"Nos tempos de crise e quando se encontra um ponto de viragem ou uma esquina, a capacidade estratégica prova-se na capacidade para separar o possível do impossível. O político que não queira ser ilusionista sabe que escolher o possível é a condição para encontrar o futuro quando dobrar a esquina."Recordar as questões deste postal:
"Uma concorrência cada vez mais agressiva e dumping são as maiores preocupações das pequenas e médias empresas em Portugal. E o problema está a aumentar. Chamadas a indicar quais os principais riscos para o seu negócio, 37% das PME referiram o elevado nível de concorrência e os preços de dumping que esmagam as margens de vendas. Uma percentagem superior em 6,5 pontos percentuais à do inquérito do ano anterior. Logo em segundo lugar, e referido por 29,5% dos empresários, surge a falta de procura dos consumidores e o excesso de stocks. Do lado das oportunidades, destaque para a redução de custos e despesas (36,5%) e a conquista de novos segmentos de clientes (29,5%)."Estas preocupações denotam o quanto as PME portuguesas estão mais próximas de um cenário de concorrência perfeita do que de um cenário de concorrência imperfeita.
"As respostas obtidas no inquérito apontam para que a conjuntura favorável que atualmente se vive se deva, em boa parte, ao retorno a Portugal de compradores internacionais que, em anos passados, tinham orientado as suas aquisições para outras partes do mundo. De facto, na maioria dos indicadores e, nomeadamente quanto ao estado dos negócios, as empresas com menor representação da coleção própria nas vendas fazem uma apreciação da situação atual mais favorável do que as que apostam mais na sua capacidade criativa, o mesmo acontecendo com as empresas de mais forte orientação para os mercados externos (acima de 75% das vendas)."Lembrei-me disto a propósito de:
"O presidente da Dkode, Vasco Sampaio, fala do desafio do sector do calçado: "incorporação de valor" com a criação de marcas. Com isso, "decidimos alguma coisa no negócio e não estamos à espera que outros decidam por nós"."Subir na escala de valor não é fácil, nem é para todos, nem é tão rápido e inear quanto muitos julgam. Por isso, não é fácil a alguns, resistir ao canto das sereias:
"A symptom of weak market definition is calling yourself as “a platform play,” as so many startups do: doing anything for everybody, without doing something truly important for someone specific.[Moi ici: Pensei logo nisto]
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Picking one or two markets is one of the toughest bets a startup can make because by picking one market you’re giving up others.
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Who wants to exclude potential customers?
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To really solve a problem and build your company means making a tough choice.
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So picking the right market — and ensuring you do get it right — should be at the top of your business launch to-do list."
"there are two separate types of firms operating: generalists and specialists.Mongo decorre desta evolução natural.
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Generalists are able to attract resources or consumers from the wide range of competitive dimension whereas specialists attract only a limited range. Although competing firms operate in the same market, there can be significant differences between consumers within this market. Consider the example of the market for beer: beer drinkers are distributed amongst age and social status, with a majority of consumers being of a middle social status and are middle aged. Generalists can (and do) target this mass market. Specialists may however target a particular part of the market, for example providing products that are attractive to older or younger consumers or provide specific products that appeal to lower or higher status consumers. These differences matter, in that ‘niches’ emerge where there exists an opportunity for a specialist to enter the market and gain market share from the incumbent firms.
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In early competition, generalists enter the market and tend to compete at the center of the market, without necessarily competing head-to-head.
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In further competition, the market may not be able to support two generalists, and one may be selected, forming a niche where the customers of the second firm are no longer served. This periphery of the market becomes unserved and exposed meaning that specialists are able to enter the market in these locations. These niches are often ‘legitimated’ by the entry of more specialists, and movement barriers may persist based on the difficulty for consumers to return to a generalist product.
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Finally, these niches take away customers from the incumbents, meaning that the generalist firm has fewer customers. Since the distribution of customers moves towards the niche supplier, these niche locations become ‘legitimated’.
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Therefore, as concentration of the industry increases it may mean superficially that it is an unattractive industry, and that the generalist firm is not satisfying the needs of peripheral customers. Rather than considering this as an unattractive industry, this can be an ideal breeding ground for specialist firms willing to offer a product closer to the needs of these peripheral customers."
"The luxury retailer was hit particularly hard but shopping destinations of all stripes have struggled this earnings season."Por outro, "Moda de massas a preços de luxo":
"Nos últimos anos, os preços praticados no segmento chamado “fast fashion” têm aumentado de forma descarada. Quando os casacos de caxemira e os vestidos de couro apareceram nas lojas frequentadas pelo comum dos mortais, Cartner-Morley assumiu que se tratavam de produtos de quase adorno para as montras das lojas, produzidos em quantidades reduzidas, com o objetivo de elevar as marcas do quotidiano a algo desejável e, portanto, convencer os clientes a gastar. «Eu não sabia que as pessoas compravam, efetivamente, este material. Bem, claramente, estava errada», sustenta.
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Atualmente, a moda disponibilizada pelas cadeias de retalho dirigidas às massas é, por vezes, tão desejável como as peças desfiladas nas passerelles mundiais. A evolução da tecnologia de tecidos tem permitido eliminar a maior parte dos materiais de pouca qualidade. E, ao invés de um segmento repleto de ideias copiadas, as marcas destinadas ao mercado de massas têm, agora, a capacidade de atrair talentos de design e os estúdios de design são capazes de produzir coleções que são tão convincentes como as peças desenvolvidas pelas marcas de luxo."
"Apesar do forte crescimento da produção, as empresas que dizem que a utilização da capacidade produtiva está abaixo do habitual para a época do ano excedem ainda em 6 p.p. as que dizem o contrário. Quase dois terços dos inquiridos afirmam, no entanto, que a situação se encontra dentro de padrões de normalidade."[Acerca do calçado em 2015]
"O novo dono da TAP David Neeleman defendeu esta sexta-feira que as companhias 'low cost' são o maior desafio, revelando que o plano é ter tarifas baixas para "quem quiser viajar atrás e mais apertado".Qual é a estrutura de custos da TAP e como se compara com a das 'low cost'?
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"Talvez o maior desafio sejam as companhias aéreas 'low cost'. Passei pelo Porto no outro dia e fiquei assustado com oito aeronaves da Ryanair e mais quatro da easyJet. Não podemos desistir. Temos que nos tornar mais competitivos", afirmou o empresário num encontro com trabalhadores da TAP, a decorrer nas instalações da empresa em Lisboa.
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Segundo o empresário, o plano é segmentar: "Vamos ter uma tarifa de 39 euros, mas o passageiro vai sentar-se atrás e pagar pela bagagem", isto é, "vai ser Ryanair com uma frequência de cinco vezes por dia, em vez de uma".
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"Assim a TAP serve a todos: aos que querem pagar pouco e aos que não se importam de pagar mais, porque preferem viajar com melhores condições", acrescentou." [Moi ici: Quem lê este blogue e conhece o meu trabalho sabe como considero isto uma receita para o insucesso, querer servir todo o mundo]
"a instabilidade política não deverá prejudicar o ritmo de crescimento no último trimestre,"À hora de almoço lia "PIB cresce 1,4% no terceiro trimestre, menos do que o esperado":
"Segundo o INE, o contributo positivo da procura interna diminuiu no terceiro trimestre, refletindo a desaceleração do Investimento e, em menor grau, do consumo privado."Recordo:
"the crisis in the music industry.Trecho retirado de "The New Economics of Manufacturing"
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Attali now says manufacturing will be hit by an identical crisis - this time caused by 3D printing. Apparently some spare parts have already started to appear on pirate websites. Thus instead of paying the manufacturer for a spare part, you might be able to download and print it yourself. Given that many manufacturers sell their products at low margin, in order to make money from spare parts and maintenance, [Moi ici: Servitization] this could seriously disrupt the economics of manufacturing."
"Often, organizations don't realize that they're falling down the abyss until extraordinary efforts are required to make a difference. But it's always easier to fix it today than it will be tomorrow.Trecho retirado de "Falling down the quality abyss"
And here's the hard part: You don't fall down the abyss all at once. You compromise, you cut corners, you don't bring as much to your work, and nothing bad happens (at first). So the feedback loop is broken.
Working your way back out works the same way: You work harder, you raise your standards, you invest, and nothing good happens (at first).
The challenge is to have the guts to care even when you're not apparently rewarded for caring."
"This situation raises the crucial question of why firms pursuing unsuccessful strategies do not change to more successful strategies, including possibly imitating the winners. Another way of stating this question is in terms of firm heterogeneity: why do firm differences persist once strategic and organizational recipes for success become known?Um tema que sempre me fez espécie, tanta gente que olha para um sector económico como um todo homogéneo. Recordar o Senhor dos Perdões.
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The first point to recognize is that heterogeneity does not always persist. In some industries, imitation is relatively easy and firms simply follow the leaders. In others, selection processes are so severe and rapid that unsuccessful firms are eliminated before their managers can figure out what is going on. This appears to be the case especially in industries driven by strong economies of scale, such as beer brewing, where thousands of firms have gone under in a relatively short period, reducing heterogeneity enormously. In many instances, however, firm heterogeneity persists for long periods."
"Em termos de mercados, «Espanha e Estados Unidos continuam a ser os mercados que assinalam maior crescimento absoluto, respetivamente com um acréscimo de 99 e 49 milhões de euros, seguidos pela Alemanha com um aumento de 10 milhões de euros», aponta o diretor-geral da ATP."(1)E:
"Em termos geográficos, Espanha continua a destacar-se entre os principais mercados das exportações portuguesas de vestuário, com uma quota de 42,1%, tendo registado uma subida de 9,2%, para 907,6 milhões de euros, entre janeiro e setembro de 2015.Como não estou a trabalhar com o sector não tenho informação em primeira mão. Por isso, gostava de perceber o que se está a passar no sector em termos macro. Por um lado temos o crescimento das exportações para Espanha, certamente muito influenciadas pelo fenómeno Inditex e pelo universo do fast-fashion. Por outro lado, temos o forte crescimento da procura norte-americana que tem de vir de outro tipo de procura, que assenta necessariamente num outro modelo de negócio.
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Nos principais mercados, sobressaem ainda pela positiva a Alemanha (+1,5%, para 194,28 milhões de euros) e os Países Baixos (+3,3%, para 79,5 milhões de euros), assim como os EUA, que registaram um aumento de 38,5% das exportações nos primeiros nove meses do ano, para 57,1 milhões de euros."(2)
"the B-group firms sampled are reasonably satisfied with their financial performance. Although they know there is trouble in their market, they feel they can survive. Few have been able to earn sufficient to increase their capital base, do research or replace their worn-out equipment. Perhaps they should switch while they still breathe. But it is the same for all of us. Grim facts are ignored until they stare us in the face. Only then do we get down to the serious strategic business of changing our personal recipe, our habitual way of doing things. These managers know plenty about the A-group, and they know its recipe does not ensure success or even survival. For many B-group firms, the risks of change still far outweigh the risks of staying put."E agora a cereja em cima do bolo:
"At the time of this research, NEDO researchers were thinking out a plan of government intervention designed to save the industry. Over £80 million had been committed to foundries as capital grants covering 25 per cent of the cost of new capital equipment, particularly the fume scrubbers required by the Glean Air legislation. In most cases, these funds were going to B-group type foundries, so supporting the declining part of the industry. Many of the A-group firms had actually ignored these grants. They were generally doing so well that they had installed all the capital equipment forced on them before the grants appeared. By and large, the inability to distinguish the A and B groups rendered these grants socially counter-productive. The funds flowed selectively into the least viable part of the industry, preventing change, and subsidized competition with the A-group, so slowing its growth."Acredito que muitos subsídios são gastos assim. Apesar das boas intenções, o dinheiro vai para empresas que até podem renovar máquinas, mas que não vão renovar estratégias e abordagens, teimando nas receitas tornadas obsoletas e prejudicando as empresas que satisfazem o mercado mas não dominam os biombos e corredores do "poder". (Estou a lembrar-me da Gráfica Mirandela... e da maior rotativa do mundo num país pequeno, periférico e com uma língua esquisita)
"Thus, in Sraffa, abandonment of the hypothesis of perfect competition means abandoning a particular theory; that is, a theory that sees competition as a situation in which expansion of firms is halted by rising costs. Far from being restricted to very special circumstances, the hypothesis that firms should be regarded as single monopolies functions better than perfect competition, [Moi ici: A hipótese da concorrência imperfeita] in accounting for the evidence; that is, that the expansion of firms is halted not by raising costs but by the limitation of demand. Sraffa's insight, "by showing how limited is the domain of applicability of perfect competition, and by breaking the spell, so to speak of the perfectly elastic demand that faces the perfect competitor"Que sectores e empresas se aproximam mais da hipótese da concorrência perfeita?
"News reports continue to obsess over the idea that China and other countries might run out of people if they don't increase their birth rates. The implication is that countries won't have enough people to do the necessary work to support a larger population of retirees. (It's worth noting that many of these same people worry about robots taking all the jobs. If it's not obvious that these concerns are 180 degrees opposite then think about it until it is.)Trechos retirados de "Demographics and Productivity"
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On net, the more rapid population growth could certainly have a negative impact on living standards in 2050, especially if we consider distribution (a greater supply of labor could mean lower wages). However, even before factoring in the negatives, the potential benefits of a larger ratio of workers to retirees are swamped by the impact of economic growth."
"“I do think you’ll see some dead unicorns this year”Trechos retirados de "Negative Gross Margins"
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“There are a considerable number of unicorns that will become extinct.”
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The most likely scenario is the thing that has been driving growth (and valuations) for these companies ultimately comes home to roost. And that is negative gross margins.
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And so most of the companies out there who are growing like weeds using a negative gross margin strategy are going to find that the capital markets will ultimately lose patience with this strategy and force them to get to positive gross margins, which will in turn cut into growth and what we will be left with is a ton of flatlined zero gross margin businesses carrying billion dollar plus valuations."
"Hutchinson formalized naturalistic images of the niche of biotic populations and defined the fundamental niche of a population as the hypervolume of environmental space formed by the set of points for which the population's growth rate (fitness) is nonnegative. In other words, the fundamental niche consists of the set of all environmental conditions in which the population can grow or at least sustain its numbers. By extension, the fundamental niche of an organizational form consists of the social, economic, and political conditions that can sustain the functioning of organizations that embody the form.Continua com os price takers, Sraffa e salário mínimo.
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If two organizational populations rely on completely different kinds of resources and depend on different kinds of social and political institutions, then their fundamental niches do not intersect. Otherwise, they do intersect, and so it makes sense to measure their similarity in terms of the degree of intersection or overlap.3 Intersection in fundamental niches might be thought of as potential competition. In general, the potential for two populations to compete is proportional to the intersection of their fundamental niches. It follows that two populations compete if and only if their fundamental niches intersect.
When two or more populations with intersecting fundamental niches occupy the same system, the expansion of one population changes the conditions of the others' existence. In the case of competition, the presence of the competing population reduces the hypervolume of environmental space in which another population can sustain itself. Hutchinson coined the term realized niche to refer to the restricted environmental space in which a population's growth rate is nonnegative in the presence of competitors. The realized niche is a subset of the fundamental niche and in most realistic cases it is substantially smaller than the fundamental niche.
Except in the highly unusual case of a population isolated from all competitors, all that can be observed in any empirical setting is the realized niche. Suppose that a pair of populations compete for a resource and that one of them can exclude the other from the full range of overlap of their fundamental niches. In this case, the realized niche of the stronger competitor coincides with the fundamental niche, but the realized niche of the weaker competitor is smaller than its fundamental niche. Interestingly, the two realized niches do not intersect in such cases. It follows from the general principles that the absence of an observed niche intersection does not imply the absence of competition in other portions of fundamental niches."
"Value is created by the buyer not the seller.Conhece os value drivers dos seus clientes-alvo?
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If buyers rely on their own experiences, then how can any salesperson create value?
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What top sales performers do, almost instinctively, is they connect to the value drivers (some of which may have been un-articulated) of their ideal customers.
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By believing in value creation by salespeople may lead those hungry salespeople down the wrong path especially for small businesses where their sales team is also their marketing team. Possibly the best lesson from this marketing and consequently sales research is to just listen to what is being said instead of presuming you as the salesperson already know what your sales prospect needs or wants."
"If you are selling a tax return, forget about the tax return. What does the customer actually need from us today to make their business better? They may need a compliance document required by the government, but we all know it offers them no real value. What they want to pay for is something that's going to help them long term. That's why it's a lot easier to sell and provide tax planning over tax compliance because a customer can see the value.Esta é a verdade:
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Remember, nobody ever wants to pay for compliance."
"If firms don't change their pricing model, accountants will either have 25,000 customers or they won't make any money. The choice is yours.BTW, o mundo da qualidade ainda está mais atrasado...
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That said, the bulk of the profession isn't there yet. Value pricing a business is disruptive to most CPA firms' core management and cultural philosophies. It disrupts how we manage our employees and our sense of control. That creates vulnerability, which is terrifying to those who believe in "old school" time and billing. It completely changes how we interact with our teams and our customers. It requires a new level of trust and authenticity -- which is terrifying to a traditional CPA firm because firm management loses a sense of control."
"No parágrafo dedicado ao tema, a posição do PS/PEV visa "aumentar a produção e a produtividade das fileiras florestais", mas "através do aumento das áreas de montado de sobro e de azinho e de pinheiro bravo".
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A meta é, também, "travar" a "expansão da área de eucalipto, designadamente através da revogação da lei que liberaliza a plantação de eucaliptos, criando um novo regime jurídico"."
"O Sindicato da Hotelaria do Norte denunciou hoje um agravamento da situação social no setor, com diversos despedimentos coletivos e encerramentos na região, considerando não haver "nenhuma razão" para tal porque a atividade "vive uma boa situação económica".Recordar:
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"requereu insolvência e mandou para o desemprego seis trabalhadores, quando o hotel mantinha uma boa ocupação".
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Para o sindicato, não há, contudo, "nenhuma razão" para esta situação, "já que o setor vive uma boa situação económica: 2013 foi o melhor ano turístico de sempre para Portugal, 2014 foi ainda melhor e todos os indicadores apontam que 2015 será melhor que 2014"."
"To create high fences around their businesses, brewers couple brand identification with economies of scale in production, distribution, and marketing"(1)Esta era a perspectiva de quem estava no Normalistão.
"Craft brewers accounted for 11 percent of U.S. beer production volume in 2014, up from 5 percent in 2010,Um mundo completamente diferente.
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Craft brewers also grew annual sales to $19.6 billion last year, a 22 percent increase between 2013 and 2014."(2)
"THE STRATEGIC PURPOSE OF SACRIFICEHmm, Sacrifice. Isn’t this just clear prioritization by any other name? The difference between Sacrifice and prioritization is that the latter allows secondary and tertiary targets. Sacrifice means not doing these secondary and tertiary things at all.Trechos retirados de "Eating the Big Fish" de Adam Morgan.
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Sacrifice’s value, therefore, is not simply one of concentration of marketing forces externally; it also has an internal value similar to hardpruning a plant: all the energy, all the dynamism in the company becomes devoted to the primary goal.
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1. Sacrifice concentrates the internal and external expressions ofidentity by eliminating activities that might dilute it.
2. Sacrifice allows the creation of strong points of difference by changing the organization’s mind-set from pursuing weak universal appeal to a more intense, narrower appeal (and thereby avoiding becoming the ‘‘mush in the middle’’).
3. Sacrifice generates critical mass for the communication of that identity and those differences by stripping away other secondary marketing activity. This is central to maximizing the Challenger’s consumer presence, given its more limited marketing resources.
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While the Brand Leader perceives its currency to be mass appeal and can afford the dilution of preference that creates because it is compensated for by the convenience of its ubiquity and distribution, Challengers need more extreme actions and gestures - they need to create a greater proportion of ‘‘committed’’ and ‘‘enthusiastic’’ users through real differentiation.
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Challenger currency is therefore not means but extremes: top-box preference scores or nothing.
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For any brand, positioning is Sacrifice; for a Challenger, it is the path to growth. What it chooses not to do defines who and what it really is."
"essa noção de “limpeza” faz lembrar a eugenia, não faz sentido nenhum, mais vale chamar-lhe: barreira à entrada a trabalhadores e micro-empresários , proteccionismo das grandes empresas"Aquela palavra, eugenia, tem andado na minha cabeça desde então. Esta manhã, numa zona industrial, enquanto fazia tempo caminhando - e via mais um cão de caça abandonado - recuperei uma frase de Valikangas:
"Life is the most resilient thing on the planet. I has survived meteor showers, seismic upheavals, and radical climate shifts. And yet it does not plan, it does not forecast, and, except when manifested in human beings, it possesses no foresight. So what is the essential thing that life teaches us about resilience?Já repararam que com o cataclismo que dizimou os dinossauros foram os mamíferos que triunfaram? Não estavam os dinossauros mais bem preparados para o mundo que existia?
Just this: Variety matters. Genetic variety, within and across species, is nature's insurance policy against the unexpected. A high degree of biological diversity ensures that no matter what particular future unfolds, there will be at least some organisms that are well-suited to the new circumstances."
"In the world of clutter and information saturation that consumers are faced with, the greatest danger facing a brand is not rejection, but indifference.Assim, concentração não só por causa do encaixe do mosaico estratégico (recordar Terry Hill) mas também para reforçar a mensagem de marketing, mas também para criar uma identidade forte.
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the solution to indifference for a Challenger lies in both a strong identity and, through this, a strong relationship with its consumer base. Inevitably, this means that success for the Challenger brand comes from considering very carefully what it is going to Sacrifice in order to create this relationship and identity. Indeed, the ability to sacrifice and concentrate one’s focus, voice, and actions more narrowly is one of the few advantages a Challenger has. Having to fight a war on two fronts weakens the ability to do either really well and Brand Leaders have to fight on many fronts at once.
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Challengers recognize, ... that in order to break through, their only currency with the consumer is going to be strong preference. If they achieve simply weak preference or parity preference, all the other attributes the market leader has on its side will swing the vote in its favor: ubiquity, social acceptability, salience, convenience. And to create that strong preference, we as Challengers accept that we will need to do things that reach out and bind certain groups of people very strongly to us. And we will also accept that, in order to create those stronger relationships, these same actions or behaviors may (and probably will) leave other groups cold.
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The Sacrifices a Challenger makes do not lie in incidentals to the business, such as minor line extensions, a research budget, or the assistant public relations manager. They are instead fundamentals: distribution, messages, audiences, even issues like promotional pricing, or our deliberate lack of it (T-box, unlike the rest of the ready-to-wear category, never offers seasonal discounts). The overriding objective is to have significant impact of the right kind on your core audience, to achieve critical mass for your voice.
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Although ubiquity in distribution is good for establishment brands like Coca-Cola and AT&T, it is dangerous for Challenger brands looking to create a stronger affinity with a more focused target, be they self-styled fashion rebels, surfing wannabes, or weekend mountain bikers.
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there is no escape: Strong brands are necessarily simple and single-minded in their communication, even if it means sacrificing what might seem to be important secondary messages.
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As a Challenger, we have to use our more limited resources (people, time, passion, energy, money) against the few things that will really make a difference, and this means being very clear on both who we are and what we are going to Sacrifice to promote that identity. Focus on the products, experiences, and marketing that will genuinely break through."
"da próxima vez que um político, da oposição ou da situação, apresentar uma estratégia, procurem pelos sacrificados, ainda que estejam escondidos."Por que nunca se fala dos sacrificados?
"Companies that incorporate pricing strategy early on are more likely to maximize the revenue potential and value of their products.
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Companies typically invest in pricing and value management strategies late in the product development lifecycle, in the period just before the product launch.
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Many companies believe product development means adding a new feature to an existing product. Incremental development has its place when pricing products, but companies often default to cost-based pricing. Manufacturing cost and incremental customer value generated by the improvement cannot necessarily define the optimal price."
"I’ve always felt uncomfortable about concepts such as ‘satisfaction,’ ‘loyalty’ and ‘experience’ because these are emotions and emotions are largely irrational.
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UK Which Magazine is a consumer champion, and regularly creates a league table of the brands that customers love and hate the most. Cheap flights airline Ryanair is typically the most hated,
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Ryanair—the airline everyone loves to hate—has had phenomenal passenger growth over the years. In 2015, it is estimated it will carry 90 million passengers. People are far more loyal to Ryanair than they are to the brands they claim they are most loyal to.
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We need to measure and predict what people actually do rather than what they say they do. Humans are often emotional, irrational, egotistical and vain. They can have an image of themselves that is far from the reality of how they actually live.
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What if the reality is that customers are having a very poor experience as they interact with your brand, but they have deluded themselves into thinking they’re very satisfied? Wouldn’t it be worth knowing that just in case the delusion wears off?"
"a AMF Safety Shoes, empresa de Guimarães especializada em calçado de proteção e segurança, que fabrica sob a marca Toworkfor"Reparem neste pormenor:
"A AMF começou por se dedicar ao calçado de moda. Em 2005, percebeu as potencialidades do calçado técnico e de segurança e dedicou-se em exclusivo a essa área de negócio. Desde então, a faturação passou de um para 10 milhões de euros e o número de trabalhadores cresceu de 22 para 125."Conhecem os modelos da AMF?
"Sales of fresh prepared foods have grown nearly 30 percent since 2009, while sales of center-of-store packaged goods have started to fall. Sales of raw fruits and vegetables are also growing — among children and young adults, per capita consumption of vegetables is up 10 percent over the past five years.Como é que a marca Portugal, recordar a opinião dos russos, pode aproveitar esta mesma onda na Europa para se diferenciar do Mar del Plástico?
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The outlook for the center of the store is so glum that industry insiders have begun to refer to that space as the morgue. For consumers today, packaged goods conjure up the image of foods stripped of their nutrition and loaded with sugar. Also, decades of deceptive marketing, corporate-sponsored research and government lobbying have left large food companies with brands that are fast becoming liabilities.
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According to one recent survey, 42 percent of millennial consumers, ages 20 to 37, don’t trust large food companies, compared with 18 percent of non-millennial consumers who feel that way.
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Companies will have to drastically cut sugar; process less; go local and organic; use more fruits, vegetables and other whole foods; and develop fresh offerings.
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These changes would require a complete overhaul of their supply chains, major organizational restructuring and billions of dollars of investment, but these corporations have the resources. It may be their last chance."
"Existe mais variabilidade (no lucro, ou na produtividade) dentro de um sector económico, do que entre sectores económicos"Voltemos à equação dos CUT:
"Workers at the 90th and 99th percentile did see their pay rise much more than median and lower-paid workers over the period. But no such disparity appeared among co-workers at the same firm: the ratio of their pay to their firm’s average remained flat. In other words, everyone at the top companies, from the lowest to highest paid, pulled away from the pack, and everyone at the bottom companies languished."Uma das explicações avançadas é deliciosa, faz-me logo recordar os empregos do regime em certas empresas que foram "privatizadas" com golden-share:
"There is another, more troubling possibility. Some companies may so dominate their market that they can extract profits over and above what a purely competitive landscape would allow; economists call these excess profits “rents.” Employees at those companies then share in those rents."BTW, a concorrência imperfeita aspira a criar monopólios informais e, a partir daí, rendas excessivas:
"Promotor da concorrência imperfeita, dos monopólios informais e das rendas excessivas"Com as eleições a onda mudou, o pêndulo deixou de ir no sentido de evitar que as empresas fechem para não criar desemprego e começou a viajar no sentido de "que se lixem as empresas e o desemprego, se as empresas não puderem suportar os 600€ de SMN merecem fechar".
"The process began when he received a mailing with the message “Open this to find out how much the Edelman family can save on energy costs with solar panels.” The letter within contained a unique URL that led to a Google Earth image of David’s house with solar panels superimposed on the roof. The next click led to a page with custom calculations of energy savings, developed from Sungevity’s estimates of the family’s energy use, the roof angle, the presence of nearby trees, and the energy-generation potential of the 23 panels the company expected the roof to hold.Tanto material para usar no desenvolvimento de um negócio B2B
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Another click connected David through his desktop to a live sales rep looking at the same pages David was. The rep expertly answered his questions and instantly sent him links to videos that explained the installation process and the economics of leasing versus buying. Two days later, Sungevity e‑mailed David with the names and numbers of nearby homeowners who used its system and had agreed to serve as references. After checking these references, David returned to Sungevity’s site, where a single click connected him to a rep who knew precisely where he was on the journey and had a tailored lease ready for him. The rep e‑mailed it and walked David through it, and then David e‑signed. When he next visited the website, the landing page had changed to track the progress of the permitting and installation, with fresh alerts arriving as the process proceeded. Now, as a Sungevity customer, David receives regular reports on his panels’ energy generation and the resulting savings, along with tips on ways to conserve energy, based on his household’s characteristics.
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Starting with its initial outreach and continuing to the installation and ongoing management of David’s panels, Sungevity customized and automated each step of the journey, making it so simple—and so compelling—for him to move from one step to the next that he never actively considered alternative providers. In essence, the company reconfigured the classic model of the consumer decision journey, immediately paring the consideration set to one brand, streamlining the evaluation phase, and delivering David directly into a “loyalty loop,” where he remains in a monogamous and open-ended engagement with the firm. Sungevity’s journey strategy is working. Sales have doubled in the past year to more than $65 million, exceeding growth targets and making Sungevity the fastest-growing player in the residential solar business."
