"No ano passado, Portugal exportou sensivelmente 90 milhões de pares de calçado, no valor de 1.870 milhões de euros", acrescenta.Quantos pares é que Portugal tinha exportado em 2013?
"Se o sector não precisa de crescer mais, do que necessita então? "Temos as fábricas e as máquinas, agora é ir lentamente aumentando o preço médio e melhorar a qualidade. Não é produzir cem milhões, basta 75, mas com mais 20% de valor incorporado", diz.""Em Abril de 2014:
"a indústria portuguesa de calçado, neste momento, estar mais empenhada em aumentar o valor das exportações do que o número total de 75 milhões de pares produzidos."Claramente, a APICCAPS é mais optimista do que a maioria dos seus empresários.
- Na semana passada um cliente visitou-nos e chamou-nos a atenção para um pedido de amostras que estava cá há três meses sem resposta. Não acreditei! Depois, fui pesquisar e encontrei o pedido... já tinha mais de três meses!!!Qual é o cliente que espera três meses por umas amostras e não troca de fornecedor? Sintoma de muito dinheiro deixado em cima da mesa!
"Qual pode ser um dos impactes desta evolução ... num dos parâmetros mais querido do sector do calçado, o preço médio do calçado à saída da fábrica?...Uma redução do preço."Recordar a série "Comparações enganadoras" e comparar com:
"A provar que os números não são lineares e o mundo não é a preto e branco estão precisamente os dados do preço médio do calçado de couro, que em 2014 teve o seu valor mais elevado de sempre: 28 euros. Cresceu 1,8%."Pára tudo!
"É o caso da Joaps Malhas, que, além de ter amostras selecionadas para o Ispo Textrends Forum – dedicado à inovação em materiais têxteis, onde Portugal conta com 21 amostras –, irá expor malhas técnicas respiráveis, antibacterianas e de secagem rápida. «A Joaps está a apostar num segmento de mercado mais vocacionado para artigos técnicos/desporto e, como tal, esta feira vai de encontro ao nosso projeto. Esperamos que com esta participação o nosso projeto possa crescer no mercado da exportação», justifica Carla Araújo, comercial da empresa.Gente a construir futuro!
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Também a Lipaco está pela primeira vez nesta feira alemã. «Pretendemos com esta participação a divulgação das nossas soluções, quer ao nível das linhas de costura, quer ao nível dos fios texturizados, a um mercado muito específico», explica o CEO Jorge Pereira. «O mercado de desporto é um mercado cada vez mais tecnológico e cada vez mais na moda, apresentando cada vez mais praticantes, logo com uma taxa de crescimento acima da média, potencializando novos nichos de mercado», acredita."
"Start doing the work, and the brain responds, allowing one to build and retain not just technical knowledge, but also the imaginative capacity needed to utilize it fully."Por isso, é tão difícil à tríade de académicos, paineleiros e jornalistas perceber o quão a economia de Mongo difere da economia de Magnitogorsk, ou de Metrópolis... ou do século XX.
"The second discipline is to apply disproportionate energy to the activities that drive your lead measures. This provides the leverage for achieving the lag measures.
... Lead measures are the “measures” of the activities most connected to achieving the goal.
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While a lag measure tells you if you’ve achieved the goal, a lead measure tells you if you are likely to achieve the goal. While a lag measure is hard to do anything about, a lead measure is virtually within your control. [Moi ici: Os autores queixam-se que os empresários com quem trabalham concentram-se demasiado nos indicadores de resultados. Interessante, a minha experiência é diferente, o que encontro muitas vezes são indicadores de actividades, indicadores de quantidade de trabalho e, poucos ou nenhuns de resultados]
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Once you have defined your wildly important goal it would seem natural, even intuitive, to then create a detailed plan listing all of the specific tasks and sub tasks required for achieving the goal in the coming months. But with Discipline 2, that’s not what you are going to do.
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Discipline 2 requires you to define the daily or weekly measures, the achievement of which will lead to the goal.
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A lag measure is the measurement of a result you are trying to achieve.
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Lead measures are different; they foretell the result. They have two primary characteristics. First, a lead measure is predictive, meaning that if the lead measure changes, you can predict that the lag measure also will change. Second, a lead measure is influenceable; it can be directly influenced by the team. That is, the team can make a lead measure happen without a significant dependence on another team.
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In Discipline 2, you create lead measures, the movement of which will become the driving force for achieving the WIG.
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There’s a problem with lead measures. Where do leaders normally fixate, on lead measures or on lag measures? That’s right. As a leader, you’ve likely spent your entire career focusing on lag measures even though you can’t directly affect them.
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The key principle behind lead measures is simply this: leverage. Think of it this way: achieving your wildly important goal is like trying to move a giant rock; but despite all the energy your team exerts, it doesn’t move. It’s not a question of effort; if it were, you and your team would already have moved it. The problem is that effort alone isn’t enough. Lead measures act like a lever, making it possible to move that rock. Now consider the two primary characteristics of a lever. First, unlike the rock, the lever is something we can move: It’s influenceable. Second, when the lever moves, the rock moves: It’s predictive.
"Most organizations, including the most tech savvy of startups, are working with a century-old framework, and they don't even know it,
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The first modern companies were bureaucratic juggernauts like the East India Company, and their practices still prevail. When you're running an empire, efficiency--not innovation--is king. For most of history, companies just needed to deliver products and services as quickly as possible to as many people as possible. Competition became about efficiency and scale, and the hierarchy of management we still use today emerged to divide the thinkers who had ideas and the doers who executed them.
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Efficiency is great if you can plan for the long-term," Pisoni says. "If you know what you're going to do for a long period of time, you can really get into the nuts and bolts of how to do it efficiently." But because efficiency, by design, locks in roles, processes and practices, it also makes it much harder to change.
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"The minute the future becomes unpredictable, efficiency can become your enemy."
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The shift from the efficiency model to the responsiveness model is a cultural one--it means unlearning over a century of inherited instincts.
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"This uber-shift from efficiency to responsiveness requires a new framework for making all decisions on a daily basis."
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They don't run their factories at 100 percent utilization. They realized that running them at 80 percent meant that they could slip projects into the pipeline on short notice and ultimately sell more. [Moi ici: Interessante o paralelismo com os nabateus de Petra] "In some cases, you're getting less efficient, but it's okay because you can make more money by being more responsive,"
"Prefiro um PIB com um crescimento nulo ou raquítico, a um PIB com um crescimento claro e (in)sustentado em mais despesa do Estado."Isto porque entendo estas palavras de Taleb:
"Risk comes first because we can't survive.Entretanto acaba de sair a estimativa do INE para a evolução do PIB em 2014:
Fragility is more important than growth.!"
"Para o conjunto do ano 2014, o PIB registou um aumento de 0,9% em volume,"O que tem de interessante este número? O PIB cresceu num ano em que o país não aumentou a sua dívida externa!!! (Ver o interessante gráfico)
"É preciso mais tempo e mais dinheiro"De que já ninguém fala, pelo menos podiam-se questionar os seus proponentes sobre o que é que não correu como esperavam, surge outro momento de verificação.
os q ñ acreditam no crescimento do PIB +0,8% em 2014, acreditavam nas previsões de crescimento da receita nos orçamentos das universidades?
— Carlos P da Cruz (@ccz1) October 3, 2013
Interessante recordar, por exemplo:"Business strategy is about the choices that a company makes in its attempts to achieve competitive advantage in a market. Some choices are explicit. They are documented in a plan or discussed at meetings. But many important choices are implicit in the myriad decisions we make, often without thinking of them as strategic, in the flow of running the business or on a project-by-project basis.
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Any budget involves choices about who and what gets more or less of finite resources. Firms are always making choices about which products or sales efforts to support, and which not to support [Moi ici: Vejo muito boa gente a esquecer-se desta parte, quando falam de estratégia, o que cortar, o que não apoiar, o que não desenvolver] with as much time, people, and money. There is no "ignorance is bliss" dimension to this aspect of business. You are better off being explicit. The focus of most people in a firm most of the time is on near-term operating issues. Nothing wrong with that. But without clarity about key choices, people can only pick up random, disconnected cues about strategy as they work, and alignment is then hit-or-miss.
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A strategy means continually asking, "Where are we spending too little and too much time, people, or capital?" Companies with coherent strategies do not treat all functions equally.
[Moi ici: Por isso é que os modelos de excelência são perigosos] Some are more important, and get more resources, than others....
Strategic choices are required, whether or not you acknowledge and communicate them within and beyond the C-suite. If your firm doesn't choose, then over time in any competitive market, one or both of two other parties will choose for you: either your competitors or (in voting with their feet) customers. [Moi ici: Mesmo quando não se escolhe... está-se a dar a outros o poder de fazer as escolhas que deviam ser feitas pela sua empresa] Neither group necessarily has your best interests at heart."
US retail sales down 0.8% in January, from -0.9% in December
— Markit Economics (@MarkitEconomics) February 12, 2015
Será por causa da obsolescência dos indicadores, dada a evolução do retalho online?"Making sure items show up in Etsy’s searches is also crucial: "A huge mistake I see is lots of shop owners list products by the name they’ve given it, like ‘Juicy Frutti Tutti Garland.’ No one’s going to search for that." Instead, Shaffer usually opts for something more general, like "floral garland," or "tassle birthday party decoration.""
"When you’re starting out with something new, it’s important to understand that your customer is never “everyone.” Even if your eventual potential market is huge, you need to start out by dominating a small niche.Com este outro:
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We need to work on big ideas, with big potential impact, but we have to start out in the smallest possible application.
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The reason for this is that we don’t know in advance how to make genuinely new ideas work.
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Making a new idea work requires three distinct sets of skills. First, you need to have the skills of creativity and invention to get the new idea to work in the first place during the invention phase. Then, you need to use your customer development and problem-solving skills to create a market with the early adopters. Finally, you need different skills again to make the transition to a business model that will scale with mainstream customers."
"Trap Two: Treating Market-Creating Strategies as Niche StrategiesA minha intuição, para as PME pelo menos, leva-me a preferir a abordagem do primeiro texto. Procurar um nicho onde seja claro quem são os clientes-alvo, onde os clientes-alvo possam ser clientes concretos e não descrições estatísticas. Como neste exemplo "This Clever Smartphone For The Paralyzed Could Have Mass Appeal":
The field of marketing has placed great emphasis on using ever finer market segmentation to identify and capture niche markets. Though niche strategies can often be very effective, uncovering a niche in an existing space is not the same thing as identifying a new market space.
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Successful market-creating strategies don’t focus on finer segmentation. More often, they desegment” markets by identifying key commonalities across buyer groups that could help generate broader demand."
"Their invention is the Sesame Phone, a device tailored to read a person’s head movements so they never have to touch the phone with their hands. The phone was built for those living with paralysis, but its creators say even the able-bodied could find its “touchless” tech useful one day."Será que a primeira abordagem funciona melhor com potenciais clientes underserved e a segunda com clientes overserved? Os primeiros não são clientes porque a oferta não existe, os segundos não são clientes porque a oferta existente é demasiado cara ou complexa?
"After two or three centuries during which manufacturing consolidated into larger and larger enterprises, technology is now restoring opportunities for the lone craftsman making things at home—with extraordinary consequences for careers and lifestyles.Parece que o BCG andou a ler este blogue!!!
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In classical Athens, with no industrial machinery and much of the work done by slaves whose maintenance costs were identical and whose capital costs reflected their skills, it was not possible to get an advantage in costs or in capital utilization. To compete successfully, you had to differentiate your product to make it worth more than your competitors’.
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The nature of a society in which most households participate, at least occasionally, in making goods is radically different from the world we are used to.
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The industrial revolution changed the economics of manufacturing by creating new forms of advantage based upon operating costs and capital investment. Starting in the eighteenth century, the lower costs offered by mechanization, mass production, and shared information drove production into fewer and larger units, and the amateur craftsman in the family workshop was squeezed almost out of existence.
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The nature of a society in which most households participate, at least occasionally, in making goods is radically different from the world we are used to. For citizens in ancient Athens, casual manufacturing was a vital income-earning component in a portfolio of activity. The industrial revolution changed the economics of manufacturing by creating new forms of advantage based upon operating costs and capital investment. Now, though, the information revolution is reversing the consolidating effect of the industrial revolution.
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After two or three centuries during which manufacturing consolidated into larger and larger enterprises, technology is now restoring opportunities for the lone craftsman making things at home—with extraordinary consequences for careers and lifestyles. The powerful trends toward making things oneself and choosing freelance careers over full-time employment recreate some of the economic and social dynamics of Athens between 500 and 300 B.C.—and pose important challenges to businesses and society. If we understand the forces behind the changes in industry structure since those times, we will have a better sense of how and why the dynamics of that structure are reversing and what that might mean for our daily lives.
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To build a large business, you have to win more volume than others in a competitive marketplace; this means having an advantage your competitors cannot match. For a competitive advantage to be of value, it must be manifested in one of the elements of return on capital: revenues, costs, or capital employed. In classical Athens, with no industrial machinery and much of the work done by slaves whose maintenance costs were identical and whose capital costs reflected their skills, it was not possible to get an advantage in costs or in capital utilization. To compete successfully, you had to differentiate your product to make it worth more than your competitors’.
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For a huge range of other products, which made up most of consumption—such as everyday clothes, basic ceramics, simple metalwork, and carpentry—there was no basis for differentiation. Almost all Athenian citizen households would have family members or slaves who made clothes. Some might make a surplus to sell; other households would have to buy some clothing. Many would have made simple wooden, ceramic, or metal objects for their own use and sometimes to exchange with neighbors or sell in the marketplace.
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The nature of a society in which most households participate, at least occasionally, in making goods is radically different from the world we are used to. ... By reducing their expenditures and bringing in some income through making simple household products, Athenian citizens managed to enjoy a rich and varied life. They had time to go to the theater and games, and some evidently had time to philosophize.
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The implications for the individual, for society, and for manufacturing companies are significant. For the individual, the restoration of competitive equality between the home craftsperson and the large factory creates real opportunities for the freelance lifestyle that many young people aspire to. As Forbes reported last year, 60 percent of Millennials in the U.S. stay fewer than three years in a job and 45 percent would prefer more flexibility to more pay. In a recent survey, 87 percent of UK graduates with first- or second-class degrees saw freelancing as highly attractive, and 85 percent believe freelancing will become the norm.
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Some manufacturing businesses will face a completely new challenge, one in which the stock weapons of increasing efficiency and reducing costs will be of little use. Few makers will recognize the opportunity cost of their time in a very businesslike way, given the psychic rewards they find in exercising their craft. Now that the other components of cost (procurement of raw materials, training and product development expenses, marketing investment, and energy) are available at rates not much different from those achieved by large enterprises, would-be makers will not be deterred by price cuts from established players."
"A Autoridade da Concorrência (AdC) tem dúvidas sobre o impacto positivo da lei que obriga quase todos os postos de abastecimento do país a vender combustíveis não aditivados - ou low cost - já a partir de meados de abril.Não precisavam de esperar pela AdC.
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no documento que apresentou ontem aos deputados, pode ler-se: "Não se antecipa que a legislação possa ter um impacto importante ao nível dos preços de venda ao público, porque não terá efeito direto nos custos de exploração dos postos convencionais".
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Para a AdC, o combustível simples é aquele a que se juntam os aditivos para fazer produtos premium e que, por isso, "o conceito de low cost tem menos a ver com o tipo de combustível e mais com o tipo de serviço que existe nos postos".
Contudo, diz Ferreira Gomes, "não quero agoirar o impacto de uma legislação séria e ponderada. [Moi ici: Eheheh isto soa-me a ironia] Não quero que me interpretem mal. Quero é que os mercados funcionem e desejo os melhores sucessos para a legislação"."
"Apple has taken advantage of the drop in Swiss funding costs to issue SFr1.25bn ($1.35bn) of bonds, its first offering in the currency."Trecho retirado de "Apple issues debut Swiss franc bonds" mais em "Apple plans debut of Swiss franc bond sale".
"50% of occupations in corporations today will no longer exist by 2025"Claro que a minha reacção instintiva foi uma pergunta:
E quantas das corporações, empresas grandes, de hoje ainda existirão em 2025?A previsão escrita acima está na página 4 deste relatório "Fast Forward 2030 - The Future of Work and the Workplace". O interessante é que na página 3 do mesmo relatório encontro:
"81% of interviewees imagine that corporate wealth and value creation will be different in 2030 – driven by ideas and creativity."Será que o mindset de empresas concentradas na automatização é compatível com o de empresas concentradas nas ideias e criatividade?
""Pese embora as exportações de bens tenham abrandado de 4,5% para 1,9%, de 2013 para 2014, excluindo os combustíveis, as exportações passaram de 2,1% (2013) para 4,3% (2014)". Além disso, Brandão de Brito refere que "as exportações de combustíveis caíram em termos homólogos 8,5%, em Dezembro de 2014, quando a taxa de contracção homóloga chegou a ser de 63,9% em Abril de 2014, ou seja, o efeito da manutenção de Sines está a dissipar-se", refere. Outro contributo negativo veio da "paragens na Autoeuropa devido à fraca procura no mercado automóvel europeu", lembra Rui Bernardes Serra, economista-chefe do Montepio.""Exportações agroalimentares cresceram 7,7% em 2014"
"2014 foi o melhor dos últimos 11 para as exportações da indústria têxtil e vestuário portuguesa, que cresceram 8% face a 2013 e somaram 4,6 mil milhões de euros."Sapatos portugueses estão a andar para fora da Europa"
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o vestuário foi a principal categoria de produtos exportada, representando 60% do total das exportações do setor, no valor de 2,8 mil milhões de euros, tendo crescido 9%.
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Em comunicado, a ATP destaca também o aumento de 7% das exportações das matérias-têxteis, que representaram cerca de 26% do total exportado (no valor de 1,2 mil milhões de euros exportados), e o crescimento de 3% das vendas para exterior dos têxteis lar e outros artigos têxteis confecionados, que exportaram 656 milhões de euros e respondem agora por 14% do total das exportações da ITV nacional."
"tendo atingido em 2014 um novo máximo histórico: 1,87 mil milhões de euros, mais 7,7% do que no ano anterior.""Exportações de alimentos e bebidas portuguesas crescem 6,5%"
"Olhando para o caso da fruta, por exemplo, regista-se uma subida expressiva de 27%. ... As exportações de peixe também aumentaram 15% para 673 milhões de euros. Já na carne, as vendas totalizaram os 211 milhões de euros, mais 21%."Pires de Lima: "Não foi um ano brilhante, mas foi o melhor de sempre das exportações"" [Moi ici: Até o ministro acaba enganado pela propaganda dos títulos dos media]
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Contudo, em termos de valor, é a indústria transformadora (onde está incluída a produção de cerveja ou de conservas, por exemplo) que mais vende para fora de portas: 3723 milhões de euros. Face a 2013, estas empresas conseguiram exportar mais 3,3%. Analisando mais à lupa a lista dos produtos, regista-se um crescimento de 7% nas vendas de bebidas e vinagres, para quase 1,2 milhões de euros.
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A exportação de máquinas e acessórios também mostrou um desempenho positivo, crescendo 4,7% para 6246 milhões de euros. No material de transporte, onde a Autoeuropa tem um contributo decisivo, o comércio aumentou 1,9% para 7064 milhões de euros. No caso específico dos automóveis, o crescimento foi de 7,1% para 1979 milhões de euros.
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O movimento inverso deu-se nos combustíveis e lubrificantes: as exportações derraparam 19% para 3850 milhões de euros."
"Atenção variedade, não é o mesmo que variabilidade."Em Julho de 2006 escrevemos "A variabilidade é inimiga da variedade"
"if you accept differences as merelyEste é o truque das PME, é o truque que quem gizou o famigerado acordo ortográfico nunca percebeu.variations,[varieties] each acceptable, then you realize that there are many markets, many choices, many solutions."
"Success and failure in business are not only due to luck, timing, and effort. These things matter. But so does a strategy that makes coherent choices, effectively allocates available resources, and communicates to people in the field. So, what is and is not strategy, and what must you recognize before you can craft a coherent and communicable strategy for sales?
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Strategy is not the same as mission or purpose.
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[missions] are analytically useless for doing what any coherent strategy must do: specify where we do and don't play in this world, and how we propose to win in those places where we do choose to play.
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Strategy is not the same as values.
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Strategy is not the same as war or a battle plan.
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business, unlike a war or battle, is not primarly about defeating an enemy. Business is primarly about customer value: targeting customer groups and tailoring sales and other activities to serve those groups better or differently than others.
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"The purpose of a business is to create a customer." That's also the purpose of purpose and any business strategy. Make customers, not war."
"As the economy recovered, so did Whole Foods, posting some of its best years. Its stock price rose to $60, [Moi ici: Estava a $30 em 2007 e caiu para $4 com a Grande Recessão] and in the fall of 2013, its market capitalization exceeded that of Kroger, the 130-year-old giant that operates more than 2,000 stores. The visible trend toward healthy, natural foods sparked a new wave of competition. Fresh Thyme, backed by $50 million in private equity, started an aggressive expansion across the Midwest. Sprouts, a Phoenix-based grocer with an emphasis on smaller stores and cheap produce, had one of the biggest initial public offerings of 2013. It’s now in 11 states.Embora a missão permaneça, algumas escolhas sobre como a cumprir tiveram de ser alteradas. E a vida continua.
At the same time, traditional supermarkets, noticing that shoppers were losing their taste for processed foods, scrambled aboard the healthy foods bandwagon. “Everyone seemed to realize at the same time that the market was tipping,” says Robb.
Suddenly it became clear that Whole Foods was vulnerable."
"In the study McKinsey worked with the Global 1200. They found that a 1% price increase – if the demand remained constant – would result on average in an 11% increase in profits. Not bad. Think how many more units those companies and yours would need to sell to achieve an 11% increase in profits at your present pricing.
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One moral of the story is – it is worthwhile to have an accurate assessment of the impact of price concessions on profit."
"Sell outcomes not products. You win more often when the customer has a clear understanding that you can help them to do what they need to do better than the competition. How can you help them achieve their business goals and leverage their opportunities more effectively and more efficiently than anyone else?"Trecho retirado de "Beat your competition – focus on the customer"
"Excluindo os Combustíveis e lubrificantes, no conjunto do ano de 2014 as exportações aumentaram 4,3%"Qual foi o crescimento das exportações em 2013 face a 2012?
"the rise of restaurants known in the trade as “fast-casual”
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Unlike traditional fast-food restaurants, fast-casuals emphasize fresh, natural, and often locally sourced ingredients. Perhaps as a result, their food tends to taste better. It’s also more expensive.
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For most of the fast-food industry’s history, taste was a secondary consideration. Food was prepared according to a factory model, explicitly designed to maximize volume and reduce costs. Chains relied on frozen food and assembly-line production methods, and their ingredients came from industrial suppliers. They were able to serve enormous amounts of food quickly and cheaply, even if it wasn’t that healthy or tasty, and they enjoyed enormous success in the last quarter of the twentieth century.
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Traditional fast-food chains pretty much ignored these changes. [Moi ici: A migração de valor, o aparecimento de tribos endinheiradas que valorizam o gosto, a comida saudável, a comida local] They were still doing great business, and their industrial model made it hard to appeal to anyone who was concerned about natural ingredients and freshness. That created an opening for fast-casual restaurants. You had tens of millions of affluent consumers. They ate out a lot. They were comfortable with fast food, having grown up during its heyday, but they wanted something other than the typical factory-made burger. So, even as the fast-food giants focussed on keeping prices down, places like Panera and Chipotle began charging higher prices. Their customers never flinched."
The incredible collapse of the Baltic Dry Index continues. pic.twitter.com/7EXOcELp6a
— Bloomberg Markets (@markets) February 4, 2015
Iron ore drops to lowest since May 2009. pic.twitter.com/82srmdSjnM
— Jonathan Ferro (@FerroTV) February 9, 2015
"Os produtores de frutas e legumes vão aumentar as áreas de produção em 2015 para responder aos pedidos de clientes estrangeiros. A expansão do terreno para cultivo chega, em alguns casos, a quintuplicar e há planos de investimento na produção de mirtilo, cebola, alhos ou uvas."Reparar que se trata de um perfil que nada tem a ver com aquilo de que a CAP falava e defendia.
"Radio Shack ... tried to become Best Buy-lite, a move that it has paid for dearly."O que é que uma rede de lojas pressionada pela concorrência online poderia fazer?
"Where RadioShack has always excelled [Moi ici: Ponto forte] was with its stock of transistors, soldering irons, tiny screwdrivers, circuits, and electrical wires - things that may have been scoffed at 10 years ago, but things that are increasingly being used by [Moi ici: Oportunidades] makers, DIY-ers, and gadget hackers. RadioShack has a ready-made trend it should be cashing in on, but it hasn’t. What I’m saying is: Where the RadioShack makerspaces at?"Um makerspace que podia funcionar como uma espécie de ponto de encontro de makers onde se podia fazer uso e abuso da interacção e da co-criação. A Amazon nunca poderia competir nesse campeonato!!!
"The notion of opportunity cost, central to economic profit (and, for that matter, to economics for over a century), is apparently not an easy concept for busy executives. I don't mean that it's an intellectually difficult notion. We all know the basic idea. Opportunity cost is the sacrifice you make related to the next-best alternative available; it's what you forgo when you make a choice for X rather than Y or Z. The issue is not IQ. Rather, as usual in business, it's living the idea in practice, because opportunity costs are not just financial; they also include the lost time, effort, and other activities associated with resource allocation."Talvez esta dificuldade ajude a perceber o porquê da dispersão, da ausência de estratégia em tantas PME.
"“It’s dying,” says Wang, shaking his head as he looks out at abandoned stores and torn promotional posters in what was once the busiest market in the Zhongguancun district, known as China’s silicon valley. “There are more sales staff than customers around here. Everyone buys online now.”Altura para?
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The online revolution promises to boost productivity and could create 46 million new jobs in China by 2025, many of them higher-skilled, according to a report by New York-based McKinsey & Co. in July. The losers will be as many as 31 million traditional roles, the equivalent of the entire employed population in Britain."
"a disruptive innovation isn’t synonymous with being better than what currently exists. Nor does it mean something that is cooler or faster or based around a more advanced technology or any new technology at all.Que potenciais clientes não compram, nem sonham comprar a solução que a sua empresa oferece?
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Rather, a disruptive innovation is one that “transforms a complicated, expensive product into one that is easier to use or is more affordable than the one most readily available,”
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you know an innovation is disruptive when a new population has access to products and services that previously were only affordable for the few or the wealthy.
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But perhaps the biggest misconception surrounding disruption is that the purpose of a disruptive startup is to topple giants. David versus Goliath stories tend to seize the popular imagination, yet if an innovator seeks to slay big corporations, he would be missing the entire point.
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the innovators succeeded because of their relentless focus on satisfying under-appreciated consumer needs, or “jobs-to-be-done.”
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Yet the shortcomings and trade-offs built into disruptive products often work to their own advantage. Sometimes, such a product is so inferior that the existing market doesn’t recognize it as a competitor."
"We define an ecosystem as the wider network of firms and organisations that can or could influence the way the focal firm creates and captures value through the provision of its products and services. Members of this wider network might include, but are not limited to: collaborators, regulators, clients, customers and consumers, their stakeholders, suppliers and competitors."Por que é que a perspectiva do ecossistema é interessante?
"The first reason is that thinking about ecosystems encourages executives to take a broader view on the opportunities they face. [Moi ici: Como isto é mesmo verdade. Muitas vezes uma empresa sente-se bloqueada, condicionada. Tem potencial para subir na escala de valor; contudo, os seus clientes têm um grande poder negocial e, não reconhecendo a necessidade dessas novas ofertas, recusam acompanhar. Subir a 5 mil metros de altura e olhar para a paisagem, permite percepcionar outros intervenientes, alguns com poder de persuasão ou prescrição junto dos clientes. E, esses intervenientes têm a mente mais aberta às novidades... quem manda no cliente? O seu cliente!!!]E na sua empresa, como será aplicar a perspectiva do ecossistema? O que mudaria? Que oportunidades surgiriam?
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Its only when you start to challenges the assumptions that you hold about how your industry operates and where the boundaries lie that you start to think creatively about the opportunities that are open to you. Taking an ecosystem perspective and broadening your horizon is a great way of thinking about how you might innovate your business model."
"Framing people to expect quality and having a price-gun sticker using a monospaced font like Courier, is not going to create the psychological connection a brand requires to get people
to buy.
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One of the key areas in which brands consistently make an error is in the area of comparative pricing, where they want to show buyers how much money they have saved. Here they often put the old, original price in small type, crossed out, with the new price nice and big. But the problem is that buyers perceive big type as representing higher prices, especially when comparisons are being made. So if a brand needs to emphasise low price because it is comparing to a competitor or a former pre-sale price, the new lower price needs to be in a smaller type size than the old or competing higher price."
"O bailarino português Miguel Pinheiro e o japonês Ito Mitsuru, ambos alunos da Escola de Dança do Conservatório Nacional, em Lisboa, foram distinguidos na final do Prix de Lausanne, que se realizou hoje na cidade suíça."Um terço dos prémios para uma escola de um pequeno país periférico... dá que pensar. Comecei logo a imaginar o trabalho de marketing junto do ecossistema, que podia ser feito com este resultado, para capitalizar o sucesso e captar alunos de todo o mundo para a escola.
"In its simplest form, strategic thinking is about deciding on which opportunities to focus your time, people, and money, and which opportunities to starve. One of history’s greatest strategic thinkers, Napoleon Bonaparte summed it up this way: “In order to concentrate superior strength in one place, economy of force must be exercised in other places.” If dead, despotic French emperors are not really your style, Michael Porter said it like this: “The essence of strategy is choosing what not to do.”Só a focalização permite a concentração de recursos no aprofundamento de uma proposta de valor que leve ao "sell it for more" ou ao "make it for less", sem focalização são precisos compromissos que reduzem a especialização numa vantagem competitiva, que reduzem o alinhamento do mosaico de actividades.
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Strategic thinkers must decide where to focus, not merely what’s “important.” Strategic leaders must consciously table some “important” projects or ignore some “important” opportunities.
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Napoleon once said, “Nothing is more difficult, and therefore more precious, than to be able to decide.” Perhaps that’s also why this precious ability to decide is the defining feature of those deemed worthy to hold the highest leadership positions."
"It comes down to the fact that without value added, anybody can do what you do, including your competition. Value added is up to the salesperson or organization in making the difference and if it is done right, no one will ever compete with you.Trechos retirados de "What is all this talk about added value?"
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The strategic thought process question that should be asked before every meeting or client situation is: “How can I add value to this opportunity?.There are three steps to adding value.
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Step One: Forget what business you are in.
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Understanding your business begins, paradoxically by forgetting your product/service. You’re not the product/services you represent. You sell dreams and you sell solutions; you simply deliver the product/service.
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Step Two: Move from the big picture to added value options.
Ask yourself: What actions can I take that will add value to my offerings-that will exceed by clients’ expectations? What can I do that will position me as different from and more valuable than my competition?”"
"In strategy literature, the relationship between strategy-making by senior management and the day-to-day activities of operational management is only beginning to be systematically explored. ... Strategic capabilities and resources are thus grounded in day-to-day organizational actionE na sua empresa?
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In many organizations the significance of local information and local autonomy means that strategy as organizational practice only comes into its own through the day-to-day activities of individual managers."
"Dos teares da Castanheira, as malas têm chegado a países tão remotos como a Nova Zelândia e a Austrália, através da loja online alojada na Etsy, e estão também em espaços físicos de cidades como Barcelona, Berlim, Londres e Porto, para além de já terem sido sugeridas na edição inglesa da revista Vogue. Há modelos tradicionais mas também em cores fortes ou com alças, para usar à tiracolo ou prender documentos"
"People Always Buy Where They Get the Cheapest Price...
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If this was true, only businesses that charge cheap prices would exist. Some people buy where they get the cheapest price. But most people are more interested in getting value for their money than in getting a bargain.
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Offering Your Customers Many Options Will Boost Your Sales [Moi ici: Este é um mito tremendamente popular e, por isso, muito nefasto]
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Presenting your customers with options usually reduces your sales. Here’s why…
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When confronted with several options, most customers have difficulty making a clear decision. They often react by procrastinating – and never making a decision. When this happens, you lose a sale you already had.
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Tip: Try to limit your customer’s decision making to either “Yes. I’ll buy.” or “No. I won’t buy”. Don’t risk losing them by including “which one” decisions.
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Everybody Needs My Product/Service
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That’s what YOU think. Most of them don’t think they need it…and most aren’t ready to spend their money for it.
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The hazard of this myth is that it causes many marketers to believe they can succeed without doing much marketing or selling.
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Tip: Look for narrowly defined niche markets where your product or service solves a unique need of the customers. [Moi ici: Isto é tão difícil de meter na cabeça de um empresário. Deixar mercado para outros é tão anti-instintivo... o live and let live, dá mais facilmente lugar aos "motards lover's"e aos Dick Dastardly] Focus your marketing on them instead of trying to reach a broadly defined general market. You’ll generate more sales and enjoy a better return on your advertising expense.
