"A unidade têxtil Fillobranca detinha a licença exclusiva da Disney e garantia a produção e distribuição para a Europa de vestuário da "Guerra das Estrelas"."Fez-me logo especular sobre o que poderá estar por trás deste fenómeno...
"In the 24 hours after the show aired, the company posted $40,000 in sales, almost doubling its total for the previous six months."Neste caso particular, o que a empreendedora fez foi revelar toda a fraqueza do seu estado, o que estava mal, o que tinha corrido mal e porquê... e as pessoas respondem comprando.
"after a mature forest burns down, and nothing remains but charred topsoil, there is a standard growth pattern and cycle for the way species repopulate the forest. The first returning species are fast-growing grasses and shrubs. These opportunistic fast growth species provide low groundcover. Next, small softwoods start to fill in, also growing quickly and providing some shade canopy. Finally, the slow-growing hardwood trees begin to reappear, offering significant canopies over decades or centuries.O que os caçadores de unicórnios na Europa criaram, muitos deles autênticos Quintas-feiras, nas mãos das extractivas elites económico-políticas sem o saberem, foi uma paisagem competitiva adequada a um sistema ecológico maduro, pesado, burocrático... que já não funciona.
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[Moi ici: O trecho que se segue é precioso] At each phase of development, different organisms are best suited for the network of available ecological resources. Grasses thrive in the bright light and can withstand harsh, unsheltered conditions, but when hardwoods have grown in, these grasses don’t get enough light to thrive. Hardwood saplings aren’t as hardy and quick growing as shrubs, but once there is some groundcover, they can grow to great heights, achieving long life spans. Life’s early stage strategies don’t make sense as the ecological network matures, and later stage strategies don’t take hold until the local conditions are right. By the same token, economic clusters offer different value-capturing opportunities relative to their life stage."
"How much should you charge for a new product? Charge too much and it won't sell—a problem that can be fixed relatively easily by reducing the price. Charging too little is far more dangerous: a company not only forgoes significant revenues and profits but also fixes the product's market value position at a low level. And as companies have found time and again, once prices hit the market it is difficult, even impossible, to raise them. In our experience, 80 to 90 percent of all poorly chosen prices are too low.
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Companies consistently undercharge for products despite spending millions or even billions of dollars to develop or acquire them."
"As medidas tomadas até agora de estímulo à economia são as mais correctas?Condenados a repetirmos-nos:
Sim. Não se trata apenas de colocar dinheiro na economia, mas de pensar como vamos pagar as dívidas assim que os mercados começarem a funcionar. Neste aspecto, vejo algumas diferenças na União Europeia. Penso que a Alemanha e os países escandinavos estão mais inclinados a considerar o futuro e a pensar no que devem fazer quando chegar a recuperação. Não quero especificar, mas alguns países põem muito ênfase no "estímulo, estímulo, estímulo" e não conseguem saber se essas medidas vão funcionar quando a economia crescer. E alguns desses países já têm défices elevados.
Como Portugal.
Sim. Penso que é preciso fazer um equilíbrio entre os pacotes de estímulos e as medidas que é preciso tomar depois da crise. Se isso não acontecer, haverá problemas durante muito tempo. Aumentar a dívida não será um problema apenas para o Governo, os cidadão terão de a pagar de uma forma ou de outra."
"O banco alimentar é provavelmente umas das formas mais ineficientes de ajudar pessoas"Não tenho informação suficiente quer para corroborar, quer para contestar esta afirmação. Contudo, o primeiro pensamento que me veio à cabeça quando a li foi qualquer coisa como:
"Mas para aquela pessoa concreta X, fez toda a diferença do mundo"Fiz este desvio por causa da capacidade de modelar o mercado ao jeito da nossa PME. Quando se fala em modelar o mercado, há empresários que tomam a ideia por absurda pois pensam logo numa alteração com escala, para alterar as estatísticas gerais do sector onde actuam. Uma PME não precisa de mudar o mercado, essa entidade estatística geral, basta-lhe alterar o mercado onde actua, cliente a cliente, relação a relação, troca a troca, interacção a interacção.
"A recent study by Aon Risk Solutions found that, on average, the percentage of global companies reporting a loss of income due to a supply chain disruption increased from 28% in 2011 to 42% in 2013."E ainda vai crescer muito mais:
"A recent MIT Scale Network study found that even many large companies are unable to create contingency rules and procedures for operations during a complex, high-risk event. In fact, approximately 60% of the surveyed managers either do not actively work on supply chain risk management or do not consider their company’s risk management practices effective."Pense nisto, pense em como poderá estimar estes valores, para que na próxima negociação deixe menos dinheiro em cima da mesa
"As measured by flows of jobs and workers across employers, U.S. labor markets became much less fluid in recent decades.Trechos retirados de "Labor Market Fluidity and Economic Performance" de Steven J. Davis e John Haltiwanger
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An aging workforce and a secular shift away from younger and smaller employers partly account for the long-term decline in labor market fluidity.
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But we also identify strong reasons for concern about the consequences of reduced fluidity for productivity growth and real wages.
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higher training costs as an important factor behind reduced fluidity. The economic consequences are likely to turn on why training costs rose. If they rose in response to technological changes, then returns in the form of more productive workers, better values for consumers, and higher profits presumably compensate for the extra training costs. In contrast, if they rose in response to policies that restrict occupational labor supply and insulate incumbents from competition, they are unlikely to generate net economic benefits.
That brings us to our third reason for concern: the role of government regulations and policies that hamper reallocation. For example, government restrictions on who can work in which jobs have expanded greatly over time.
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the fraction of workers required to hold a government-issued license to do their jobs rose from less than 5 percent in the 1950s to 29 percent in 2008. Adding workers who require government certification, or who are in the process of becoming licensed or certified, brings the share of workers in jobs that require a government-issued license or certification to 38 percent as of 2008. These observations suggest that training costs rose over time, in part, because regulations governing occupational labor supply became increasingly restrictive. In any event, the spread of occupational licensing and certification raises the cost of occupational mobility, one form of job mobility."
"shaped a world in which large companies face increasing performance pressure amidst sinking return on assets, intense competition, and changing workforce dynamics. Individuals are taking advantage of lowered barriers to market entry and commercialization to become creators in their own right. As a result, a new economic landscape is beginning to emerge in which a relatively few large, concentrated players will provide infrastructure, platforms, and services that support many fragmented, niche players.Continua.
In this way, both large players and small will coexist and reinforce each other. Some parts of the economy will be more affected by fragmentation than others, and more quickly, but the fragmentation will be enduring rather than transitory. In this new landscape, much of the world’s economic value will be created by the relationships among participants"
"No, the shortlist requires more than that. Luck, sure, but also the persistence of doing the work in the right place in the right way for a very long time. Not an overnight success, but one that took a decade or three.Trecho retirado de "The shortlist"
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The secret of getting on the shortlist is doing your best work fearlessly for a long time before you get on the list, and (especially) doing it even if you're not on the list."
"Poland’s economy has doubled in size since the fall of communism, while Ukraine’s has stagnated, because Poland made a far more urgent dash in the direction of free markets in labour, capital and trade. Estonia has been the top performing of the former Soviet colonies because Mart Laar, the historian who became prime minister in 1992 at the age of 32, had read only one book on economics, Milton Friedman’s Free to Choose and was in his own words “so ignorant” that he thought flat taxes, privatisation and the abolition of tariffs and subsidies constituted normal policy in the West.Trecho retirado de "Try free enterprise in Europe"
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Mr Laar ignored the warnings from most Estonian economists, who told him what he proposed was as “impossible as walking on water”. There’s a common theme here. Germany’s postwar economic miracle happened because Ludwig Erhard abolished rationing and freed up markets in the teeth of expert advice. When the American general Lucius Clay said his experts thought these policies were a bad idea, Erhard replied “so do mine”, and did it anyway. When Sir John Cowperthwaite turned Hong Kong into a low-tax, free-trade enclave in the 1960s, he had to turn a blind eye to the instructions of his LSE-educated masters in London. Indeed, he kept failing to send them data so they could not see what was happening."
"Different from services.Aplicável também ao B2B. Quantas empresas disponibilizam serviços que apelam à experiência e emoção e, no entanto, depois, com o cliente conquistado, actuam como um banco ou um dentista?
In her study, Susanne H. G. Poulsson uncovers a key distinction between service products and experience products. The two categories meet very different consumer needs.
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There are crucial differences between what we want and what creates value for us when we purchase services from e.g. a bank, garage or dentist, and what creates value when we are after experiences in the form of thrills, shows, travel attractions, culture and entertainment..
When we buy service products, we are looking for help in solving a task, we are keen to save time and energy, and we want to be sure we get the right thing. We buy services because they are useful to us."
"Enjoyment more important.Este Verão senti o desperdício que um bem equipado e simpático parque de campismo estava a fazer ao apenas disponibilizar as suas instalações e rezar pela ajuda de S. Pedro.
When buying experience products, we are less interested in usefulness and all the keener on enjoyment. In this field, consumption is driven not so much by material needs as by psychological wishes.
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“Experiences are what we buy when seeking to enrich our lives in various ways,” the experience researcher explains.
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On the track of magical moments.
Experience products have, according to Poulsson’s study, three main characteristics. These may be summed up as follows:
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A promise of pleasure, flow and magical moments.
The need for physical and mental presence.
A process consisting of interaction between the consumer and the experience product (co-creation).
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The visitor invests time and is involved in creating the experience. The magic is created in the interaction between external stimuli and how each visitor perceives them. This is a personal and subjective process. For this reason, different visitors might see the same experience in very different lights.
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In other words, companies in the experience business must think in terms of developing products which evoke involvement and emotions that make each visitor take part in creating the experiences."
"New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.Quantos gerentes de PMEs estarão dispostos a investir em intangibilidades como o marketing? Quantos continuam agarrados à produção pura e simples?
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a smaller brand can actually benefit if consumers can see the competitive threat it faces from a larger organization.
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we explored the effects of having a large, dominant competitor and found that highlighting a large competitor’s size and close proximity can help smaller brands, instead of harming them.
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Compared to when they are in competition with brands that are similar to them in size or when consumers view them outside of a competitive context, small brands see consumer support go up when they are faced with a competitive threat from large brands. This support translates into higher purchase intention, more purchases and more favorable online reviews.
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we found that shoppers were significantly more likely to make a purchase after reading the “large competitors” version of the in-store ad, compared to the “small competitors” version or the no competition version. ... These results suggest that framing the competitive game and emphasizing a competitive narrative against a larger company can help a small establishment — and spur consumers to make a purchase that supports the smaller competitor."
"A salinicultura deixou há muito de ser rentável - uma tonelada, "bem vendida, fica por 80 euros", adiantou Vergílio Rocha, gerente da empresa Canal do Peixe, detentora do projeto da Ilha dos Puxadoiros que, ontem, a ministra da Agricultura, Assunção Cristas, visitou. Conjugando salinicultura, agricultura, aquacultura e turismo de natureza, o projeto é, segundo a ministra, "é um bom exemplo". Daqueles que "o PROMAR apoia e para os quais ainda há dinheiro e, de futuro, mais dinheiro haverá, através do Mar 2020 [400 milhões de euros]", com o objetivo de "ganharmos escala, criarmos riqueza a partir do mar e postos de trabalho"."Primeiro ponto, por que é que a salinicultura terá de ser um peso morto neste projecto? Recordar gente que fez outro percurso e que vende flor de sal a 100 €/kg, se calhar nem recorreu a subsídios. Não fazia muito mais sentido produzir flor de sal e criar uma marca para aproveitar o canal de venda das ostras?
"Armando Almeida iniciou esta semana funções de presidente executivo da PT Portugal, substituindo Zeinal Bava no cargo.Pergunta um simples anónimo engenheiro da província: Cinco?! Não serão demasiadas prioridades?
Num encontro com quadros da empresa esta semana, Armando Almeida definiu "cinco prioridades estratégicas para o futuro da PT Portugal""
"a aposta na inovação, que é considerada como "fator diferenciador e competitivo" que o novo presidente executivo pretende potenciar.Para mim, um simples anónimo engenheiro da província, resumia tudo à aposta nos clientes: quem são os clientes-alvo da PT? Por que é que um consumidor há-de optar pela PT?
Outra das prioridades é o "foco financeiro", apostando na entrega de valor aos acionistas.
No encontro, Armando Almeida considerou que esta é uma das responsabilidades dos gestores, pelo que "continua a ser fundamental o fortalecimento financeiro, a seleção de investimentos que garantam o maior retorno possível e o aumento do fluxo de caixa", disseram as mesmas fontes.
Armando Almeida sublinhou também que as pequenas e médias empresas (PME) são importantes para a estratégia da PT Portugal, já que "o tecido empresarial português é pedra basilar para o desenvolvimento económico" e a empresa "tem uma capacidade ímpar, não só de estar mais perto das PME, como ajudá-las no seu próprio crescimento e afirmação no mercado".
A aposta nos clientes, incluindo a qualidade de serviço, uma cultura de empresa, onde "mais importante do que o número de horas de trabalho são os resultados" obtidos e a integração numa corporação, já que a PT está em processo de fusão com a brasileira Oi, são as outras prioridades destacadas pelo novo presidente executivo."
"As exportações de vinhos com denominação de origem Douro subiram cerca de 17%, no primeiro semestre deste ano, face ao período homólogo do ano passado."Trecho retirado de "Vinhos do Douro conquistam consumidores. Exportações aumentam"
"Os hotéis nacionais receberam mais de sete milhões de turistas entre Janeiro e Junho (1,6 milhões só neste último mês), mais 12% em comparação com o mesmo período do ano passado."Entretanto, no nosso vizinho:
"Durante los siete primeros meses de 2014, las pernoctaciones se incrementan un 2,8%Há gente a trabalhar bem. Parabéns!!!
respecto al mismo periodo del año anterior."
"Trying to apply management practices uniformly across geographies is a fool’s errand, much as we’d like to think otherwise.Recordo logo várias coisas que a minha cultura rotula de parvoíces infantilizantes, que funcionam na cultura norte-americana mas que cá seriam recebidas de forma pouco abonatória.
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Context matters. This is not news to social scientists, or indeed to my colleagues who study leadership, but we have paid it insufficient attention in the field of management. There is nothing wrong with the analytic tools we have at our disposal, but their application requires careful thought. It requires contextual intelligence: the ability to understand the limits of our knowledge and to adapt that knowledge to an environment different from the one in which it was developed.
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Rather than assume that technical knowledge will trump local conditions, we should expect institutional contextto significantly affect industry structure."
"Are not really making choices Strategy, above all, is about making choices; choices in terms of what you do and what you do not do. ... Most companies don’t concentrate; they cannot resist the temptation of also doing other things that, on an individual basis, look attractive. As a consequence, they end up with a bunch of alternate (sometimes even opposing) strategic directions that appear equally attractive but strangely enough don’t manage to turn into profitable propositions. Too many strategies lack focus.
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Are stuck in the status quo ... companies write up their strategy in such a way that everything fits into what they were already doing anyway. ... Regrettably, more often than not, strategies adapted to what you were doing anyway results in some vague, amorphous marketplace statement that would have been better off in a beginners’ class on esoteric poetry, because it is meaningless and does not imply any real decision about what needs to be done in order to be a vital company in the next one to three years.
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Have no relationship to value creation ... Strategy is not just about making choices; executives need a good explanation why these choices are going to create the company a heck of a lot of value. Without such logic, I cannot call this line of thinking a strategy at all. ... Without a proper rationalisation of why your choices are going to help you create value, it’s not a strategy.
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Are mistaking objectives for strategy We want to be number one or two in all the markets we operate in. Ever heard that one? I think it is bollocks. ... These are goals, possibly very good and lofty ones, but in terms of amounting to a strategy, they do not. You need an actionable idea and a rationale — a strategy — of how you are going to achieve all this. Without a true plan of action, lofty goals are but a tantalising aspiration.
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Keep it a secret The final mistake I have seen, scarily common, as to why CEOs who think they have a strategy don’t actually have one (despite circumventing all of the above pitfalls) is because none of their lower-ranked employees actually know about it. A strategy only becomes a strategy if people in the organisation alter their behaviour as a result of it. And, in order to achieve that, they must know about it."
"Na base da decisão da rescindir com Marcelino terá estado não apenas a constatação de que não conseguiu inverter a sucessiva quebra de vendas do título"Depois, recordar a decisão da P&G de cortar em cerca de 80 a 100 marcas do seu portefolio em "Porque não somos plankton..." e sublinhar aquele:
"Lesson #1: Do not play a strictly dominated strategy"Por fim, ler e reler com calma e pragmatismo, muito pragmatismo "How to Succeed at Endings"
"o JN assumirá um cariz mais popular, mas não tablóide; o DN terá uma linha mais próxima da informação de referência."Qual é o ecossistema da procura para um jornal na segunda década do século XXI?
"“The great economic law is this: Services are exchanged for services....It is trivial, very common place; it is, nonetheless, the beginning, the middle, and the end of economic science.”
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“I must give myself some credit for switching to the service logic. It forces us to shift our attention: from production to utilization, from product to process, from transaction to relationship.”
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Customers do not buy goods or services: they buy offerings which render services which create value.... The traditional division between goods and services is long outdated. It is not a matter of redefining services and seeing them from a customer perspective; activities render services, things render services. The shift in focus to services is a shift from the means and the producer perspective to the utilization and the customer perspective."
"many nations have experienced several decades of rapid growth, such as much of East Asia since the Second World War and, more recently, China. Many of these subsequently saw that growth go into reverse. Argentina, for example, grew rapidly for five decades up until 1920, becoming one of the richest countries in the world, but then started a long slide. The Soviet Union is an even more noteworthy example, growing rapidly between 1930 and 1970, but subsequently experiencing a rapid collapse.Trechos retirados de "Why Nations Fail" de Acemoglu e Robinson
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Another example is the economic growth and industrialization of the Soviet Union from the first Five-Year Plan in 1928 until the 1970s. Political and economic institutions were highly extractive, and markets were heavily constrained. Nevertheless, the Soviet Union was able to achieve rapid economic growth because it could use the power of the state to move resources from agriculture, where they were very inefficiently used, into industry.
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Of course, no transition [Moi ici: Transição de instituições extractivas para inclusivas que se deu na Coreia do Sul] of this sort took place in the Soviet Union. In consequence, Soviet growth ran out of steam, and the economy began to collapse in the 1980s and then totally fell apart in the 1990s. Chinese economic growth today also has several commonalities with both the Soviet and South Korean
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While the early stages of Chinese growth were spearheaded by radical market reforms in the agricultural sector, reforms in the industrial sector have been more muted. Even today, the state and the Communist Party play a central role in deciding which sectors and which companies will receive additional capital and will expand—in the process, making and breaking fortunes. As in the Soviet Union in its heyday, China is growing rapidly, but this is still growth under extractive institutions, under the control of the state, with little sign of a transition to inclusive political institutions. The fact that Chinese economic institutions are still far from fully inclusive also suggests that a South Korean–style transition is less likely, though of course not impossible.
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Even though extractive institutions can generate some growth, they will usually not generate sustained economic growth, and certainly not the type of growth that is accompanied by creative destruction. When both political and economic institutions are extractive, the incentives will not be there for creative destruction and technological change. For a while the state may be able to create rapid economic growth by allocating resources and people by fiat, but this process is intrinsically limited. When the limits are hit, growth stops, as it did in the Soviet Union in the 1970s. Even when the Soviets achieved rapid economic growth, there was little technological change in most of the economy, though by pouring massive resources into the military they were able to develop military technologies and even pull ahead of the United States in the space and nuclear race for a short while. But this growth without creative destruction and without broad-based technological innovation was not sustainable and came to an abrupt end."
"Depois a alquimia do crescimento. Como num prato de 5 estrelas. Junta-se conhecimento económico. Cria-se o centro da inteligência e competitividade. Mostra-se em dossiês de suporte. Juntam-se subsídios em vinha de alho. Apresentações bonitas a cores. Promotores e avaliadores com QI elevado. E temos a alquimia do costume. Défice em vez de crescimento. Sines fantasmagórico do século passado. Autoestradas vazias. Parques desportivos sem atletas. Endividamento das empresas públicas. Projetos de formação profissional vazios. Sempre com resultado negativo. Porque sempre fora dos mercados. E das necessidades dos consumidores. Não geram crescimento. E deixam enormes dívidas para o futuro. Que continuamos a pagar."
"The scales haven’t tipped yet. While alternatives exist to almost any mass-produced item, most US consumers haven’t yet explored the full range of possibilities. However, it is only a matter of time before large firms begin to feel the impact of this changing landscape.
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the impact of the maker movement will eventually permeate society, shifting identity and meaning from consumption to creation and blurring the boundaries between consumers and creators. These makers are the consumers of the future and likely the future of consuming.
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This future calls for companies to imagine ways to serve as a platform to connect far-flung consumers with the products they desire. [Moi ici: Conseguem encaixar nestas tendências a recente decisão da P&G? Parece claramente uma resposta a isto antes que seja tarde demais] It means designing new products and services with the help of the people who will ultimately benefit from them.
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the increasing number of niche providers that are competing with large companies for share of wallet. Now that building new products and reaching new customers is easier than ever, competition can and will come from everywhere, not just your biggest competitors.
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The sellers of these unique products are building not just on new production and distribution platforms but also riding the trend of consumers demanding more customized products and services.
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The scales haven’t tipped yet. While alternatives exist to almost any mass-produced item, most US consumers haven’t yet explored the full range of possibilities. However, it is only a matter of time before large firms begin to feel the impact as multitudes of niche products collectively take market share away from generic incumbent products. Ignoring niche products won’t reverse the trend."
"some startups are finding that it’s easier to build products locally because the design-and-testing cycles are much tighter.Um pouco a lição do esquema de Lolly
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"We can iterate much faster here,” said co-founder Lisa Fetterman. “China is great if you have your design down pat. But if you’re creating something new that nobody’s ever seen before, you need to rapidly prototype.”
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While the Chinese market is great for mass producing thousands or hundreds of thousands of units of a product, it’s less great for customization and small runs."
"We are seeing more and more evidence-based medicine, as [opposed to] the intuitive model," he says. "In businesses, a lot of at least secondary decisions are increasingly passed on to algorithms. It's the truly important decisions that tend to be driven by intuition."Num mundo entre o complexo e caótico:
"Do crowds — driven by a herd mentality, crowd euphoria or sheer silliness — gravitate toward funding seemingly irrelevant ideas? Or can crowds make rational funding decisions and, better yet, exceed venture capital investors and other traditional gatekeepers in identifying promising projects?
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“It turns out the crowd does consider the quality of projects and outcomes pretty well.”"
"The egg market is a perfect example of how value, and marketing’s role in the communication of that value, can be added to what was previously a commodity in order to produce higher margins.O artigo inclui um exemplo concreto de como um pequeno produtor, como uma produção pouco ou nada escalável pode subir na escala de valor apostando na decomoditização e no relacionamento.
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Take a look at the market for eggs. There’s white. Brown. Hormone free. Antibiotic fee. Vegetarian fed. Grass fed. USDA organic. Free range. The list goes on.
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Of course, there is a range of prices for these different attributes, ranging from $2.78 per dozen to $5.49 per dozen in a recent Consumer Reports article, for example.
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This creates a dilemma for the consumer and a challenge (and opportunity) for the marketer."
"A safe bet in most industries is this: 99.99% of the things we do in business are being done the way they have always been done. No one has re imagined how things should be done."Fico sempre a pensar que alguém, bem mais empreendedor do que eu, um dia há-de olhar para o desempenho destes gigantes junto dos seus clientes e...
"Developing Objectives for the Customer Perspective
The customer perspective must provide answers to three questions:Paul Niven escreveu isto em "Balanced Scorecard Evolution - A Dynamic Approach to Strategy Execution".
1. Who are our target customers?
2. What do they expect or demand of us as an organization—what needs are we serving?
3. What is our value proposition in serving them?"
"Fifty-eight of the top Fortune 200 companies bought into Six Sigma, attesting to the appeal of eliminating errors. The results of this “experiment” were striking: 91 per cent of the Six Sigma companies failed to keep up with the S&P 500 because Six Sigma got in the way of innovation. It interfered with insights."Depois, com base na Cynefin Framework, Jarche mostra o porquê do problema, complexo é diferente de complicado.
"A shopper was dismayed to discover his local Tesco selling 22 different varieties of apples but not one of them was British.No jornal, correndo o risco de passar despercebido, este pequeno pormenor relatado pela Tesco:
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Leo Deen checked 22 different varieties of the fruit at Tesco on Hibel Road in Macclesfield for a native apple – before walking away empty handed.
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Instead he found fruit which had been transported thousands of miles from Chile, the U.S., New Zealand and South Africa.
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‘Supermarkets should be buying local or at least from the same country and supporting British farmers, not flying in apples from the other side of the world during peak apple season in this country.’"
"The traditional British apple season runs from September to July and our first new season British apple was in store this weekend.'"Qual é o mês em que estamos?
"Tendo em conta os primeiros cinco meses deste ano, e de acordo com os dados do Eurostat, Portugal exportou pêras, laranjas, maçãs e kiwis, em valor por tonelada muito superior às importações."Alguém está a fazer um bom trabalho de valorização e diferenciação.
"So before you copy the spa’s method and do something that doesn’t scale, (Moi ici: No artigo pode ler-se "No entanto, salienta, tem algumas fragilidades, como a falta de organização e o baixo nível de concentração da oferta") understand what is the real product and what is just there to sell the real product."Se calhar são essas fragilidades que também contribuem para a marca Portugal e permitem a diferença de preço... autenticidade, menos associação a vómito agro-industrial.
"The older generation benefited from decades of rock-solid job protection, union-guaranteed salary increases and the promise of a comfortable retirement. All this has allowed them to weather Europe's longest postwar crisis reasonably well.Trecho retirado de "In Europe, Job Protections for Older Generation Are Barriers for Younger Workers"
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By contrast, many younger Europeans can hope for little more than poorly paid, short-term contracts that often open a lifelong earnings gap they may never close. Employers in many countries are reluctant to hire on permanent contracts because of rigid labor rules and sky-high payroll taxes that go to funding the huge pension bill of their parents.
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The breach is widening: Median income for people over 60 rose between 2008 and 2012 in nearly every European Union country, according to Eurostat; it declined for people under 25 in almost half the EU countries, including in Spain, Portugal, the U.K. and Holland."
"If you exclude health care and pensions, reaching the savings targets becomes almost impossible,"
"Value in B2B markets is a number.Esta frase de Stephan Liozu merece reflexão.
You save them money, you make them money, or you create an emotional connection with them."
"an aversion to processed food was intensifying. More people became focused on self-sufficiency and eking out as much value as they could from what they bought — and at a reasonable cost.Recuei até Janeiro deste ano e a "Se a tribo dos Qimondos imaginasse..." e a Junho último com "A marca Portugal"...
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“Everywhere I look as I study consumers, I see this growing quest for more and more control,” Ms. Koehn says. “Control not only over where stuff comes from and what it’s made of, but how it’s made.”
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The personalized food movement, as Mr. Scherzinger calls it, began to emerge. According to him, 82 percent of Jarden Home Brands’ customers have their own gardens, and many patronize farmers’ markets."
"So before you copy the spa’s method and do something that doesn’t scale, understand what is the real product and what is just there to sell the real product."Porque o país é pequeno e muito montanhoso não podemos ter a escala espanhola, porque não temos capital para investigação e tecnologia não podemos ter "dinamarquices", mas temos a autenticidade e o clima.
"The overall supply of fish (in tonnage) into Portugal, with a crude net volume measured as domestic landings + exports – imports was around 500,000 t annually in the early 1960s, reaching a peak of 627,000 t in 1967. For reasons explained above, it subsequently fell to a bottom level of 246,000 t in 1979. By the mid 1980s, supply started increasing. In 2007, total supply was estimated at 655,000 t, the highest level ever recorded."Algo que nunca ouvi nas narrativas dos políticos, a propósito da "maldade" da CEE em relação à pesca portuguesa:
"In addition to these macroeconomic perturbations, the fisheries sector was exposed to a major shock of its own: the introduction of 200 mile Exclusive Economic Zones in 1977, as a consequence of Extended Fisheries Jurisdiction (EFJ).
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Portugal was traditionally a DWFS. The Portuguese long distance fleet operated mainly in the North and Southeast Atlantic, targeting mainly cod (G. morhua) and hake (Merluccius spp.), respectively.
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However, with the advent of the 200 mile EEZs by coastal states in the latter part of the 1970s, countries with distant water fleets such as Portugal suffered from this change. Due to the combined effects of Extended Fisheries Jurisdiction and the end of international open access fisheries, the oil shock and the aftermath of the Revolution, the fishing sector faced tremendous difficulties."
"Measures, Not Strategic Initiatives.
It’s not uncommon for Scorecard developers to include at least a measure or two to the effect, “Complete project X by September 30.” This reflects an initiative - an action taken to assure success on the measure - not a measure itself. Should they be fortunate enough to complete the project, does the measure simply vanish from the Scorecard?
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In this case, the Scorecard creators should ask, “What happens on September 30? How are we better off as an organization? How are prospects improved for our customers or clients?” In other words, “Why are we embarking on this initiative?” Answering these questions may lead to the development of a more appropriate performance measure. If, however, the initiative is vital to the organization’s strategy, you may include a variant of it on the Scorecard by tracking milestone completions on the path to completing the initiative. Once the project is finished, you can transition to a measure that reflects why the organization invested in the initiative."
"Our largest customer was among our least profitable. Indeed, customers in the middle of the pack, which didn’t demand substantial resources, were more profitable than the giant we fawned over.E a sua empresa, tem um mapa da estratégia?
What happened? We made a mistake that’s exceedingly common in business: We measured the wrong thing. The statistic we relied on to assess our performance—revenues—was disconnected from our overall objective of profitability. As a result, our strategic and resource allocation decisions didn’t support that goal.
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The authors’ survey of 157 companies showed that only 23% had done extensive modeling to determine the causes of the effects they were measuring. The researchers suggest that at least 70% of the companies they surveyed didn’t consider a nonfinancial measure’s persistence or its predictive value. Nearly a decade later, most companies still fail to link cause and effect in their choice of nonfinancial statistics.
But the news is not all bad. Ittner and Larcker did find that companies that bothered to measure a nonfinancial factor—and to verify that it had some real effect—earned returns on equity that were about 1.5 times greater than those of companies that didn’t take those steps.
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companies that make proper links between nonfinancial measures and value creation stand a better chance of improving results."
"companies that make proper links between nonfinancial measures and value creation stand a better chance of improving results"
"Only 20%-30% of corporate and business unit strategies successfully deliver expected results.Trecho retirado de "Strategy – Why It’s Broken And How To Fix It"
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Despite awareness of the problem, the statistic itself has not really changed much in the last 20 years. What never ceases to amaze me is why people continue doing something that failed to work 80% of the time. Why is this myopia, this herd mentality, and this rationalization of mediocrity so prevalent? Our observations and experience indicate that:
- Less than half of all current strategic initiatives are aligned with company strategy
- Only 1 in 7 strategic initiatives add value beyond “break even”
- The ROI on Strategy delivers 80% less than plan
- Companies invest billions every year on strategies that don’t improve business results or increase the value of the company
- Average CEO tenure is less than 4 years"
"Abre gavetas onde guarda uma mistura de facas, algumas terminadas, outras que são ainda projectos em curso. Num pequeno caderno, vai fazendo desenhos, estudos. Algumas têm uma forma mais próxima da adaga, outra (já feita) é um estilete de cabo retorcido, outras são facas de trabalho, com a guarda em bronze batido, ou em corno de búfalo, as lâminas afiadas, a parte de cima tosca, martelada. “Não faço facas perfeitas; para isso, existem as fábricas.”"
"A Solinca Health & Fitness quer ser líder de mercadoQuem não quiser enfrentar a Solinca de frente, recordar "How the Weak Win Wars", deve pensar naquilo que o modelo de negócio da Solinca não privilegia, recordar "Treat different people differently. Anything else is a compromise".
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Queremos possibilitar que o exercício físico seja para todos, em qualquer lugar. A nossa aposta foca-se em democratizar e universalizar o acesso a estes serviços."
