subsidiem a exportação não é uma boa política, sobretudo agora com a simetria de informação.
.
A queixa da distribuição portuguesa é dos livros sobre o tema dos preços.
Para reflexão
Consultem a coluna do blogue do lado direito e vejam a lista intitulada "SDL+co-criação+balanced centricity" é uma lista em construção que aborda o fenómeno de nos concentrarmos na originação do valor para ter sucesso no ambiente competitivo de Mongo.
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Contudo, o mainstream só fala dos custos... como se o nosso problema fosse de custos:
Gráfico retirado de "Wages and labour costs" (figura 6).
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Num mundo em que o value-in-use é o enfoque cada vez maior... o mainstream continua encalhado no value-in-exchange.
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Contudo, o mainstream só fala dos custos... como se o nosso problema fosse de custos:
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Num mundo em que o value-in-use é o enfoque cada vez maior... o mainstream continua encalhado no value-in-exchange.
Users, buyers and payers
"As distinct from treating ‘value’ as an embedded attribute of the product being exchanged, this conceptual framework views it as a being created by the interactions with customers taking place throughout the relational process. It is thus rooted in subjective performance criteria and measured by value-in-use, rather than in objective quality standards, capable of measurement in terms of value-in-exchange. In this view, firms do not deliver value, but instead offer propositions that have the potential to co-create value in partnership with customers, as “reciprocal promises of value, operating to and from suppliers and customers seeking an equitable exchange”.
...
"Even if value-in-use does take up a super-ordinate position in relation to value-in-exchange, a strategic issue remains to be addressed: whether firms should always strive to communicate propositions emphasising the former kind of value, or might in certain situations place relatively more emphasis on the latter.(Moi ici: Mais uma razão para definir e caracterizar quem são os clientes-alvo. E, como já me aconteceu em vários projectos, não é fácil a um comercial habituado a lidar com a proposta de valor preço (value-in-exchange), ter de abordar novos clientes de uma forma diferente, reforçando a perspectiva do (value-in-use))
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For example, if a customer’s short-term orientation is towards the achievement of annual price concessions on capital goods and service agreements, propositions focusing on value-in-use may be contraindicated, even if they would be a good business rationale for buyers in general. This conclusion supports the view of Lusch et al. (2007) that it is not viable for a firm to pursue an unvarying approach to the formulation of its value propositions. In that case, those responsible for the related strategy decisions need to be able to recognise the determinants of value emphasis, in order to be able to change, adapt and influence the value proposition effectively. (Moi ici: Um dos melhores exemplos que conheço é o da XIAMETER. A DOW teve a clareza de espírito para perceber que para certos clientes é só mesmo o preço e a marca DOW não representava nada) This in turn demands a clear understanding of the nature of the interactions between providers and customers, and those among the members of buying centres where those exist."
...
"Michel et al. (2008) discuss three distinct customer roles in the value-creation process, from an S-D logic perspective: users, ‘payers’ and buyers, whether individual or organisational. Whereas the user’s role primarily relates to value-in-use and the payer’s primarily value-in-exchange, the buyer’s role bridges the two. In some contexts, all three roles are performed by the same person; in others, they are played by different individuals." (Moi ici: Ontem à noite trabalhei o esquema que se segue para um projecto em curso
E cá estão eles os 3: os buyers (os distribuidores); os payers (os compradores) e os users (os utilizadores).
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Creio que há uma componente de value-in-use que pode ser desenvolvida com os distribuidores. Em vez da concentração no produto, concentração na experiência que o distribuidor quer sentir na relação que tem com os seus (dele) clientes. A que me parece mais complicada é a proposta de valor a oferecer ao comprador. O comprador não é um utilizador, por isso, a tentação pode ser o preço como factor decisivo. Assim, há que trabalhar a experiência, a mensagem, quer para os influenciadores, quer para os utilizadores. O que é o endorsment de um utilizador senão uma tentativa de captar experiência de uso e transferi-la para o momento da troca, da decisão de compra)
...
"In general, if the key role of the payer is to be gatekeeper, decider, major influencer or some combination of the three, it is more likely that he or she will be inclined to adopt the value-in-exchange criteria when making buying decisions. (Moi ici: Cá está) A focus on value-in-exchange may also suit low-cost providers aiming for increased sales and market share but having limited interest in close collaboration with customers in the creation of mutually beneficial value propositions. This is one reason why firms that increasingly compete by emphasising value-in-use, find it important not only to interact with the customer at the operational level, as a user, but also to carry out other joint task tasks aimed at increasing awareness of lifecycle costs and identifying new value-creation opportunities. (Moi ici: Cá está) Furthermore, the types of need identified are likely to depend on whether the initiator in the purchasing process is the user, buyer or payer.
Initially, the focus of a value proposition must therefore meet the initiator’s criteria, but the focus is likely to shift as the needs and demands of the other evaluators in the buying centre are taken into account, and the final decision criteria evolve. The initial focus may also change during the sales process, as a result of the communicative interactions and dialogue within the buying centre and with the supplier."
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Interessante como estes temas têm sido desenvolvidos nos últimos anos pela escola nórdica de marketing e gestão. Estamos a falar de uma literatura que aborda os negócios em Mongo.
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Trechos retirados de "Dynamics of value propositions: insights from service-dominant logic" de Christian Kowalkowski"
...
"Even if value-in-use does take up a super-ordinate position in relation to value-in-exchange, a strategic issue remains to be addressed: whether firms should always strive to communicate propositions emphasising the former kind of value, or might in certain situations place relatively more emphasis on the latter.(Moi ici: Mais uma razão para definir e caracterizar quem são os clientes-alvo. E, como já me aconteceu em vários projectos, não é fácil a um comercial habituado a lidar com a proposta de valor preço (value-in-exchange), ter de abordar novos clientes de uma forma diferente, reforçando a perspectiva do (value-in-use))
.
For example, if a customer’s short-term orientation is towards the achievement of annual price concessions on capital goods and service agreements, propositions focusing on value-in-use may be contraindicated, even if they would be a good business rationale for buyers in general. This conclusion supports the view of Lusch et al. (2007) that it is not viable for a firm to pursue an unvarying approach to the formulation of its value propositions. In that case, those responsible for the related strategy decisions need to be able to recognise the determinants of value emphasis, in order to be able to change, adapt and influence the value proposition effectively. (Moi ici: Um dos melhores exemplos que conheço é o da XIAMETER. A DOW teve a clareza de espírito para perceber que para certos clientes é só mesmo o preço e a marca DOW não representava nada) This in turn demands a clear understanding of the nature of the interactions between providers and customers, and those among the members of buying centres where those exist."
...
"Michel et al. (2008) discuss three distinct customer roles in the value-creation process, from an S-D logic perspective: users, ‘payers’ and buyers, whether individual or organisational. Whereas the user’s role primarily relates to value-in-use and the payer’s primarily value-in-exchange, the buyer’s role bridges the two. In some contexts, all three roles are performed by the same person; in others, they are played by different individuals." (Moi ici: Ontem à noite trabalhei o esquema que se segue para um projecto em curso
.
Creio que há uma componente de value-in-use que pode ser desenvolvida com os distribuidores. Em vez da concentração no produto, concentração na experiência que o distribuidor quer sentir na relação que tem com os seus (dele) clientes. A que me parece mais complicada é a proposta de valor a oferecer ao comprador. O comprador não é um utilizador, por isso, a tentação pode ser o preço como factor decisivo. Assim, há que trabalhar a experiência, a mensagem, quer para os influenciadores, quer para os utilizadores. O que é o endorsment de um utilizador senão uma tentativa de captar experiência de uso e transferi-la para o momento da troca, da decisão de compra)
...
"In general, if the key role of the payer is to be gatekeeper, decider, major influencer or some combination of the three, it is more likely that he or she will be inclined to adopt the value-in-exchange criteria when making buying decisions. (Moi ici: Cá está) A focus on value-in-exchange may also suit low-cost providers aiming for increased sales and market share but having limited interest in close collaboration with customers in the creation of mutually beneficial value propositions. This is one reason why firms that increasingly compete by emphasising value-in-use, find it important not only to interact with the customer at the operational level, as a user, but also to carry out other joint task tasks aimed at increasing awareness of lifecycle costs and identifying new value-creation opportunities. (Moi ici: Cá está) Furthermore, the types of need identified are likely to depend on whether the initiator in the purchasing process is the user, buyer or payer.
Initially, the focus of a value proposition must therefore meet the initiator’s criteria, but the focus is likely to shift as the needs and demands of the other evaluators in the buying centre are taken into account, and the final decision criteria evolve. The initial focus may also change during the sales process, as a result of the communicative interactions and dialogue within the buying centre and with the supplier."
.
Interessante como estes temas têm sido desenvolvidos nos últimos anos pela escola nórdica de marketing e gestão. Estamos a falar de uma literatura que aborda os negócios em Mongo.
.
Trechos retirados de "Dynamics of value propositions: insights from service-dominant logic" de Christian Kowalkowski"
Sem patente... nada feito
"Francesinha cria água nas bocas americanas".
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Espécimen recolhido na passada semana no Restaurante Feirense!
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quinta-feira, julho 21, 2011
O canário grego indicou o caminho...
Lembram-se do que se podia aprender com o canário grego?
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"Vale a pena ler para aprender com o canário grego";
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"Aprender com o canário grego"
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Por cá "Crise de Portugal retira credibilidade à empresa. Fornecedores querem pagamentos à cabeça."
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"Vale a pena ler para aprender com o canário grego";
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"Aprender com o canário grego"
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Por cá "Crise de Portugal retira credibilidade à empresa. Fornecedores querem pagamentos à cabeça."
Acerca da importância das histórias
"If someone has a strong opinion about something and you provide an alternative strong opinion…it reinforces their strong opinion.
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Instead of starting with facts and reasonings…start with a story.
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Start with a negative story, something that will grab someone’s attention"
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Trecho retirado de "Our natural tendency is to start with our facts and then give examples..we need to reverse this"
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Instead of starting with facts and reasonings…start with a story.
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Start with a negative story, something that will grab someone’s attention"
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Trecho retirado de "Our natural tendency is to start with our facts and then give examples..we need to reverse this"
Servitization?
"The 5 Myths of Servitization"
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O nome é esquisito... mas é sobre isto que tenho de pensar nos próximos dias.
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Quando uma empresa tem um produto super-atraente, como acrescentar operant resources aos operand resources? Que serviços acrescentar, que pontos de interacção desenvolver, para poder evoluir para o nível seguinte do jogo?
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O nome é esquisito... mas é sobre isto que tenho de pensar nos próximos dias.
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Quando uma empresa tem um produto super-atraente, como acrescentar operant resources aos operand resources? Que serviços acrescentar, que pontos de interacção desenvolver, para poder evoluir para o nível seguinte do jogo?
Valor vs Produção ou Facilitação
Vale a pena ler "Adopting a service business logic in relational business-to-business marketing: value creation, interaction and joint value co-creation" de Christian Gronroos.
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Este esquema parece-me bem conseguido para mostrar o que está em causa quando se fala de valor:
"Production and value creation are not the same thing. In production processes the distribution mechanisms (goods and service processes) for service that render value for customers are produced. Value creation, on the other hand, takes place in the customers’ value-generating processes where goods and services are used. There value is created out of these distribution mechanisms. The customers are in charge of their value creation. What suppliers can do is, first of all and fundamentally, to provide their customers with such goods and services that they can use in a value-creating way. As suppliers in this way facilitate value creation, this can be labelled value facilitation.
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However, as production and usage, or in more general terms the supplier’s and its customer’s processes, are partly simultaneously occurring processes, interactions between suppliers and their customers occur. As part of such interactions customers’ co-producing opportunities exist. From a production point of view, where the supplier is in charge of the process, customers engage themselves with the supplier’s production process.
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However, looking at the interactions from a value creation perspective the situation changes. In value creation the user is in charge, and hence it is the supplier that is invited to engage itself with the customer’s work, or usage and value-generating processes, in order to support how value fulfilment is occurring in those processes. This view also describes a truly outside-in approach and is in accordance with the marketing concept.
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The supplier’s involvement in its customers’ usage processes during interactions with the customers opens up additional opportunities for suppliers to influence value creation and customers’ value fulfilment. During the interactions the supplier can directly work with the customers and actively influence the flow and outcome of their value-generating processes.
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Because according to the value-in-use notion customers create value, the supplier is not a value creator or the value creator. However, during interactions with users in addition to its role as value facilitator, the supplier becomes a co-creator of value as well. ... customers produce value for themselves independently, but suppliers may offer assistance. Co-creation opportunities that suppliers have are strategic options for creating value. As these interactions are dialogical situations, where both parties are active in a learning process and influence each others perceptions and actions, it is in fact a matter of joint value co-creation in which both are engaged."
.
Este esquema parece-me bem conseguido para mostrar o que está em causa quando se fala de valor:
.
However, as production and usage, or in more general terms the supplier’s and its customer’s processes, are partly simultaneously occurring processes, interactions between suppliers and their customers occur. As part of such interactions customers’ co-producing opportunities exist. From a production point of view, where the supplier is in charge of the process, customers engage themselves with the supplier’s production process.
.
However, looking at the interactions from a value creation perspective the situation changes. In value creation the user is in charge, and hence it is the supplier that is invited to engage itself with the customer’s work, or usage and value-generating processes, in order to support how value fulfilment is occurring in those processes. This view also describes a truly outside-in approach and is in accordance with the marketing concept.
.
The supplier’s involvement in its customers’ usage processes during interactions with the customers opens up additional opportunities for suppliers to influence value creation and customers’ value fulfilment. During the interactions the supplier can directly work with the customers and actively influence the flow and outcome of their value-generating processes.
.
Because according to the value-in-use notion customers create value, the supplier is not a value creator or the value creator. However, during interactions with users in addition to its role as value facilitator, the supplier becomes a co-creator of value as well. ... customers produce value for themselves independently, but suppliers may offer assistance. Co-creation opportunities that suppliers have are strategic options for creating value. As these interactions are dialogical situations, where both parties are active in a learning process and influence each others perceptions and actions, it is in fact a matter of joint value co-creation in which both are engaged."
Recordar sempre estas cenas ao ouvir os Muggles
Sempre que oiço André Macedo na rádio ou na TV lembro-me desta história.
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Ontem, André Macedo escreveu no artigo "Não temos dinheiro, vamos ter de pensar":
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"Há exactamente 46 anos, um visionário chamado Robert Plinskin decretou a morte dos ovos.
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Disse ele: “As mais recentes análises de mercado estabelecem, sem sombra de dúvida, que o ovo é um produto triste e lamentável. Os ovos não vão, obviamente, continuar a vender-se: não se seguram sozinhos, rolam facilmente, partem-se depressa, exigem pacotes especiais, são todos parecidos uns com os outros, são difíceis de abrir e não se empilham nas prateleiras.” A lista de argumentos deste guru do marketing era arrasadora: os ovos estavam fritos."
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Pois bem, reparem neste exercício:
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Há exactamente 3 anos 5 meses e 1 semana, um comentador económico chamado André Macedo decretou a morte do têxtil e do calçado em Portugal:
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Disse ele: “Acontece que o abandono progressivo das actividades com baixo valor acrescentado (têxteis, calçado) é uma estrada sem regresso possível e sem alternativa. Vai doer, mas só assim o país ficará mais forte e competitivo.”
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Cuidado! Esta gente vive longe da realidade, tem um pensamento linear e é incapaz de perceber que possam existir relações amorosas com clientes, fornecedores e produtos... são Muggles.
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Não percebem nada da magia!
.
Ontem, André Macedo escreveu no artigo "Não temos dinheiro, vamos ter de pensar":
.
"Há exactamente 46 anos, um visionário chamado Robert Plinskin decretou a morte dos ovos.
.
Disse ele: “As mais recentes análises de mercado estabelecem, sem sombra de dúvida, que o ovo é um produto triste e lamentável. Os ovos não vão, obviamente, continuar a vender-se: não se seguram sozinhos, rolam facilmente, partem-se depressa, exigem pacotes especiais, são todos parecidos uns com os outros, são difíceis de abrir e não se empilham nas prateleiras.” A lista de argumentos deste guru do marketing era arrasadora: os ovos estavam fritos."
.
Pois bem, reparem neste exercício:
.
Há exactamente 3 anos 5 meses e 1 semana, um comentador económico chamado André Macedo decretou a morte do têxtil e do calçado em Portugal:
.
Disse ele: “Acontece que o abandono progressivo das actividades com baixo valor acrescentado (têxteis, calçado) é uma estrada sem regresso possível e sem alternativa. Vai doer, mas só assim o país ficará mais forte e competitivo.”
.
Cuidado! Esta gente vive longe da realidade, tem um pensamento linear e é incapaz de perceber que possam existir relações amorosas com clientes, fornecedores e produtos... são Muggles.
.
Não percebem nada da magia!
quarta-feira, julho 20, 2011
Abraçar a MUDANÇA em vez de lhe resistir (parte II)
Relacionar o ponto 4 deste postal "O momento Janus (parte II)" com estes postal de Seth Godin "Embracing constraints".
Shape expectations, frame experiences
""everything is brand." And everything a brand does should be aligned to deliver a meaningful experience. (Moi ici: E qual é essa experiência? E a quem é dirigida?) But the sensory experience of transacting business with a brand, while it may be the cornerstone of the brand experience, is far from the totality. Brand experience encompasses everything from the first impression of a brand to the latest interaction with it, from a positive association with it created by its funny TV ad to a negative one from a neighbor's discussion of its shortcomings. It is the job of marketing to shape expectations, frame experiences, and keep as many associations as possible both positive and salient. If they do their work well, the result will be the creation of value for both brand owner and brand buyer."
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Trecho extraído de "A Brand is Bigger Than Performance"
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Trecho extraído de "A Brand is Bigger Than Performance"
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