"Uma economia que não cresce por um período muito longo, despesas com políticas públicas que crescem mais do que as receitas fiscais, endividamento que cresce mais do que o produto interno bruto, são indicadores suficientes para se proceder a uma revisão crítica do que têm sido as opções políticas adoptadas durante este período longo de estagnação e de endividamento. Mas não é isso o que se verifica. Quanto maior e mais persistente é o desvio entre o prometido e o realizado, mais se insiste na repetição das promessas do passado, mantendo o erro à espera que ele se transforme em virtude."Conjugar com:
Trecho retirado de "Democracia e demagogia"Only when we admit we have made a mistake can we make a mistake a part of our past.— Greg McKeown (@GregoryMcKeown) April 12, 2016
There is going to be two kinds of value: emergent value created in interaction by human beings and algorithmic value created by machines— Esko Kilpi (@EskoKilpi) April 11, 2016
Non-algorithmic! Created in complex, context specific interaction, meaning that it is not repeatable, perhaps? :-) https://t.co/lankt62mQY— Esko Kilpi (@EskoKilpi) April 11, 2016
"The strategic logic is temporal rather than spatial. When following a spatial metaphor, there is a territory that can be explored and understood by the leaders, but in the temporal logic the territory is seen as being under continuous development and formation by the exploration itself. “It is impossible to map an area that changes with every step the explorer takes.”Trecho retirado de "Network leadership"
People inhabit a complex world of emergence, uncertainty and continuous change. Corporate life is improvising and learning together. It is an ongoing continuous exploration, a movement that is open-ended and always incomplete."
"Shares in smaller companies came out on top. Investing £1 in 1955 in the Numis 1000 index, which represents the smallest UK-listed companies, would have produced £12,144 by the end of last year. The same £1 invested in the FTSE All Share would have grown to just £829.E, recordando esta figura:
.
Most investors will not have a 60-year time horizon. But even over more realistic holding periods, smaller shares still shine. Over 10-year periods, smaller firms outperformed larger ones five times out of six."
"Small firms generally carry higher risks for investors than the big blue-chip firms in the FTSE 100 index."E para um blogue que aposta nas idiossincrasias como este, o que se segue é poesia:
"“At times when economic growth is weak, which I think will remain the case in the coming years, smaller companies considerably outperform larger companies,” Mr Williams said. “This is because the growth potential of a smaller company tends to be more closely linked with factors specific to the individual company rather than economic trends.”"Por isso, o conselho de fazer como Ulisses mandou os seus marinheiros fazerem, pôr cera nos ouvidos e não ouvir os geradores de cortisol que encharcam os media.
"To leverage such strategic opportunities, firms need to recognize a new concept: demand-side interdependencies. Demand-side interdependencies arise after the consumer procures the product. For the traditional or Industrial Age thermostat, for example, such interdependencies would include an appropriate wiring and the availability of electricity. But as the traditional thermostat has transitioned into a smart one, it has also become a sensor for collecting information and a focal point for communication across room occupants and an array of other smart devices. As a result, much more than just electrical wiring and power supply now contribute to its demand-side interdependencies.Representa uma mudança de paradigma, não basta produzir, não basta "vomitar" unidades, é precisar pensar no uso, é preciso pensar na experiência, é preciso pensar no resultado pretendido com o uso, é preciso pensar no contexto do uso.
...
Traditionally, demand-side interdependencies were largely left for the customers to arrange for and manage. After all, such demand-side interdependencies were few and largely stable in the industrial age.
...
Firms that are able to pioneer initiatives for recognizing, tracking, and influencing such new demand-side interdependencies can expand their frontiers of customization.
...
Identify and develop demand-side interdependencies: Companies should begin to consider the products/services that they have built inside, for possible extensions by third parties. By adding APIs to data and services, firms can avail opportunities to invite the attention of complementors who could expand the ways in which the products and services are used in conjunction with other products and services on an ongoing basis. This will allow them expand their product and service offerings through more and more customized options."
"Theories are neither hunches nor guesses. They are the crown jewels of science.Nunca esquecerei as aulas de Filosofia do meu 11º ano com o Professor Guedes Miranda, acerca de da mecânica quântica, do indeterminismo e da incerteza de Heisenberg. E nunca esquecerei os recortes do Expresso que ainda guardo com a entrevista a Popper quando veio a Lisboa para as Conferências do Fim do Século, convidado por Mário Soares. Banho de humildade epistemológica para sempre.
...
“In science, the word theory isn’t applied lightly,” Kenneth R. Miller, a cell biologist at Brown University, said. “It doesn’t mean a hunch or a guess. A theory is a system of explanations that ties together a whole bunch of facts. It not only explains those facts, but predicts what you ought to find from other observations and experiments.”
...
It’s helpful, he argues, to think about theories as being like maps.
.
“To say something is a map is not to say it’s a hunch,” said Dr. Godfrey-Smith, a professor at the City University of New York and the University of Sydney. “It’s an attempt to represent some territory.”
.
A theory, likewise, represents a territory of science. Instead of rivers, hills, and towns, the pieces of the territory are facts.
.
“To call something a map is not to say anything about how good it is,” Dr. Godfrey-Smith added. “There are fantastically good maps where there’s not a shred of doubt about their accuracy. And there are maps that are speculative.”"
"At a time when workout gear is fashionable, companies that make and sell sportswear are facing a strange predicament: their gear is too sporty for some.Quem são os clientes-alvo? O que procuram e valorizam, realmente?
...
Foot Locker Inc. also is adjusting the selection at its stores after noticing that upstart brands with higher style quotients such as Alala and Koral are performing well, and activewear endorsed by celebrities, including Rihanna, is driving sales.
.
“We believe we have overemphasized the performance aspect of what our customers want in terms of athletically inspired apparel,” Chief Executive Dick Johnson said in late February. Shoppers are “very, very informed about style,” and want to look good “going out after class for a juice or coffee,” he noted.
.
As a result, some mainstay sports brands and retailers are rethinking the balance between performance and fashion.
...
Ms. Lee said she frequently buys new sports bras but avoids pure-sports brands like Under Armour because they lacked the fashion factor.
.
“It sounds silly to say that they look so athletic, because I’m doing something athletic,” Ms. Lee said, “but it doesn’t look cool enough to me.”"
"Focus is a choice.Por isto, fico doente quando vejo empresários com o locus de controlo no exterior. Concentram-se mais na política dos apoios e subsídios, das protecções e benesses do que em ganhar clientes.
.
The runner who is concentrating on how much his left toe hurts will be left in the dust by the runner who is focusing on winning.
.
Even if the winner's toe hurts just as much.
.
Hurt, of course, is a matter of perception. Most of what we think about is.
.
We have a choice about where to aim the lens of our attention."
"You see, we’ve discovered that the better, more productive approach to the Balanced Scorecard is to make it part of a strategy-focused improvement loop that is focused on collaborative, non-judgmental organizational learning that explores: (1) whether you are doing the right things (i.e. Is your strategy moving you forward and is it creating value for your customers/stakeholders?) and whether you are doing those right things right (i.e. Is your organization executing its strategy to the best of its ability?), (2) when the answer is no, what needs to change and how, and (3) whether the changes we have made have produced the results we wanted (and, if not, why not)."Há tempos numa empresa, no âmbito de um projecto balanced scorecard, disse:
"“Rising minimum wages will hurt the hiring of the least-experienced, least-skilled and lowest-wage workers. That means it hits more harmfully in the lower-wage rural areas, as well as in the retail, restaurant and bar sectors. It is also not a good antipoverty policy—our estimate of a nationwide increase to $15 is that only 7% of the benefits of higher wages go to those in poverty.”"
"Because human nature doesn’t change, the fundamental art and science of managing human beings doesn’t change either – but you wouldn’t know it from reading the popular business press.Trechos retirados de "Technology Changes, Good Management Doesn’t"
...
“[J]ust as the essence of medicine is not urinalysis (important though that is), the essence of management is not techniques and procedures,” wrote Drucker. “The essence of management is to make [people and their expertise] productive. Management, in other words, is a social function.”
...
Direct all of the organization’s work toward making strength productive and weakness irrelevant. On the organization’s behalf, this means holding every measure of effort, whether time, talent or treasure, accountable for the results it must produce in order to justify its expenditure. It is not enough to do something because it is traditional or “smart” or safe."
"Marketplace is great for customers because it adds unique selection, and it’s great for sellers – there are over 70,000 entrepreneurs with sales of more than $100,000 a year selling on Amazon, and they’ve created over 600,000 new jobs.
...
We also created the Amazon Lending program to help sellers grow. Since the program launched, we’ve provided aggregate funding of over $1.5 billion to micro, small and medium businesses across the U.S., U.K. and Japan through short-term loans, with a total outstanding loan balance of about $400 million. Stephen Aarstol, surfer and owner of Tower Paddle Boards, is one beneficiary. His business has become one of the fastest-growing companies in San Diego, in part with a little help from Amazon Lending. Click-to-cash access to capital helps these small enterprises grow, benefits customers with greater selection, and benefits Amazon since our marketplace revenue grows along with the sellers’ sales. We hope to expand Amazon Lending and are now working on ways to partner with banks so they can use their expertise to take and manage the bulk of the credit risk."
Good morning from Berlin. Germans lose €200bn b/c of low interest rates. The Expropriation of the saver in WamS. pic.twitter.com/OpZDqnCLgk— Holger Zschaepitz (@Schuldensuehner) April 10, 2016
"Duma ponta à outra, o que é que pode correr mal?"E o meu consciente murmura:
"Quais são os riscos?"Got it?
"Nestas coisas, há um princípio de que nunca devemos abdicar: nunca acreditar quando um governante ou um decisor do Estado diz que alguma coisa vai ser gratuita ou mais barata. O que ele está a querer dizer é que a factura vai ser camuflada e paga por outros. Os contribuintes, obviamente."Trecho retirado de "Gratuito? Não acredite porque alguém vai pagar a factura"
"Located near busy Cardiff and Swansea, Port Talbot’s 4,300 workers are luckier than those in other declining industrial towns around Britain. But finding jobs in Cardiff’s thriving business-services sector, for example, will be difficult for former steelworkers. The government will need to spend serious money retraining them, helping them into new employment and improving transport links to big cities. Spending to keep the plant itself in business would just prolong the inevitable."Algum media tradicional em Portugal, a começar pelos so-called jornais económicos, seria capaz de fazer um título e um artigo como este?
"O desafio é este: saber quem faz e como faz as roupas que vestimos."BTW, custa-me a engolir esta frase:
"Uma das indústrias que mais fomenta esta pobreza é precisamente a indústria da moda, a terceira mais lucrativa do mundo."Pelo contrário, a indústria do têxtil e vestuário tem arrancado milhões de pessoas da pobreza!
"Apesar da quebra das exportações com Angola, [Moi ici: As exportações para Angola caíram 44% no acumulado do ano face ao período homólogo do ano passado] Manuel Caldeira Cabral salientou que, ao contrário, as exportações cresceram para outros mercados, dando o exemplo dos Estados Unidos da América." [Moi ici: Analisando os dados do INE verifica-se que as exportações para os Estados Unidos caíram 10% no acumulado do ano face ao período homólogo do ano passado]As incoerências:
"O ministro da Economia disse estar insatisfeito com o aumento este ano do défice da balança comercial em 206 milhões de euros, após conhecer os dados das importações e exportações hoje divulgados."[Moi ici: Então a política do governo não é aumentar o consumo? Só em automóveis foram mais 152 milhões de euros face ao mesmo período do ano passado. Apetece escrever: Duh!]As coisas boas dos números do INE (escrevo com base na comparação do acumulado do ano de 2016 com o de 2015):
"Quando uma organização internacional, [Moi ici: FMI] especializada em programas de apoio económico em situações de crise, julga necessário chamar a atenção para o que deveria ser óbvio, é porque identifica uma persistente resistência dos responsáveis políticos por essa economia quando se trata de reconhecer o óbvio.
...
O óbvio só é surpreendente ou paradoxal para quem se recusa a vê-lo. Devia ser óbvio que onde não houver capital também não haverá trabalho. Também devia ser óbvio que substituir capital por dívida entrega aos credores o poder de decidir sobre a vida e a morte da empresa e do emprego.
...
Quem escolhe ignorar o óbvio está a produzir o impossível - que só pode servir para esconder as razões que levam a não aceitar o que o óbvio mostra."
"This week, Staples announced that it won't be using its stores for just selling anymore.
...
As consumers get more comfortable with e-commerce, marketers are finding they need to imbue their brick-and-mortar operations with updated missions.
...
Called an "unstore," the site, the electronics company's only consumer outpost, exists solely to display products. If customers want to buy something, they can do so online.
"People know how to purchase on e-commerce and very often get the product the next day," said Zach Overton, VP and general manager of the new space, called Samsung 837. "They don't need another store. They need a place where they can have a deep dive into the brand."
...
a retail outlet that in the past would have been designed solely to drive purchases in the moment can now function entirely as a brand advertisement. These concept stores allow customers to test products, interact with associates and, ideally, better understand the ethos of the brand. With real estate costs at a premium in key urban areas, the sites also allow a retailer to better use every square foot and not waste precious space on on-site stockrooms.
.
"Customer experience is becoming more influential in shaping people's expectations," said Denise Lee Yohn, a branding consultant, noting that such stores function as intensive, immersive storytellers that can convey a brand's history, attributes and future vision. "It's allowing the brand to say more about itself than just saying, 'Here is this product.'"
"But as SpoonRocket's case demonstrates, simply having millions of dollars in funding and revenue does not a successful startup make.
...
They were too reliant on VCs
.
Many startups are lulled into a false sense of security by VC funding, particularly when they're hyper-focused on customer acquisition--and it seems likely this was the case with SpoonRocket.
...
Their market was oversaturated
.
In SpoonRocket's farewell blog post, the founders state that one of their biggest challenges was "intense competition from competitors
...
Their differentiating factor... wasn't
...
They failed to scale up
...
They didn't invest in their drivers
.
As with many on-demand startups, SpoonRocket's human point of contact with consumers was also, arguably, the least valued part of the business. The company's drivers were independent contractors who were expected to work irregular hours for low pay --hardly a strategy for building a committed workforce."
"1. Stay positive and choose your beliefsYour beliefs shape your reality and your world: beliefs about yourself, what you’re good at, ... People who are good at change are optimists at their core.Não se deixar contaminar pelos Pigarros desta vida é fundamental.
.
2. The change guaranteeThis states that, "From this situation, something good will come." Write this down somewhere you will see it often. Write it in your office for others to see. ... be obsessed with your attitude, how you show up—especially in the midst of change. ... they are not focused on the past (the deal they did not get or the bad decision they made); they do not compare themselves to others; they do not play the "poor me" game (how unlucky they have been); and they keep a sense of newness and momentum.
...
4. Meet the change demons!People who are good at change are very human; they make mistakes, they feel their emotions, but know how to move past them. ... Find the emotion that is stronger—for example, instead of blaming someone for the major mess-up that happened, how can you take responsibility for fixing it?
...
5. Accept changeChange itself is not the hard part; resistance to the change is.
...
- What do you need to stop resisting? (e.g. changing the business model)
- What do you need to get honest about? (e.g. your overspending)
...
- What are you avoiding? (e.g. firing someone you know is not working out)
6. You can’t control everythingDo not try and control other people. Instead, control your language and the words you use; ... Your inner state is the only thing you really can control.
...
9. Take action...
When it comes to action, it is the small changes that create the bigger results, over and over. Little things are not little for the entrepreneur—they are everything. If something does not work, continue changing your approach. Do not simply think about it—get on the court and try it. You will get feedback very soon."
Segundo, "Lisboa lança rendas acessíveis para jovens com rendimentos até 40 mil euros ano"Alguns meses depois de definir "classe média" como alguém que ganhe 900€/mês, o PS quer subsidiar a habitação de quem ganha 2000.— Lourenço Cordeiro (@_lourenco_c) April 7, 2016
Eheh os mesmos q andam em eracção psicológica com a Web Summit em Lx são os mesmos q estão contra a gentrificação de Lx. Definam-se— Carlos P da Cruz (@ccz1) October 6, 2015
"it was the ability of japan black to dry quickly that made it a favorite of early mass-produced automobiles such as Henry Ford's Model T. The Ford company's reliance on japan black led Henry Ford to quip "Any customer can have a car painted any colour that he wants so long as it is black".Recordar "Preço ou custo?"
While other colors were available for automotive finishes, early colored variants of automotive lacquers could take up to 14 days to cure, whereas japan black would cure in 48 hours or less."
"E os preços são mais baratos que nas lojas acima referidas. Ou seja, encontrei uma loja que associa conhecimento especializado a um preço mais baixo... que mais pode um cliente pedir?"Por que recordei novamente a Tavares?
"What drives us isn’t offering products at the lowest cost. We have never, and will never, win on price. And we don’t want to, thank you very much. That’s a race to the bottom that offers no prize.A gestão da Tavares tentou iludir o Evangelho do Valor.
.
What does drive us continues to be that customer who comes through the door in search of answers for her aching feet; the customer who comes to us looking for help in setting a new personal record; or the customer who shows up on a cold Tuesday night to his training program, ready to run a mile without stopping for the first time in his life.
.
It’s those moments, when our expertise, our passion, and our conviction that running is the foundation of a healthy and happy lifestyle create an in-person experience that isn’t transactional, it’s transcendental. It is, and can be, a life-changing experience.
...
f you look hard enough, you will always find something cheaper. But I'll gladly pay extra for excellent customer service and human interaction. It’s what I genuinely believe, and it’s a bet I continue to make when it comes to what our customers believe, too.
.
They come to us for inspiration, information, and yes, insight, that can’t be accessed online. As long as we provide that insight and that transcendental experience, we’ll outlast any sale every time."
"While those "Uber for X" startups seek to distance themselves from the driving, cleaning, and delivering they facilitate, instead functioning only as a technology layer on top of other businesses, Slate fully believes that it is a cleaning and laundry company. "We’re not techies,"Como escreve Geoff Colvin em "Humans are Underrated":
...
"There is no doubt to us that if we want to be successful, and if we want to be in the cleaning of clothes business, then we have to own that business," he says. "It’s very difficult to get the kind of consistent quality that you need to provide to keep customers without doing it yourself."[Moi ici: Mais do que "own that business" para mim é o own the interaction step, own the contact step, own the connection step, own the co-criation step, own the bond step]
...
While the first generation of "on-demand" companies had a business model similar to the one made famous by Uber, many new service-sector startups are instead launching, or pivoting toward, a philosophy more aligned with Slate.
These entrepreneurs are not launching technology companies or even "on demand" companies. They are instead starting child-care companies, retail stores, restaurants, and laundry services that use mobile technology not only for delivery, but as a way to be more efficient at every step of their operations.
...
"There are a lot of companies that can do delivery, but there’s not a lot of value-add. It’s just logistics. What we’re adding is a human connection. That’s really hard to do. That’s the missing link in a digital world.""
"The most valuable people are increasingly relationship workers"E a sua PME, ainda que não esteja no mundo da tecnologia (e devia pensar seriamente nisso, lembre-se do "é meter código nisso") o que é que faz pela interacção?
"The underlying premise of any organization is to create value. Historically, firms have done so through engineering ever greater efficiency. By honing internal processes, optimizing the supply chain and reducing product inventories, managers could improve margins and create a sustainable competitive advantage.Trechos retirados de "The One Big Reason Every Business Needs To Embrace Complexity"
.
That’s created a bias for simple, linear thinking. Adding extra variables to any process is bound to increase errors and diminish quality, so generations of managers have been trained to wring complexity out of the system in order to create streamlined operations. “Keep it simple, stupid” has become a common corporate mantra.
.
Yet in today’s networked marketplace, agility trumps efficiency.
...
managers need to embrace complexity. Not because it will make their enterprise more efficient - it won’t - but because that’s what will allow them to create maximum value in an increasingly complex marketplace."
"The underlying premise of any organization is to create value.[Moi ici: As organizações criam recursos que podem ser usados pelos clientes para eles criarem valor, as organizações podem, quando muito, co-criar valor em interacção com os clientes. Recordar o caso das "Águas de Monchique"]
...
Innovation has become the primary driver of value".[Moi ici: Acredito que o "primary driver of value" é a interacção entre a organização e um cliente individual]
"Se Portugal tiver sorte terá um crescimento de 1% este ano, não de quase 2%."
"No que respeita ao efectivo leiteiro, registou-se uma descida considerável, com o desaparecimento de 22% das vacas e de cerca de 68% das explorações, a nível nacional. O efectivo leiteiro apresentou uma redução em todas as regiões, com excepção do Alentejo. Nas principais regiões produtoras, o número de vacas leiteiras apresentou quebras de 45% na Beira Litoral, 19% no Entre Douro e Minho e 6% nos Açores.
.
O número de explorações leiteiras registou um decréscimo bem mais acentuado, particularmente nestas duas regiões do Continente (-74%), enquanto nos Açores diminuiu 36%, em relação a 1999. No entanto, a produção de leite nos últimos dez anos manteve-se estável, resultado do aumento de produtividade do sector, em grande parte devido ao investimento em tecnologia e ao melhoramento genético do efectivo leiteiro.
...
Apesar da acentuada tendência para a concentração, traduzida no aumento do número de bovinos por exploração, que mais do que duplicou, passando de
13,8 cabeças em 1999 para 28,6 cabeças em 2009, e desta evolução ser ainda mais evidente nas explorações leiteiras (de 10,8 para 26,7 cabeças/exploração), continuam a existir muitas explorações pecuárias de reduzida dimensão. Cerca de 31% das explorações têm 1 ou 2 cabeças e cerca de 62% possuem menos de 10 bovinos. No entanto, é de notar o aumento do número de explorações com 50 ou mais bovinos, que constituindo apenas 14% das explorações com bovinos, concentram 74 % do efectivo total."
"Nos 10 anos em análise [1999-2009] verificou-se um decréscimo acentuado do número de explorações com bovinos (-51%), enquanto o efectivo, pelo contrário, registou um ligeiro acréscimo (+1%), o que se traduziu no referido aumento do dimensionamento médio do efectivo por exploração."(fonte: INE, Recenseamento Agrícola 2009)Encadeados pelo foco desse modelo, tudo é feito para reduzir os custos, inclusivé este tipo de proposta é lançada:
"a reutilização das proteínas animais nas rações"O que gerará a dúvida e o medo, depois, da crise das vacas loucas, dos nitrofuranos, da carne de cavalo, de ...
"Cada vez mais compradores especializados vão querer garantias de que o fornecedor não faz batota. E mesmo que as proteínas animais voltem às rações, será que os consumidores vão estar dispostos a consumi-las?"A alternativa é mudar de modelo mental e apostar na decomoditização com a carta da proximidade e autenticidade.
"there will soon be a way to authenticate your artisanal olive oil before you buy it. Thanks to interconnected mobile phones, cameras, sensors, and spectrometers, you will soon be able to analyze virtually anything in the physical world. Forget the internet of things. This is the "internet of X."Pois:
...
The Israeli startup Consumer Physics has built an internet of ingestibles, using handheld molecular sensors embedded with a tiny spectrometer. Point one at an object, like a watermelon, and it breaks the light being reflected into a spectrum to show the object's chemical fingerprint. That information is then compared with a database of foodstuffs. Scan and search, the company says, to see if a watermelon has reached peak sweetness, or whether your medicine is real or counterfeit."
"Besides unlocking information, the internet of X will create new demand for transparency. Imagine if every food had its own digital nutrition label that could be scanned to display its exact ingredients and nutrients. If I were a crooked "olive oil" peddler, I'd start worrying."Quem estiver a descer o "escorrega" dos custos dificilmente poderá apanhar esta onda de valor acrescentado e, de nada valerá ser legal o que conta é a vontade dos consumidores.
"Nor is leadership performing in that other sense, the sense of being “a high performer.” And yet too often we look for leaders among the profit maximizers and goal attainers. But a leader’s fundamental role isn’t merely to perform the same tasks as yesterday, just more efficiently; it is to redefine the idea of performance entirely.Trechos retirados de "Are You a Leader, or Just Pretending to Be One?"
...
Leadership is in an uncertain place. We long desperately for better leaders. But perhaps it is precisely our longing that’s the problem. We’re waiting for a rescue at the cost of our own redemption. Because it’s easier to complain about the leaders we have than to try to do better. After all, it’s a pretty hard job."
"passou de 18,8 mil no 4º trimestre de 2013 para 14,0 mil no 4º trimestre de 2015."Entretanto, ontem descobri um gráfico interessante acerca da demografia na agricultura portuguesa:
- De quem é essa garrafa?Depois, ao final da tarde fui com a minha mulher ao Intermarché de Estarreja e juro, a certa altura ela pediu-me para ... ir buscar um garrafão de 5 litros de ... já sabem, "Águas de Monchique" (foi ela que no ano passado me alertou para o atributo do pH alcalino).
- É minha - respondeu a responsável da Qualidade!
- Por que é que escolhe essa marca? - perguntei.
- Por causa do pH alcalino!!!
"De acordo com o responsável, a empresa tem necessidade de aumentar a produção para responder à procura dos mercados.Quem compra "Águas de Monchique" não compra água, para isso tem a água engarrafada a metade do preço ou a água corrente da torneira. Quem compra "Águas de Monchique" sabe qual o efeito do pH alcalino, valoriza esse efeito na saúde e está disposto a pagar por esse efeito. A água é um recurso processado pelo cliente e é ele que sente, que experiencia o valor na sua vida.
.
O mercado asiático é o de maior exportação, nomeadamente para a China, Hong Kong, Singapura e Macau, que importam cerca de 30% do volume de produção da água algarvia. Nestas áreas, “as vendas têm aumentado substancialmente”. [Moi ici: Presumo que tenham uma margem muito boa]
...
O responsável acrescentou que a marca Monchique aumentou também em cerca de 60% a sua presença no mercado nacional, apontando o crescimento de “clientes fiéis que conhecem os benefícios que a água tem na saúde"."
"the “smart tampon,” outfitted with chips and transmitters"
"People who suffer from a problem are uniquely equipped to solve it. “What we find is that functionally novel innovations — those for which a market is not yet defined — tend to come from users,”
...
“The reason users are so inventive is twofold. One is that they know the needs firsthand,” he said. The other is that they have skin in the game."
"A economia portuguesa terá crescido entre 0,4% e 0,6% no primeiro trimestre deste ano, o que representa uma aceleração face ao verificado nos três meses anteriores (crescimento em cadeia de 0,2%)"Agora reparem no título: "acelerou".
"O PIB cresceu 1,5% no primeiro trimestre face ao mesmo período de 2014, uma revisão em alta de uma décima face à primeira leitura do INE. Trata-se do maior crescimento homólogo desde o terceiro trimestre de 2010.Acelerou... OK!
A economia portuguesa cresceu 1,5% no primeiro trimestre deste ano face ao período homólogo e 0,4% face aos três meses anteriores,"
"calling on farmers to fight industry decline by going back to their roots, and reconnecting with their local communities.
...
To save Fordhall Farm, the pair launched a scheme believed to be the first of its kind in England: issuing shares and putting their farm under the ownership of a community farm land trust, controlled by local people and preserved for future generations.
.
These shareholders are now brand ambassadors and loyal customers of the farm, which sells its produce via the farm shop and online.
...
She is calling on smallholders to copy the Fordhall model and work with local customers. “The British public wants to pay a fair price. They want farmers to make a decent living. The moment farmers cut out the middle men, they can reclaim their livelihoods,” she said.
...
“People are more and more aware of where their food comes from. It’s the perfect time for community businesses to be born and farmers to take power back into their own hands.”"
É preciso não conhecer a biografia de Jobs, ou os textos de Hilary Austen, ou o futuro de Mongo para esquecer o papel da arte.de q interessa a tecnologia, a engenharia, a economia e a ciência, sem a arte?— Carlos P da Cruz (@ccz1) April 2, 2016
"Like many industries, Big Fashion companies keep acquiring tiny, money-losing, buzz-worthy brands… that never quite go mainstream. They die silently and perhaps mercifully. But the real question is: why is this a pattern, when it’s both predictable and pointless? Because the fashion industry is making stuff for critics. Like many industries, from tech to media to sports, it’s trying to please them, win them over, even pander to them. But the critics aren’t the people who are buying the stuff. Result: shapeless, gigantic, genderless clothes that critics love… but that are driving the business of fashion to stagnation. They’re out of touch with what people actually want, love, hunger for.
...
He also, importantly, made clothes people actually wanted to wear, and that looked better up-close in stores than they did on the runway. The fashion world was shocked.
...
But collection by collection, he built a devoted cult of fans precisely because he was ahead of even the critics. The self-referential game of pleasing critics might feel good — but it doesn’t necessarily build a business.
.
To do that, you have to make products people truly desire. It’s a dirty word in boardrooms, desire. We’re more comfortable with calculative, rational expressions of wants. We can put them in spreadsheets and crunch and process those. There’s just one tiny problem. So can consumers. You don’t pay royally for stuff that you’re running a calculation in the back of your mind about. You pay royally for stuff that enchants, hypnotizes, and entrances you. Stuff you love. Stuff that we love — whether that “stuff” is people or clothes or phones, to be crude — suspends the rational bits of us. It intoxicates us and leaves us giddy. We say to ourselves, “Of course it’s too expensive… but I don’t care. I have to have it.” [Moi ici: Excelente!!! Isto é Mongo! Isto é a concorrência imperfeita! Isto é arte!]
...
At the core of this financial success is real artistry.
...
Clusters like Brooklyn and Detroit are putting artistry and craft back into products from chocolate to coffee to furniture today. But the harsh truth is that Big Corporations see artisanship as marketing. They try to brand it, tricking people into thinking there’s artistry in things – Tesco’s “fictional farms” marketing ploy is a recent example — not really practicing itor investing in it. They should take a lesson from Slimane and actually do it.[Moi ici: A importância da autenticidade]
...
That’s how you get out of the trap of simply riding trends and cashing in on them: ignoring critics, breaking rules, making things people truly desire, and making them with real artistry. It takes a rare combination of personal genius and organizational risk – which is perhaps why we don’t see that many Slimanes out there. Still, we can always hope for more."
"Familiales, non cotées en Bourse, ancrées dans les territoires, elles croissent de façon endogène se finançant au rythme de leurs profits."Outro pormaior, claro para quem percebe que compete pelo aumento do preço unitário em vez de pela redução do custo unitário, é:
"Autre trait commun de ces groupes familiaux, le patron se comporte davantage en entrepreneur qu’en investisseur. Il a l’obsession de la transmission, pas des dividendes, et développe l’entreprise dans la durée, en investissant massivement dans l’innovation. Accessoirement, le personnel n’est pas un coût à réduire constamment."Tão diferente da obsessão dos encalhados no Normalistão do século XX e os seus "91 more Oreo bakery workers receive layoff notices"
Recordar "Uma visão sensata"Focus on the space where you can make a difference . . . pic.twitter.com/FlmGemVMui— John Hagel (@jhagel) April 3, 2016
"Hackathons are no longer just for coders. Companies far outside the tech world are using these intense brainstorming and development sessions to stir up new ideas on everything from culture change to supply chain management.O facto de no fim as equipas terem de apresentar uma proposta... não chega mandar bocas e voltar ao ramram.
...
At their best, hackathons create a structure and process around idea development. Sure, breaking out of the day-to-day routine can reinvigorate and inspire staff, but hackathons also demonstrate to employees that innovation is not only welcomed but also expected. Well-run hackathons lead to concrete ideas for new products and processes that can improve the customer experience and increase growth."
"a reutilização das proteínas animais nas rações"Depois, da crise das vacas loucas, dos nitrofuranos, da carne de cavalo, de ... a tendência é para a autenticidade e transparência, não para o retorno ao passado.
"The Internet of Things is a good example of this change. Every industry, no matter how traditional — agriculture, automotive, aviation, energy — is being upended by the addition of sensors, internet connectivity, and software. Success in this environment will depend on more than just creating better digital-enabled products; it will depend on building ecosystem-level strategies that encompass the many moving pieces that come together to create the new value proposition.Um excelente texto, "Many Companies Still Don’t Know How to Compete in the Digital Age", para ler mais do que uma vez e ficar a ruminar nas ligações à série "É meter código nisso"
.
Understanding and deciphering ecosystem-level disruption will be the key for executives in the coming decade.
...
The first step to taking an ecosystem perspective is to distinguish between situations where your ability to create value depends mostly on your own execution (product-based world) and situations where your value creation is critically impacted by the activities of other firms and technologies (ecosystem world). If you are competing in an ecosystem world, you must pay as much attention to the progress of co-innovators as to your own innovation efforts. This means recognizing when their slow development will act as a bottleneck to your own growth and when their accelerating development can fuel the growth of substitutes."
%2006.21.jpeg)
