"What always strikes me in these trainings, is the difficulty of researchers to fully understand the key concept of value. This difficulty becomes most apparent in the discussion of pricing issues. When I say that a health service (e.g., some type of
diagnosis) should be priced according to the value it offers to the consumer, I always get pushed back by participants arguing that even when the value of the service is big, it is unethical to charge, e.g., 600 for something that costs only 150."
"How well do you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer centric. [Moi ici: Idiossincrasia rules!!!] This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely."Os que foram formatados, e continuam a formatar outros, segundo o modelo do século XX não percebem esta realidade.
"Graças te dou, ó Pai, Senhor dos céus e da terra, pois escondeste estas coisas dos sábios e cultos, e as revelaste aos pequeninos." (Mateus 11, 25)Trecho retirado de "How IBM, Intuit, and Rich Products Became More Customer-Centric"
"O que se sabe é que a aquisição deixa de fora o negócio de pão de forma da Panrico. Apesar da Bimbo, conhecida por este tipo de panificação, querer a Panrico, também conhecida pela mesma produção, este produto não será comprado. A opção é uma forma de evitar problemas junto da Concorrência espanhola, segundo avança o jornal espanhol Expansión. O objectivo da Bimbo é o de que o pão de forma Panrico seja comprado por outra empresa."Uma espécie de Font Salem a caminho?
"Scale isn’t what it used to be. It’s never been easier to start a company, and as a result new entrants are unbundling incumbents’ businesses and chipping away at their advantage. Upstarts ... decomposing markets into highly customized niches so that the incumbents can’t compete on scale alone. And by now it’s clear that these companies are well positioned to achieve greater success than originally envisioned, and may displace many of the Fortune 500 brands over the next decade or two. It’s also clear that this is an economy-wide phenomenon. The playing field is being leveled across a variety of industries:O mundo mudou e muita gente, sobretudo membros da tríade, continua a pensar como quando tinha vinte anos, e se vivia no Normalistão do século XX.
...
There are companies attempting to redefine customer experiences in almost every industry including education, healthcare, and financial services.
...
Today’s innovative companies also run the risk of being disrupted by a new generation of nimble upstarts that will use the very same unbundled business model to their advantage. [Moi ici: Recordar a previsão acerca das plataformas de 2ª geração] Businesses will need to persistently focus on product and customer success, because for most firms scale isn’t a moat any more.
...
Still, the lessons for businesses are relatively simple. For incumbents: you can’t count on scale like you used to. For entrepreneurs: rent scale where you can, and focus on product design above all else."
""o facto de a grande maioria delas [PME de construção] ser de carácter regional, o que provou que tinham a dimensão adequada e, por isso, conseguiram sobreviver; e porque eram e são empresas especialistas, que estão focadas em nichos de mercado"."Primeiro, acerca da dimensão, recordar:
"Don’t get me wrong. I am not calling for an end to competition, even if that were possible. What we need is an end to is the winner-take-all mentality - some people having to be bigger, faster, richer, more powerful at the expense of many other people, and, ultimately, themselves. We shall have to balance competition with cooperation."Recordar também:
"Os ginásios com mais de um clube (cadeias) registam maiores perdas de clientes que os independentes (um único clube); de forma surpreendente, os clubes independentes que não possuem vantagens de escala, têm recursos mais escassos e menor facilidade de crédito que as cadeias, são mais resistentes e conseguem obter melhores resultados também na variação da facturação”O exemplo dos rouxinóis de McArthur é fundamental para a economia:
"the most important orders are the ones to which a company says 'no'."Em quase todos os projectos em que me envolvo sinto esta dificuldade dos empresários, de renunciar, de dizer não a clientes honestos e com dinheiro. Por isso, é fundamental sublinhar "Strategy Is About What You Don’t Do":
"Strategy is what allows you to say “no” to the things you shouldn’t do.
.
Most people think of “strategy” as the guiding principle for what they and their business do - a roadmap that defines who they are and where they’re headed. Most people don’t approach a strategy offsite thinking that they’ll be spending time talking about where their business isn’t heading. But it’s important to remember that good strategy work allows you to have an effective framework for making decisions about what you don’t want to be doing as well as what you do intend to do.
...
It’s critically important to make sure you create a strategy that can be used in this way. It’s easy to get carried away in strategy work and create something so broad and overreaching that pretty much anything you can think of could theoretically be “on strategy.” The single most common reason for company failure - and this is true whether your business is an app company or providing some social service half way across the world - is lack of focus.
.
Knowing what you don’t do is just as important (perhaps even more important) than what you do do."
"When one particular use of resources proves to be insufficiently productive – when one particular use of resources fails to satisfy consumers sufficiently – when one particular use of resources is revealed by market competition to cost more than the value that that use of resources generates for consumers – that particular use of resources is ended. That particular use of resources is “destroyed” by market forces so that those resources can be used in ways that produce greater value for consumers.Claro que neste país de incumbentes esta dinâmica é mal vista.
...
Importantly, the “destruction” that occurs in the process of creative destruction is not physical destruction at all. The great physical destroyer of resources (and lives) is war, which is the main and core speciality of the state. Markets, in stark contrast to governments, are peaceful. The “destruction” that they constantly unleash is creative: it’s a process of moving scarce, productive resources from uses that satisfy consumers less to use that satisfy consumers more.
...
And when Pizza Hut shut down this restaurant, it did not raze the building to the ground. Nor did it trash most of the booths that are inside of this building. No. Those resources were transferred peacefully and voluntarily to another entrepreneur who, recombining them with other resources, now uses this building and its booths to offer to consumers a product different from the one that was offered there before. It’s a product that consumers are – daily – free to accept or to reject. If Pizza Hut were protected from competition – which is to say, protected from the consequences of consumer choice – that particular building might still be operating as a Pizza Hut. But consumers would be worse off as a result. The wealth of the nation would be lower."
"A fledgling industry has sprung up in the last five years offering to take the work out of short-term rentals, for a fee. Start-ups with names like Guesty, Flatbook, onefinestay and proprly will do everything from greeting guests with the keys to swapping out your cowboy-print polyester sheets for natural linens. Some allow you to book services like cleanings and key exchanges à la carte.Others take the entire rental process out of your hands, dealing with bookings, storing your belongings and cleaning up after the guests go home in exchange for as much as half of your revenue. A few will even dispatch a team of decorators to your apartment."Gostei muito deste texto.
"building the business is often the easy part. Growing and maintaining the business can be much tougher and figuring out how to appeal to new consumers is no small feat.Retirei este trecho de um artigo com o título "Focus On the Customers You Want, Not the Ones You Have"
One reason is that consumers are far from homogeneous. Different segments have different risk tolerances, ways of making decisions, and — perhaps most challenging for growing businesses — preferences for when and how they adopt innovations."
"co-creation is a function of interaction. Consequently, direct and indirect interaction lead to different forms of value creation and co-creation; co-creation can occur only when two or more parties influence one another.Que tipo de relação é a mais adequada para construir um posicionamento diferenciador? Que tipo de cliente, que tipo de trabalho e em que contexto?
...
“Since customer relationships do not all have the same value-creation potential, they can at worst tie up customer and provider resources that could have been used to create value in more efficient ways. From the provider’s perspective, it is therefore vital to review them, and identify how to allocate resources in such a way as to enhance the interactions and consequent value creation. From the customer’s perspective, it makes no sense to allocate resources to collaboration with a provider whose offerings focus mainly on value-in-exchange if it is possible to derive more value-in-use from a similar collaboration with a more competitive provider.”
...
As Grönroos points out, not all customers want to engage in relationships with their suppliers. Hence, even if the Nordic School emphasises mutual value creation, it does not assume that relationship investments and interactions will per se increase customer value, or that relationship marketing is a panacea for competitive advantage. Overall, however, I would argue that the main challenge for companies is not the lack of arm’s-length relationships. Quite the contrary: the excessive and endemic short-term orientation of the actors (including customers and shareholders) inhibits value creation and competitive advantage at both company and value-constellation level."
"They have a job to get done.
Your product gets hired to solve that job. That’s what causes purchase and use.
...
I am hungry and I have 15 minutes to eat lunch at work. That’s the job.
I hire a sandwich from the deli in the lobby of my building.
My hunger at work, with only 15 minutes to spare, caused me to purchase at the deli.
Did my age, martial status, viewing habbits, number of kids, gender, cause me to purchase? No. These are attributes of a buyer that might be correlated to purchase but don’t cause purchase.
...
Same type of job, hunger, but different situation and different hiring criteria.
...
For the job, the situation is critical. [Moi ici: O contexto] As Clayton Christensen says: “the customer is the wrong unit of analysis.” It’s the job in a situation.
.
Also, the job is stable over time. I’m repeatedly hungry, but in different situations. The solutions you choose to hire change. This is critical to your differentiation efforts.
...
There is a job that we want to get done. That causes us to purchase.
.
Don’t start your segmentation, development, messaging or much of anything until you know the job to be done.
...
emphasize the need to understand what will cause the customer to buy, not what is correlated.
...
If you don’t know the job in the situation, stop. You are wasting time and money and you probably don’t even know it. You need to improve upon the job someone is trying to get done. Make it easier, more convenient or less expensive.
.
How you frame a market determines how you serve it. The job to be done is the frame. That’s the market, the job in the situation. Getting it right will trim your list of features, relieve some of the pressure on the development team, and give you confidence to decide what NOT to include in the product.
...
Understand and uncover the emotional jobs associated with a functional job. The Re-Wired Group calls this the “forces” and the emotional energy people use when using, buying or switching to a product/service. Progress hindering forces could include loss aversion, cognitive load (also called cognitive miser), sunk cost effect, social bias comparison, choice paradox, endowment effect (also called divestiture aversion) and many more.
...
Deeply understanding the job to be done in that situation is the starting point for how to frame, design and deliver the complete solution….that will cause that person to buy."
"Talvez a solução passe por empresas menos grandes, por menos corporações, e mais proximidade com os clientes-alvo."Em "The Last Mover Advantage" encontro:
"Yet what guarantees Facebook a part in our future? Imagine how much cheaper it would be to replicate Facebook today than it was to build from scratch.[Moi ici: Recordar as minhas profecias acerca das plataformas de 2ª geração]
...
in a world where the possible becomes more remarkable and easier everyday, it’s always best to have been built only with that new possibility at the core.
.
This is the age of Digital Darwinism, where technology and society evolve faster than any organization can adapt. The best advantage you can leverage is being built for the newly possible.
...
Perhaps succession management in companies should no longer be about grooming a replacement but creating new companies or products to take over the role of the establishment for the future."
"the idea of ‘density’ propounded by Normann (2001) aligns very well with the SDL concept of value creation through resource integration and both mesh well with the ideas of interactivity and networks.Trechos retirados de "Business Markewting– A Nordic School Perspective" de Christian Kowalkowski
...
Normann had used such novel concepts as ‘dematerialization’, ‘liquidity’, and ‘density’ to explore the shaping and fluidity of markets through reconfiguration of value-creating systems. A prerequisite for that rearrangement is ‘reframing’ of the overall system, by means of which ‘prime movers’ redefine their own and other actors’ roles. [Moi ici: Como não recordar este postal de ontem] These actors organise the creation of value [Moi ici: Criam novos modelos de negócio - novos circuitos de informação, para aumentar a densidade das relações e valorizar o intangível. Criar camadas de significado para lá da coisa material que se transacciona] beyond their own boundaries, not only through new offerings but also by way of novel value constellations and value-creating systems (that is, business ecosystems) in which they would normally not be found. Normann suggested the word ‘ecogenesis’ for such system-level reconfiguration, which lead to permanent changes in the daily lives of consumers or organisations. All economic actors should strive to become prime movers in relation to their own position in the system. [Moi ici: Daí que um dos primeiros passos de qualquer reflexão estratégica deva passar por perceber qual é o ecossistema actual e, se ele pode ser de alguma forma alterado em nosso favor, reconhecendo os pivôs e como podem ser induzidos a trabalhar connosco e para nós através de relações ganhar-ganhar-ganhar] A general principle is that resources and offerings do not have intrinsic value, but rather positional value, which is contingent upon the particular system of which they and the firm are parts."
A esperança como estratégia!Se fizermos figas, talvez a tempestade passe ao largo sem nos afectar.
"Deste modo, esta diminuição do universo laboral da Nestlé pode demonstrar a dificuldade que as empresas internacionais têm em estabelecer-se no mercado africano. Nestas zonas, os mercados são controlados, principalmente, por pequenas empresas locais com produtos com características específicas e preços mais baixos."Interessante como uma multinacional cheia de recursos e com uma marca poderosa não conseguiu entrar.
"pequenas empresas locais com produtos com características específicas e preços mais baixos"Até que ponto as multinacionais perdem, apesar dos seus recursos, por criarem modelos de negócio baseados nos seus produtos e não nos seus clientes-alvo?
- Como posso ajudar?
Esta é a grande vantagem das PME, a flexibilidade, a rapidez com que podem mudar de agulha. Mesmo multinacionais cheias de recursos e de informação... estão tolhidas pela inércia."Most companies are not built for agility.
Most businesses today are not designed with agility in mind. Their systems are tightly coupled, because their growth has been driven by a desire for efficiency rather than flexibility.
.Consider the difference between a car on a road and a train on a train track. The car and the road are loosely coupled, so the car is capable of independent action. It’s more agile. It can do more complex things. ... But the train has fewer options — forward and back. If something is blocking the track, the train can’t just go around it. It’s efficient but not very flexible.Many business systems are tightly coupled, like trains on a track, in order to maximize control and efficiency. But what the business environment requires today is not efficiency but flexibility. So we have these tightly coupled systems and the rails are not pointing in the right direction. And changing the rails, although we feel it is necessary, is complex and expensive to do. So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get off the train altogether and embrace a completely different system and approach..This seems simple when you think about it. But it’s difficult to do. It’s hard to even think about it, especially when you are sitting on a business train that’s going a hundred miles an hour and you feel like it’s headed in the wrong direction."
"Why do so many people sign up for gym memberships, but then stop going after a month?
...
Outcomes and goals are static. They are binary. You lost 5 pounds or you didn’t. You drove to work or you didn’t.
.
But we’re not static. We’re not binary. We’re dynamic.
.
We don’t wait until we’ve lost 5 pounds before determining if a gym is right for us. We don’t wait until an outcome has been achieved, before deciding if we will continue to use a product.
...
Outcomes are lagging indicators. They only tell you if something did, or didn’t work. They don’t tell you if it’s working.
.
When you design for outcomes, you’re designing for your customers’s future past — the moment, at some end, when they look back and evaluate. [Moi ici: Quem está habituado a fazer este exercício, reconhece a exactidão desta descrição... eu costumo falar de "vamos fazer uma viagem ao futuro" ou de "começar pelo fim"] You’re chosing to ignore the question: after customers reach an outcome, what’s next? [Moi ici: Confesso que esta doeu porque muitas vezes rematamos isto para o campo do "Desenvolvimento da relação" e não lhe damos a atenção que requer... cheira a querer marcar o segundo golo antes de marcar o primeiro. Faz-me recordar o ar de indignação do empresário que vê o cliente fidelizado partir para a concorrência... depois, pergunto-lhe o que fizeram para lhe lançar novos desafios. Depois, defendo que a opção do cliente foi perfeitamente previsível... ele já aprendeu tudo o que tinha a aprender convosco, a relação para ele já não dá pica]
...
When you design for progress, you’re thinking about how to deliver value to customers over time. How can we keep people coming to the gym?
...
If you want people to use your product more, you need to give them a sense that things are going to be better. This is a sense that extends before, during and after achieving an outcome. If they stop believing your product is going to deliver them progress towards how they want their life to be, they’ll switch to something else.
.
People don’t want the product; they want what the product does for them.
.
People don’t want just the outcomes; they want the progress outcomes represent."
"E, com isto, fico a pensar num modelo de negócio de loja multimarcas. Um espaço comum gerido por uma entidade que o promove e aluga a profissionais especializados em disciplinas de fitness, cobrando aos clientes e pagando aos profissionais. Uma espécie de El Corte Ingles de serviços de fitness?"Entretanto, ontem descobri este exemplo de modelo de negócio "Meet The Hair Salon Franchise That Turns Stylists Into Entrepreneurs".
"That’s because Sola Salons has a coworking-style business model. Its franchisees lease large retail spaces, then subdivide them into individual salon shops. The chain isn’t selling hair styling—it’s selling stylists. Sola recruits top performing stylists at neighborhood shops who already have a significant following. Those stylists can set up at Sola, paying rent for the opportunity to operate their own one-person business. [Moi ici: Algo que julgo merece reflexão é o perceber que num mesmo espaço estarão concentrados n concorrentes....Serão mesmo concorrentes? Ou terão de optar por se diferenciarem, como os rouxinóis, para evitar guerras de preços. Daí a importância daquele "The chain isn’t selling hair styling—it’s selling stylists"]Um exemplo que ilustra em toda a sua extensão o título desta série, desde o ter uma estratégia (como vou ser diferente) até ao desejar sucesso à concorrência, sem o sucesso dos outros o noss "pod" não chega para sustentar o espaço no seu todo.
...
Solomon: Who do you see as your ultimate customer – is it the franchisee, the stylists, or the end customers?
Briger: Our primary customer is the stylist. We think we have turned this industry on its head because that salon professional is our customer.
...
For the most part consumers aren’t going to a particular salon, they’re going to see a particular stylist."
"But the five-year master’s degree for primary school teachers is not in question. Competition is fierce – only 7% of applicants in Helsinki were accepted this year, leaving more than 1,400 disappointed."Segregação que por cá seria provavelmente considerada inconstitucional e merecedora de um festival de providências cautelares pelo eterno Nogueira.
"nature evolves away from constraints, not toward goals"Como eu gosto desta citação.
"there is a tenuous connection between Napoleon and Stephenson. If Bonaparte’s conquests and the corn laws had not driven up the price of corn, then horse feed would have been cheaper and the coal owners who employed Stephenson would not have risked so much money in letting him build a machine to try to find a less expensive way to pull wagons of coals from the pithead in Killingworth to the staithes on the Tyne."
"Differences in operational effectiveness were at the heart of the Japanese challenge to Western companies in the 1980s. The Japanese were so far ahead of rivals in operational effectiveness that they could offer lower cost and superior quality at the same time."O IKEA segue um modelo de negócio que fez do low-cost a sua vantagem competitiva, logo o controlo da qualidade é fundamental.
"The products being tested are ones that will be released at some point in the future. “We are not here today, we’re in 2018,” said Mattias Andersson, a manager at the IKEA test lab, as he led journalists through the lab on a tour last month."Tão nórdicos, tão certinhos, tão computáveis, tão lentos... tão Sandy.
"At the time, it was a radical business model change for Xerox, and required transformation in many functions ranging from sales and marketing to field service to supply chain management, and required multiple innovations in product engineering, data collection, and analytics. But it was a necessary change to mitigate the increasing commoditization in the market."BTW, em sintonia com o nosso conselho "É meter código nisso":
"With the impending Internet of Everyday Things, where low-cost, even disposable products will have digital capabilities through low-cost sensors via printed electronics and connectivity enabled by Content-Centric Networking, a myriad of consumer products will have analytics capabilities previously reserved for more expensive industrial equipment. How will the product experience change – from household goods to appliances to sports equipment? Will every product come with a mobile app? What new partnerships need to be formed between manufacturing, retail, customer care, and field services? Will we see new services companies appear or will existing companies change their business models?"
"This chasm between the mindset of extracting and the alternative of feeding becomes more urgent as networks (online ones, environmental ones, tribal ones) become ever more powerful.
.
The chasm is so deep, people on each side of it have trouble imagining what the other side is thinking.
...
It's expensive and time-consuming to choose a path that doesn't deliver maximum value today. Unless you do the math on what happens tomorrow. Tomorrow, the network is either more productive or less. Tomorrow, the network is either trusting or suspicious. Tomorrow, the network is either healthier or sick."
"uma proposta de valor é sobre o que prometemos... e esta sequência concentra-me no que oferecemos para suportar a promessa.. o nosso produto. Contudo, acho que a nossa promessa deve partir das experiências procuradas e valorizadas pelos clientes-alvo.Em "How to build a startup" escrevi:
...
A proposta de valor é a promessa que fazemos sobre o que os clientes vão sentir na sua vida, durante o uso. É uma tentativa de trazer a experiência futura desejada para o momento da compra, para o momento da troca."
"Fiquei com dúvidas se a interpretação que Blank dá a "proposta de valor" é a mesma que eu dou.Ontem, li "The Offer is Only One Building Block to Fulfill the Value Proposition":
...
Só depois de identificados e caracterizados os clientes-alvo é que vem a formulação da proposta de valor. E, só depois da formulação da proposta de valor é que vem a definição do produto/serviço."
"one of the most important concepts is that the value proposition is not the product.
...
It’s not the product that creates value but the value proposition. The whole value architecture including the product, the revenue model and the team & values all have to deliver the value the value proposition is proposing.
...
A good, and even meaningful value proposition depends from your customers, the job-to-be-done and the benefit you create for your customers. These building blocks make up the value proposition. The offer aka product is just one part to fulfill the value proposition. That is extremely important distinction.
...
The value proposition is where the value is defined. The whole business model has to deliver the value proposition, even the revenue model since the right pricing adds value as well.
...
Always separate the value proposition from your offer. The value proposition is what excites your customers. The products is one building block to create the excitement but has to be supported by all other building blocks."
"All my life I’ve heard the same refrain, “Why can’t you be… Normal?” But, everything in life has its risks including (and especially) being ‘Normal.’ Most of us understand there’s risk when taking the chance and aspiring to something more. But even more are ignorant of the cost of Normal, the cost of not taking chances, and the risk of complacency.Tantas e tantas empresas que aproveitaram um acaso, uma brincadeira, um truque... lembrei-me agora da história da Nexx.
...
The road to normal is well-paved and even has rush hours. But weird? Weird is a solitary path.
...
I’m more inspired by the heroic stories of those who possess the real courage to be weird when it’s not easy, the proverbial “Mad Ones.” Those at the day-to-day job of taking risks, before their weirdness is validated with money, notoriety, or any level of success. To be weird when it’s hard work. That means you.
...
The things that made you weird as a kid, make you great today. Accepting that weirdness is a hard personal choice, but quite frankly, exciting and enriching. We don’t do it for the reward or the success but for our own freedom and to light the way for others.
Accept it, you’re weird."
"As exportações portuguesas de têxteis técnicos cresceram 10,8% no ano passado e prometem continuar a ganhar peso no sector. No final da década, 30% do volume de negócios gerado poderá ser já em produtos de alta tecnicidade, diz o Plano Estratégico da fileira.Três casos em que fica claro que:
...
"Penteadora - Fazer tecidos técnicos para diversificar
...
A médio prazo, a empresa espera ter nos produtos de elevada tecnicidade mais de 25% das suas vendas.
...
Têxteis Penedo - Dar luz às cortinas para multiplicar as vendas
...
A empresa exporta 99% do que faz, viu as suas vendas crescer 7% em 2014, para os €10,5 milhões e espera crescer dois dígitos este ano.
...
Faria da Costa - Aquecer meias com um chip para ganhar valor
...
""É uma aposta na diferenciação e valorização do produto porque a concorrência nos artigos básicos é feroz. Acreditamos obter, assim, também um maior reconhecimento para a nossa oferta de peúgas tradicionais", explica o gestor, à espera de um crescimento de 10% a 15% nas vendas este ano, depois de faturar €3 milhões em 2014, com as exportações a responderem por 95% deste valor."
- BURROS!!!
"Single-copy newspaper sales — which not that long ago made up as much as 15 to 25 percent of sales — are obsolescent, dropping in double digits per year and, for many papers, 25 to 50 percent or more in just the past three years. Single copy is just one corner of a disappearing world, and it’s one we’ve paid little attention to. In its decline, though, we can see the print-to-digital transformation from another angle.A esta hora, quem acompanha este blogue estará a murmurar:
.
Why the drop? Of course, digital reading is a prime reason, propelled by the smartphone revolution; more than one billion smartphones were shipped for sale around the world last year, a mind-boggling number.
.
But it’s not the only reason. Right up there on the list would be newspaper company strategy, as expressed in its pricing decisions. Call it quarteritis — a piling on of quarters, raising single-copy prices from 50 cents to 75 cents and then to a dollar and more."
- Então não é isso que tu propões ò caramelo?! Subir preços?!STOP!!!
"What’s happened in newspaper pricing is that too many publishers have doubled their prices while halving the size, and quality, of their products. I can’t think — nominations invited — of other industries that have done that with longer-term success."Ou seja, fizeram o mesmo.
"Why did you decide to start a printed magazine about philosophy?Claro que fazer um produto insosso, que sirva para todo o tipo de leitor, não serve, não atrai ninguém, não faz a diferença, não gera paixão.
When looking around at other publications there seemed to be a gaping hole for content that was intellectually stimulating. Existing publications seemed to seriously underestimate their readers’ capacity to reason and their curiosity about the world around them
...
New Philosopher has no ads; it’s funded entirely by subscriptions and newsstand sales. How have you managed to make this model viable?
Plenty of people are sick of the number of ads in the media and they’re prepared to pay a little more to avoid them. Given we have no advertising, we also had to look for other revenue streams."
"Na Faria da Costa, o preço médio de um par de meias à saída da fábrica ronda os €1,5, mas o novo modelo de aquecimento ativo WYFeet — Warm your Feet, que propõe diretamente aquecer os pés do cliente, vai passar os €50 e, no final do ano, estará à venda na Noruega, a €250 por par, e poderá calçar militares na Índia."Uma empresa habituada a vender pares de meias a €1,5, tem uma organização interna dedicada a produzir e comercializar esse tipo de meias. Contudo, as meias vendidas a €50 o par pertencem a outro campeonato. Os clientes-alvo podem ser outros, com diferentes JTBD certamente.
"It is hard to study competitive strategy. As a result, we don’t know much about what actually works.
.
We don’t lack anecdotes and stories. A business goes under, we get an instant autopsy. A business takes off, we get an instant reverse-engineered recipe. That’s entertaining but not rigorous.
...
There’s plenty of evidence about what’s profitable to have.
...
There’s much less evidence about how businesses can get what’s profitable to have."
O autor relata o que aprendeu até agora com a realização de uma simulação, um torneio onde os participantes podem fazer uso da sua capacidade de formular estratégias:
- "People selected different strategies in the three industries. [Moi ici: Formular uma estratégia é uma actividade eminentemente idiossincrática] ...
- People specified their goals — profitability, market share, or a combination— differently in the three industries [Moi ici: Diferentes pessoas valorizam diferentes objectivos] ....
- Some people selected their strategies saying they wanted to achieve high profits without regard to market share. Others adopted precisely the same strategies saying they wanted to achieve high market share without regard to profits. ...
In my experience running business war games and real-time strategy simulations, people tend to think move by move. They speak of it as fine-tuning their strategies, but I think it’s more accurate to say they react to perceived events. I suspect that that’s a reason why people had such variation in their Tournament results: many are used to reacting, not to strategizing. [Moi ici: Um trecho profundo e a merecer reflexão. Muitas vezes também encontro este comportamento. E, nós humanos, somos tão bons a arranjar justificações para enquadrar estas reacções no âmbito de uma certa estratégia]
- Everyone chose the strategies he or she thought best. If they thought a different strategy would be better, they’d have chosen that. However, the range of outcomes their strategies produce is very wide. That suggests people find it hard to tell the difference between a good strategy — i.e., one that will get them what they want — and a bad strategy. ...
.
Until we know what works – or perhaps until we’re more comfortable and skilled at letting computers test and appraise strategies for us, but that’s a different discussion – human strategists must continue to react, guess, and gamble with competitive strategy. No experiment and no computer will find a (legal) strategy guaranteed to work. [Moi ici: Convém nunca esquecer esta realidade. As estratégias vencedoras são sempre transientes, são sempre transitórias. O que é verdade e funciona hoje, deixa de funcionar amanhã] But we don’t need perfection. It takes only a few percentage points to separate the casino from the gambler."
"“You hear from national bankers and the ECB that we have to focus in the future on managing bubbles. So this is of course something that concerns me — because quantitative easing is pumping plentiful funds into the economy without actually achieving what is intended. The growth is not really boosted.”Como li algures, free stuff faz com que as pessoas adoptem comportamentos estranhos.
...
“I’m concerned that this will lead to another crazy scenario,” he added. “I have a certain unease. Is this a sustainable, healthy environment? I’m not sure ... I’m concerned that this leads to another bubble.”
...
“You also have to look for growth opportunities but one has to be careful and disciplined because obviously the zero money policy leads you in a way that you make investments that you would not make if there was a cost-item related to lending money."
"This politically incorrect shop sign would have been taken down a while ago elsewhere in Europe; it is a reflection of the city’s remnant status."
"WHAT HAS BEEN YOUR BIGGEST SUCCESS?E um conselho para todos nós:
Being able to support myself financially from my business has been my biggest success."
"Be flexible, inventive, and positive. It’s much easier said than done, but things aren’t always going to work out the way you planned. So, instead of letting obstacles get you down, look at it from a few different angles and be creative – there’s always more than one solution."Na senda do "Nada é definitivo!" e da história do cavalo:
"Nenhuma derrota é definitiva. Se lutarmos, encontraremos sempre uma saída. Se não nos deixarmos enterrar, nada nem ninguém nos deixará no fundo do poço. A terra que a vida lança sobre nós para nos tentar desanimar pode ser a solução. Cabe-nos a nós fazer das quedas um motivo de ascensão; dos problemas e obstáculos, uma lição para enriquecer a nossa vida; das derrotas, experiência e razão para amadurecermos e nos desenvolvermos."Trechos retirados de "Ceramics Entrepreneur Shows Maker Movement Means Business"
"O preço médio de exportação dos vinhos portugueses aumentou e já duplicou o dos espanhóis, uma aposta que o presidente da Viniportugal quer reforçar, defendendo que os “euros que entram são mais importantes do que os litros que saem”.E a sua empresa, qual o caminho que está a seguir:
.
Para o presidente da associação responsável pela promoção externa dos vinhos portugueses, Jorge Monteiro, o que interessa é a valorização do produto.
.
“Não nos interessa exportar mais volume, interessa-nos exportar mais valor e Portugal está a gerar mais receita, fazendo crescer o preço médio. Portugal não se deve preocupar com o volume de produção, deve-se preocupar com uma maior valorização do produto e colocá-lo nos mercados a preços superiores, no fundo acrescentar-lhes valor."
"The value proposition is a very logical concept. That is its beauty and its limitation.Continuo fã do conceito de proposta de valor mas não deixo de sublinhar e partilhar da mensagem deste texto sobre a importância do lado emocional, sobre a importância da interacção, sobre a importância da relação. Talvez o lado racional seja mais relevante na fase do início de uma relação e o lado emocional mais relevante na fase de manutenção e desenvolvimento de uma relação.
...
Over and over one hears - if you have a compelling value proposition, you will sell more. This is all the language of homo economicus -rational, linear, deductive, databased.
...
“People buy with their heart - then justify it with their brain.”
...
“People prefer to buy what they need from people who understand what it is that they want.” Not from those with the best value propositions.
.
Professor Gerald Zaltman at Harvard Business School suggests that 95% of our purchasing decisions occur in the subconscious. “Value propositions” do not address this 95%. Old-timer uber-salesman Zig Ziglar says, “People don’t buy for logical reasons. They buy for emotional reasons.”
...
The master of influence, Robert Cialdini lists six key influence factors: not one of them is data, or rational argumentation, or anything resembling a “value proposition” as defined above.
...
Professionals face much the same dilemma with sales. What they are taught as right is really wrong. They have bought into the theories, models and “value propositions.” So strongly, in fact, that for them to accept the simple idea that an emotional connection might lie at the heart of a sale is tantamount to heresy.
...
So professionals and B2B salespeople do what they’ve always done to succeed in this world: turn a distasteful task into an academic pursuit, a business process, a subject for the creation of models. And above all, depersonalize it.
No MBA curriculum I know of offers courses in personal selling. You will see courses about marketing and sales management and decision models, but you will not see a personal-sales course. It is not academically “respectable” to actually train people in such activities.
...
The real “value proposition,” if we want to keep that phrase, is the value the buyer gets from being able to have a trusting relationship with a seller."
