"So yes, disruption is here and it’s real and it’s happening in a lot of industries.Uma mensagem na linha da de Suzanne Berger em 2006:
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But … the way we think about it is often wrong.
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Some health club industry leaders will claim that nothing can replace human interactions, so clubs and trainers can’t be threatened by these new business models. I’d have to disagree. It is true that there is no replacement for human beings, but technology is enabling business models to do things in ways that humans on their own can not at scale.
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Many of the most successful brands will blend human interaction with technology tools to create even higher levels of service -- and trainers can support hundreds of clients with a combination of digital and physical delivery.
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By 2020, you’re going to see a global wellness community of over 1B on traditional brick-and-mortar health clubs, wearables, and apps. Each aspect of the ecosystem is going to inform the others. It’s not that MyFitnessPal or a newer, cooler FitBit is going to “kill” the traditional health club industry. It’s going to be a partnership where each side informs the other.
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That’s what we often get wrong about disruption. Amazon didn’t kill traditional commerce; it helped shift it. [Moi ici: Recordar este exemplo recente] Uber hasn’t killed yellow cabs, but it’s made them think differently about their business models. When we view disruption in terms of “X will destroy Y,” we create fear-based, short-term thinking in traditional executives -- and that’s bad for everyone.
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The fitness industry is about living your best life and being your best self -- with a few people making some money along that arc. There are disruptive technologies reshaping how the industry thinks about and presents itself, yes, but ultimately these technologies will help to create a massive global ecosystem rooted in an omni-channel approach to delivery."
“… there are no “sunset” industries condemned to disappear in high wage economies, although there are certainly sunset and condemned strategies, among them building a business on the advantages to be gained by cheap labor”
""Beauty is a very personal thing," says Finding Ferdinand founder Nhu Le. "People don't want to be told. They want to choose what looks good."
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As Le sees it, customization is what today's consumers desire of all industries, not just cosmetics. "There's definitely a subset of the market that wants customization, especially with millennials and the 'selfie generation,'" she says. "They want to dictate what's [personally] looking good."
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The ability to compose a unique product versus pacing a store floor has inspired a new generation of startups to take aim at the beauty industry. These companies are reimagining how we purchase everything from nail art to hair products.
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"We believe [customization] is the new form of luxury, which is really a return to the old form of luxury in the idea of having something made just for you,"
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Consumer involvement can create strong bonds. Like the do-it-yourself "maker" movement, people increasingly want to create. "From start to finish, you feel like you're involved and getting a product that you like,"
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"If you look at any other industry, from social media to fashion, from technology to food, you will notice that customization is definitely the trend and the future,""
"Benetton aposta no “made in Italy”Outro sinal do reshoring em curso um pouco por todo o lado. Não admira que as exportações do têxtil e vestuário português estejam a crescer mais de 6% face a 2015.
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A marca de moda Benetton deverá lançar uma nova linha “made in Italy” este ano, numa tentativa de trazer a empresa de volta às suas raízes e «recentrar no seu principal know-how». A coleção, que deverá ser produzida em Treviso e chamar-se “TV 31100”, o código postal da cidade, deverá estrear-se em novembro, com os primeiros designs a serem uma série de malhas superleves, feitas com uma mistura de lã merino e caxemira. De acordo com o WWD, a empresa terá investido 2 milhões de euros para o projeto, tendo adquirido 36 teares Shima Seiki para fazer as malhas e empregado mais cerca de 50 pessoas extra para a produção. Os primeiros produtos feitos em Treviso vão chegar às lojas europeias no próximo mês, a que deverá seguir-se a Índia e o México, e serão consistentes com os preços da marca, ficando abaixo dos 80 euros."
“Stop trying to turn bad customers into good ones. Focus on good ones and finding millions of those.” Prof. @ebradlow #wcaiconf pic.twitter.com/SM4WDjGtHG— The Wharton School (@Wharton) October 14, 2016
"“A estagnação não é inevitável”, afirmou Pedro Braz Ferreira, do Núcleo de Estudos de Conjuntura da Economia Portuguesa, esta quinta-feira. Mas “2016 foi um ano perdido”. O investigador da Católica Lisbon School of Business and Economics considerou que Portugal foi vítima da globalização porque não soube dar resposta."O que é que isto "Portugal foi vítima da globalização porque não soube dar resposta."" quer dizer?
"…Não tivemos assim tanta austeridade?
Se olhar para os números do défice público primário, tirando as despesas com juros, a descida do défice público primário em Portugal entre 2012 e 2014 é menor do que a que houve nos EUA. E nos EUA não se falou de austeridade. Há uma descida grande entre 2011 e 2012, mas depois…
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A austeridade, é preciso compreender… Não quero de forma alguma ser citado como dizendo que não houve austeridade em Portugal. Houve austeridade em Portugal, com certeza. Houve uma redução das finanças públicas, com certeza. Agora quando dizem que foi de uma violência brutal… Olho para o historial do que são os programas do FMI, em termos do ajustamento do saldo primário, e Portugal não está sequer no top dos 30 dos últimos 30 anos de [maiores] ajustamentos fiscais do FMI. Não está, em termos do que foi a variação do saldo primário das contas públicas."
"WHAT’S THE JTBD?Trechos retirados de "When coffee & kale compete" de Alan Klement.
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From the data Morgan has given us, I’d say that the struggle for progress is:
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More about: My family having quality food, taking away the stress from grocery shopping, more family time, convenience
Less about: Grocery shopping online / supermarket / local shop, supporting the local community
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Again, any kind of task or activity associated with grocery shopping is just a solution for a JTBD - it's not part of the JTBD itself.
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The progression of solutions in this case study helps us understand what customers do and don’t value. In the beginning, parents were fine visiting multiple shops. They were willing to trade convenience for food quality. But when their family grew, saving time and reducing stress became more important to them. This is how we know that their struggle, their JTBD, is heavily related to finding a way to solve that stress and to save time.
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This case study also demonstrates how customer needs or wants change over time, and don't belong to the customer. We may think we’re measuring a need, but we’re really just measuring what a customer does or doesn’t like about a particular solution. We must keep in mind that a “need” is represents an interaction between the customer, their struggle, and whatever product they’ve hired for their JTBD. If one of those parts changes, then customers’ needs will change along with it.
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Don’t depend on demographics. At first, Morgan thought he was making a product for young, urban professionals. This demographic certainly did represent some of his customers. However, it turned out that his most dedicated customers were families. Not only that, they almost always had two or more young children.
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We can learn from this that demographic thinking can be misleading. It was the customers’ situation - not personal characteristics - that determined why they bought.
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Know the difference between customers who switch because they are unhappy with your solution and those who switch because changing life circumstances prompt a redefinition of progress."
"Jobs [Moi ici: Jobs-to-be-done] can also help predict when an offering is likely to become unbundled. Clay uses the example of the New York Times, which at one point provided solutions to jobs such as looking for employment, selling your car, providing information about the weather, and of course providing news. When focused entrants such as Craigslist or Monster.com do those jobs better, more simply, or less expensively, the bundled offer starts to disintegrate."Amanhã vou fazer uma apresentação para um grupo de empresas intitulada "Granel, fiambreiras e rouxinóis". A certa altura vou referir o exemplo de Bruce Jenner (aka The New York Times). Medalha de ouro nos Jogos Olímpicos de Montreal em 1976 no decatlo (uma disciplina para generalistas) com as marcas de:
"existem nos 28 países da União Europeia dois grupos distintos: a) os que optaram por pequenos ou nulos deficits orçamentais, por dívidas públicas inferiores a 60% do PIB, e por oferecerem às suas empresas condições favoráveis de competitividade, nomeadamente com uma legislação laboral flexível, com impostos baixos, e com apoios às despesas de investigação e inovação. Estes países alcançaram, por regra, taxas elevadas de crescimento.Por outro lado, o que ouvi na caminhada matinal:
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b) os países que optaram por grandes deficits orçamentais e elevadas dívidas públicas, ignorando, em boa medida, os factores de competitividade das empresas. Registaram, por regra, taxas de crescimento reduzidas ou mesmo nulas."
"Managers at every level in organizations also populate a range, from rank amateurs to reflective artisans. The former, when they go looking for the new insights that will take their companies’ plans or performance to the next level, tend to seize on shiny objects. They chase trends. They look at game-changing work by others — breakthroughs that in hindsight seem inevitable — and just as they look at great photographs, they assume they were the result of fast reflexes and the luck of being in the right place at the right time.Como não recordar Bloomberg e a mesa:
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More deliberate leaders believe great opportunities must be made, and work at building the layers of creative insight from the back
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spending most of his energy on setting the stage for his organization to recognize a good idea when it surfaces. Instead of declaring a particular innovation he wants to pursue, he constantly poses key, cornerstone questions. [Moi ici: Como não recordar o tweet recorrente do meu amigo @icyView "obsessão socialista: picking winners and losers"] Two of his favorites are: How can we delight consumers when they buy our products? How can they be more delighted when using them? Everything else builds forward from that.
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they are framing the background conditions that will allow creative thinking to flourish and be heard — in large part by tamping down their own impulses to be hard-charging, full of answers, and quick to intervene.[Moi ici: Como não recordar Nassim Taleb e os fragilistas ingénuos] Then they attend to the next layer, encouraging questions from themselves and others that will break down outdated assumptions and open up new realms of problem-solving. Having composed those steady-state layers deliberately, they can then wait — impatiently perhaps, but with the confidence that some fleeting, highly valuable insight will materialize. Most important, when that compelling element does cross their line of sight, they will see it for what it is: a flash of brilliance that deserves to be captured, and that will justify all the background work that gave it a proper setting."[Moi ici: Como não recordar a ganância com que os governos portugueses saltam para o saque impostal a tudo o que parece estar a ter sucesso, secando a possibilidade de capitalização tão necessária à subida na escala de valor]
"You don't get to be in charge, really. You can help set the table, and then get out of the way and let the village/city function the best you can."
"On the 27th of January, 1975, a seventeen-year-old German girl named Vera Brandes stepped out onto the vast stage of the Cologne opera house. The auditorium was empty, and lit only by the dim green glow of the emergency exit sign, but this was the most exciting day of Vera’s life. She was the youngest concert promoter in Germany, and she had persuaded the Opera House to host a late-night concert of improvised jazz by the American pianist Keith Jarrett. The concert was a sellout, and in just a few hours, Jarrett would stride out in front of 1,400 people, sit down at the Bösendorfer piano, and without sheet music or rehearsal would begin to play.Quando cheguei aqui parei e fiquei maravilhado.
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But that afternoon, Vera Brandes was introducing Keith Jarrett and his producer Manfred Eicher to the piano—and it wasn’t going well.
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“Keith played a few notes,” recalls Brandes. “Then Eicher played a few notes. They didn’t say anything. They circled the instrument several times and then tried a few keys. Then after a long silence, Manfred came to me and said, ‘If you don’t get another piano, Keith can’t play tonight.’.
Vera Brandes was stunned. She knew that Jarrett had requested a specific instrument and the Opera House had agreed to provide it. What she hadn’t realized was that, caring little for late-night jazz, they’d failed and didn’t even know it. The administrative staff had gone home, the piano movers hadn’t been able to find the Bösendorfer piano that had been requested, and so they had instead installed, as Brandes recalls, “this tiny little Bösendorfer, that was completely out of tune, the black notes in the middle didn’t work, the pedals stuck. It was unplayable.”
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Brandes tried everything to find a replacement. She even rounded up friends to push a grand piano through the streets of Cologne, but it was raining hard, and the local piano tuner warned her that the substitute piano would never survive the trip. Instead, he worked to fix up the little instrument that was onstage already. Yet he could do nothing about the muffled bass notes, the plinky high notes, and the simple fact that the piano —“a small piano, like half a piano”—just didn’t make a loud enough sound to reach the balconies of the vast auditorium.
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Understandably, Jarrett didn’t want to perform. He left and went to wait in his car, leaving Brandes to anticipate the arrival of 1,400 soon-to-be furious concertgoers. The best day of her life had suddenly become the worst; her enthusiasm for jazz and her precocious entrepreneurial spirit brought the prospect of utter humiliation. Desperate, she caught up with Jarrett and through the window of his car, she begged him to play. The young pianist looked out at the bedraggled German teenager standing in the rain and took pity on her. “Never forget,” Jarrett said. “Only for you.”
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A few hours later, as midnight approached, Jarrett walked out to the unplayable piano in front of a packed concert hall, and began.
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“The minute he played the first note, everybody knew this was magic,” recalls Brandes.
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That night’s performance began with a simple chiming series of notes, then quickly gained complexity as it moved by turns between dynamism and a languid, soothing tone. It was beautiful and strange, and it is enormously popular: the Köln Concert album has sold 3.5 million copies."
"Não importam os factos, pouco interessa o que é verdade, acredita-se, quase por fé, naquilo que se deseja que seja verdade. É o sentimento que conta, tal como nos mercados. Não é mentira, mas também não é verdade mas é aquilo que queremos que seja a realidade, seja porque assim pensam os nossos amigos, a nossa tribo seja o partido ou clube de futebol, ou aqueles a quem damos maior credibilidade que não são – e esta é a grande diferença – especialistas.Trecho retirado de "Os desafios da economia na era dos pós-factos"
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Na era dos factos, basta verificar com estatísticas, frases ou relatos para se fazer ou desfazer uma declaração. Nesta nova era é mais importante quem diz, a que “tribo” pertence e especialmente, num mundo de imagem, a forma como se afirma."
"Christensen introduced his theory of disruption, which explains how established, successful companies leave themselves vulnerable to competition from upstarts by abandoning the lower end of the market. Transistor radios, for example, were sold cheaply to teenagers and eventually overtook the expensive, high-quality vacuum-tube radios that once dominated the market. A more recent example might be AirBnb’s assault on the hotel industry."Este exemplo da AirBnb deixa-me dúvidas...
"Here are some suggestions to help you get started today with applying JTBD thinking. Ask customers about what they’ve done, not just what they want. Confirm it if you can. Customers will often tell us what we want to hear, even if it’s partially (or completely) untrue. Customers may tell you that they use your product “all the time,” but they really use it only intermittently. Also, people build easy-to-remember narratives between themselves and the products they use. Phenomena like this are why it’s tricky to ask customers, “What do you want?” and “How can we make things better?”
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The answer for these problems is to talk with customers about what they actually did, not just about what they say they want. What were their revealed preferences, not just their stated preferences? Even the answers about actual action taken won’t be 100 percent accurate, but they will be a great deal more reliable than their answers to what-if questions.
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Understanding how customers have solved problems is a crucial part of understanding their JTBD. Not only does it help you understand what customers expect from a product, it also helps you design features for new products.
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Learn what kind of progress customers are seeking. What’s their emotional motivation (JTBD)? Use that to segment competition.
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Focus on delivering emotional progress (getting a Job Done). Don’t focus solely on functionality."
"Peaceful competition. Sounds like an oxymoron, doesn’t it? In fact, it’s the key to increasing profits. And it’s the polar opposite approach to the one most managers take – pursuing market share with an almost war-like mentality that includes “attacking” the competition and “defending positions.”
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In contrast, peaceful competitors “base their behavior on profit, restraint, and differentiation,”"
"A produção automóvel em Portugal está em queda há nove meses consecutivos. De Janeiro a Setembro, foram produzidos 109.489 veículos, o que representa uma quebra homóloga de 10,3%.[Moi ici: Um facto, um resultado visível]Que racional mais estranho o da Associação Automóvel de Portugal (ACAP), autora da frase: como é que a lei portuguesa gera as quebras?
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"Estas quebras são justificadas pela ausência de mecanismos na lei portuguesa que permitam uma maior flexibilização dos ritmos de trabalho."
"Successful leaders in today's world understand this simple truth of business: without a vision and understanding of the bigger picture, failure is always just around the corner. This is true because, in order to understand the incremental steps and all of the variables creating the shifts, you have to be able to see everything, all the way down the line, into the future... the whole picture, not just one piece.
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While the big-picture vision allows you to understand the future and where you are going, the incremental gains allow you to continue winning, with forward momentum. Too often in business we are looking for the big win and have overlooked all the small ones, to the point that we didn't even realize we were losing."
"Grill manufacturer Weber understands the idea of products as part of a system. Weber doesn’t sell only grills. It offers educational materials, recipes, party-planning guides, grilling accessories, and even a free phone hotline for grilling advice. Weber offers all these additional products because it understands that the customers’ JTBD isn’t about owning a grill that functions to cook things; it’s about being someone who can use a grill to make tasty food and becoming a better griller. For many grillers, the JTBD is also about entertaining friends and family with cooking theater, as well as tasty food. In this case, it’s about becoming a better host and entertainer. Weber understands that no matter how well its grills function, if customers can’t use them to make progress against their JTBD, the grills are worthless.
The understanding that customers are buying a better version of themselves is why Weber delivers a constellation of products that work together—as a system—to help customers make progress. This is why Weber has been a successful, profitable company since 1893."
"Só os desmemoriados podem acreditar que é em poucos meses que a banca nacional está a ser desmantelada e vendida. É um processo que tem quatro décadas, com uma única linha de tendência - a mesma que se encontra na diminuição da taxa de crescimento, na perda de competitividade e no acentuado envelhecimento demográfico. O que acontece agora é a consequência inevitável do que esteve a ser feito, de ilusão em ilusão."Trecho retirado de "A inocência dos esquecidos"
"Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.Trechos retirados de "When coffee & kale compete" de Alan Klement.
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Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does.
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Favor progress over outcomes and goals.
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Over time, you will notice that you need to change the outcomes and goals you deliver to customers. Why? A successful product and business will continually improve customers’ lives. As customers use your product to make their lives better, they will face new challenges and desire new goals and outcomes."
"Retail stores employ almost 5 million people, and the Labor Department has projected that to grow by 7 percent over the next decade.A aposta naquilo que este blogue apelida de interacção, de relação, de co-criação de valor. A aposta naquilo que este blogue apelida de eficácia em detrimento da eficiência,
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That’s right. This is the thing where the luddites just keep getting it wrong. It’s an application of what you said, which is that the scarce thing becomes valuable. Retail clerks are growing.
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The other thing that's been growing for decades is bank tellers. That one might actually finally begin to decline. But bank teller jobs have continued to grow for the last 30 years as ATMs and online banking were rolled out exactly for the reason you said. Which is all the sudden there’s an opportunity to differentiate by providing a higher level of service by providing a person.
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Vinod Khosla has written all these stories about how doctors are going to go away. He thinks computers are going to be so much better at diagnosis that there’s no room for doctors any more. And I just think he's completely wrong. I think the job of a doctor shifts and becomes a higher-level, more important job that pays better as the doctor becomes augmented by smarter computers.
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That's why I'm so optimistic about the economy. That’s why I think the Luddites and the slow-growth people are wrong. We can have tremendous amounts of job creation and have huge productivity improvements. They’re not actually in conflict, despite what everyone thinks right now."
"6. Leverage your ecosystem. Your company exists in a broad network of relationships. These relationships are not just with customers, but also with suppliers, distributors, retailers, industry associations, institutional partners, and government agencies. You can leverage this ecosystem to engage your customers in ways that go beyond what has been relevant to your business relationship in the past. A broad ecosystem can provide data on what else is of interest to your customers, thereby opening up new ideas for product and service offerings and growth opportunities."Qual é o ecossistema da sua empresa?
""Um consumidor do Centro da Europa prefere um produto português a um produto espanhol, marroquino, turco ou egípcio. Mesmo se o nosso produto for mais caro, desde que seja de qualidade, nós vendemos." "No ano passado, um produtor teve de me mostrar uma factura para eu acreditar que tinha vendido batata-doce de Aljezur três vezes mais cara na Alemanha e na Suíça do que o valor do produto espanhol e norte-americano. Conseguiu isso por ter um produto de excelência."Absurdo é querer produzir no campeonato do meio, não ter preço nem diferenciação e esperar que os contribuintes paguem a desvantagem competitiva porque são agricultores.
"German logistics giant Deutsche Post has designed and built its own electric delivery van, exploiting sweeping changes in manufacturing technology which could upend the established order in the auto industry.
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For the moment, Deutsche Post is using the vehicles itself to meet growing demand for e-commerce deliveries without adding to air pollution in German cities, replacing conventional Volkswagen vans.
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But having decided to go it alone with the project - upsetting VW "beyond measure" - the group will soon decide whether to start selling the Streetscooter model and join those set to compete directly with established automakers.
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Advances in manufacturing software are allowing the likes of Deutsche Post, Google and start-ups to tap suppliers to design, engineer and test new vehicle concepts without hiring thousands of engineering staff or investing billions in tooling and factories.[Moi ici: outra forma de democratização da produção]
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Technical and engineering know-how among this network of suppliers has blossomed since traditional manufacturers began farming out research and development to keep their own costs down after the global financial crisis of 2008-09.
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Deutsche Post says it took this route when the conventional vehicle makers turned down requests to build the electric vans in what are limited numbers by their standards.[Moi ici: Isto é tão previsível!!! Isto mata a inovação nas empresas grandes, só projectos mega é que passam no crivo, os únicos com potencial de retorno mega. Só que projectos mega são para lá do chasm de Geoffrey Moore, não podem ser inovadores, por definição. BTW, recordar isto.]
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"We are purposely not reinventing the wheel. We do not produce a single component ourselves. Everything comes from a supplier,"
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With e-commerce orders rising, Deutsche Post knew increasing inner city delivery trips would mean more pollution unless it switched to zero-emission vehicles. "We scanned the market. There was no electric van available so we decided to build our own," Deutsche Post board member Juergen Gerdes told Reuters.
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Electric vehicles - which are far simpler in design than combustion-engined cars - require only a tenth of the staff during assembly, dramatically lowering production costs.
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"We designed it as a tool. So the fit and finish does not need to be as good as in a passenger car," Neidlinger said.
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Analysts say Deutsche Post has shown the motor industry's shortcomings. "They have opened up a new segment, one which the conventional carmakers have not discovered because they are too hamstrung by their own processes,"
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For commercial reasons he wouldn't put a price on the Streetscooter, but said: "It did not cost billions to develop and produce. You will not believe how cheap it is to make.""
"The last few decades have seen a decline in business dynamism, as measured by indicators such as new firm formations, worker flows, and job creation and destruction. This is a potentially worrisome trend because an important driver of productivity growth is the reallocation of resources from less productive to more productive firms.
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there is a clear downward trend in the rate of startups (new firms), and a slower decline in the rate of firm exits. Similarly, over the last several decades, the share of employment at young firms has dropped from 20 percent to 10 percent.
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using revenue per employee as a measure of productivity, the authors show that the gap in productivity between the most and least productive firms has widened over time.
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Widening dispersion in productivity is potentially a sign that firms are facing increasing frictions in adjusting to their appropriate size, or that the least productive firms are not catching up to the most productive firms as quickly as they used to.[Moi ici: Tenho uma explicação para esta evolução. O aumento da produtividade pode ser feito por muitas vias. Ou apostando no denominador, ou apostando no numerador. Por outro lado, recordar aquela evolução da figura lá de cima ... em Mongo, com tantos picos, as empresas fazem diferentes apostas competitivas com consequências a nível de produtividade, daí o aumento da dispersão]
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the link between a firm’s level of labor productivity and its rate of employment growth has been getting weaker over time. Whereas in the past more productive firms in the same industry expanded employment while less productive firms contracted, today this is less true."[Moi ici: Perfeitamente explicável pelo facto de a escala deixar de ser cada vez mais uma vantagem competitiva. Basta ver o exemplo do calçado em Portugal. A produtividade aumentou e o emprego baixou, porque a vantagem competitiva deixou de ser o preço, deixou de ser produzir séries grandes para clientes grandes]
"JTBD Principles
Customers don’t want your product or what it does; they want help making their lives better (i.e. they want progress).
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Focusing on the product itself, what it does, or how customers use it closes your mind to innovation opportunities.[Moi ici: E condena as empresas ao cost+plus pricing]
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JTBD is laser focused on describing customer motivation.
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“Jobs were never intended to explain what the product must do. They stand for what the customer must do.” And what must customers do? They must overcome their struggles and make their lives better.
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Solutions come and go, while Jobs stay largely the same. JTBD is about understanding human motivation as a problem to be solved. Human motivation changes slowly. Therefore, Jobs change slowly.
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Solutions, on the other hand, constantly change because technology enables better ways of creating solutions that solve our Jobs. This is why we focus on the JTBD and not the product itself or what the product does."
"he quickly realized his business wouldn’t survive in this remote locale if his only customers were local buyers.
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A decade ago, independent bookstores were viewed as an industry on the decline. [Moi ici: Uma das lições mais importantes da minha vida profissional aprendi-a num livro: "Na página 255: “… there are no “sunset” industries condemned to disappear in high wage economies, although there are certainly sunset and condemned strategies, among them building a business on the advantages to be gained by cheap labor” - Na página 257: “If they prosper despite competition from foreign companies with very low-paid workers, it is because they bundle into the products they sell other desirable features, like speed, fashion, uniqueness, and image.”"] Crushed on price by Amazon and by the wide selection of national retailers like Barnes & Noble, thousands of mom-and-pop outlets had closed up shop.
.Como é que a sua empresa pode aproveitar a internet? Se for como a empresa típica, manda fazer um site e usa-o como um anúncio nas páginas amarelas. No tempo das páginas amarelas o potencial cliente pesquisava por ordem alfabética, hoje, a Google é que lista a ordem de aparecimento e essa ordem ou se paga ou exige actividade digital. Qual a actividade digital da sua empresa?
But after years of losses, they are emerging from the decimation, with the number of independent bookstores rising 21 percent from 2010 to 2015.
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In a twist of fate, it is the internet — the very thing that was supposed to wipe them out — that is helping these small stores.
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“Bookstores are being reinvented by taking advantage of how the world has changed,”
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Some bookstores are investing in infrastructure, such as in-shop e-book printers and new back-end systems, while others are embracing social media as an inexpensive way to connect with new customers.
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owners like Mr. Makin are finding ways to gain customer loyalty with the aid of technology. He knew he could not compete with Amazon on price, but he believed that online buyers would flock to Brilliant Books if they experienced the same customer service that shoppers in his physical store do.
“I say, ‘We are your long-distance local bookstore,’” Mr. Makin said.
He began offering free shipping anywhere in the United States and hired a full-time social media manager, who promotes the store and has used Twitter and Facebook to talk to readers who would never find themselves near Traverse City."
"The customer is now seen as being directly and actively involved in the key moments of value creation as opposed to passively consuming value. [Moi ici: No 1º artigo o cliente é visto como um alvo imóvel]É a continuação de ""a human touch becomes more important than ever""
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There are profound implications that result from this change of thinking. Products and services are not reproducible as such any more. Solutions are by default contextual, but they can be starting points for someone else to create value. Creative, connected learning is at the core of the post-industrial business.
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To succeed you need relationships and interaction. When customers are identified as individuals in different use contexts, the sales process is really a joint process of solving problems. You and your customer necessarily then become cooperators. You are together trying to solve the customer’s problem in a way that both satisfies the customer and ensures a profit for you.
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The focus should now be on cooperation and emergent interaction based on transparency, interdependence and responsiveness.
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The really big objective of the digital transformation is to reconfigure agency in a way that brings relationships into the center.
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The key understanding is that it is now the customers or members of the network who create value, not the network owner. The customer will be transformed from being an audience to an actor."[Moi ici: Frase assassina para os crentes no modo gringo de fazer negócio à la século XX]
"Finding your niche, clarifying any market confusion and being transparent in your weakness will allow you to focus, create and get back to what you truly love doing. And when you get back to doing something you love, word spreads like wildfire."E quantas PME são capazes de arriscar seguir esta disciplina? Quantas continuam dominadas pelo efeito de escala em vez de apostarem no efeito de profundidade?
""Um consumidor do Centro da Europa prefere um produto português a um produto espanhol, marroquino, turco ou egípcio. Mesmo se o nosso produto for mais caro, desde que seja de qualidade, nós vendemos." "No ano passado, um produtor teve de me mostrar uma factura para eu acreditar que tinha vendido batata-doce de Aljezur três vezes mais cara na Alemanha e na Suíça do que o valor do produto espanhol e norte-americano. Conseguiu isso por ter um produto de excelência."
eheheh a malta do Normalistão, a malta formatada no século XX passa-se com estas coisas. Pobre bicicletas https://t.co/7bwhI9hZjC— Carlos P da Cruz (@ccz1) October 8, 2016
Em Mongo, no Estranhistão do século XXI a economia do século XX, do Normalistão, não funciona. QED https://t.co/DTfgHiq8aK— Carlos P da Cruz (@ccz1) October 8, 2016
""Women with a strong sense of personal style feel alienated by maternity and perceive the industry as a whole to be cheap and unfashionable,"
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Storq is one of many new brands livening up this once ignored clothing category. New online labels such as Hatch are rapidly growing, while established brands like ASOS and Topshop have successfully branched out into the maternity market. What used to be limited to a few players is now a battleground for multiple competitors reaching out to moms-to-be. Sales at former strongholds, traditional brick-and-mortar maternity stores, are down and expected to further decline. [Moi ici: Comparem isto com as previsões que fazemos aqui há anos sore o impacte, sobre as consequências de Mongo para os gigantes. Os economistas formados no pensamento económico do Normalistão vão pensar nas economias de escala só que isso não é para Mongo] Destination Maternity, which accounts for 20% of the market, will close 25 to 30 stores in 2016.
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Sales are declining, explained IBISWorld industry analyst Madeline Hurley, because retailers continue to be mass-focused, trying to meet the needs of too many. Meanwhile, online retailers catering to niche tastes are thriving in this market. [Moi ici: Capeesh? Qual a vantagem da escala? Lindo para as PME] The average age for first-time mothers is also rising gradually, which means women are more established in their careers by the time they pursue motherhood. That means they have more money to spend on fashionable maternity wear. "Women want to feel beautiful whether they’re nine months pregnant or not," says Hurley."
"I struggled with innovation for many years. I finally made progress when I focused on two things: (1) the customers’ struggle to make life better and (2) how customers imagine their lives being better when they have the right solution. This understanding has helped me become a better innovator.Segue-se uma série de ideias sobre o que prejudica a aposta na inovação:
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Creative destruction is accelerating. The average time a company spends on the S&P 500 continues to drop. ... This happened for numerous reasons. A big one is that it has never been easier to create a product and get it to customers.
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even though solutions and technologies come and go, human motivation changes very slowly. In some cases, human motivation hasn’t changed at all. The focus on customer motivation is the key to successful, ongoing innovation and business."
"“Sunk costs” keep us from creating new products.
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It’s a mistake to focus on our customers’ physical characteristics.
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We don’t take into consideration how customers see competition.
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We myopically study and improve upon customers’ “needs” and expectations of today; instead we should study and improve the systems to which customers belong.
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We may think only about the upsides of product changes, ignore the downsides, and fail to embrace new ways of solving customers’ problems.
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Our decision making can be misled when we manage by visible figures only, and don’t appreciate the context surrounding them."
"Choose Your Destiny Plasticity guides companies to base critical decisions on inner strengths and convictions rather than on alleged external needs.Trechos retirados de "Corporate Plasticity: How to Change, Adapt, and Excel"
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purpose: the unbreakable conviction about what the company stands for, something that cannot be traded for something else. Having this vision is probably the most indispensable element. To develop and survive in a competing world, companies also must have a reason for being. If they are only followers mimicking the leaders, they are destined to die."
"in our experience, there are 4 methods for increasing product differentiation that are generally underutilized, if not completely ignored.Quantas destas alavancas as PME em Portugal utilizam? E a sua empresa?
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In a commoditized B2B market, there are four additional ways to differentiate your offering from the competition and increase your differentiation: leveraging the brand, innovating your service offering, as well as designing product and packaging in a way that creates an aesthetic beyond the functional."
"we are moving from a mobile-first world to an AI-first one; that was the context for the introduction of the Google Assistant.E a sua empresa, o que faz?
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It was a year prior to the aforementioned iOS 6 that Apple first introduced the idea of an assistant in the guise of Siri; for the first time you could (theoretically) compute by voice. It didn’t work very well at first (arguably it still doesn’t), but the implications for computing generally and Google specifically were profound: voice interaction both expanded where computing could be done, from situations in which you could devote your eyes and hands to your device to effectively everywhere, even as it constrained what you could do.
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An assistant has to be far more proactive than, for example, a search results page; it’s not enough to present possible answers: rather, an assistant needs to give the right answer.
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Google has a business-model problem: the “I’m Feeling Lucky Button” guaranteed that the search in question would not make Google any money. After all, if a user doesn’t have to choose from search results, said user also doesn’t have the opportunity to click an ad, thus choosing the winner of the competition Google created between its advertisers for user attention. Google Assistant has the exact same problem: where do the ads go?
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It is not that Google is artificially constraining its horizontal business model; it is that its business model is being constrained by the reality of a world where, as Pichai noted, artificial intelligence comes first. In that world you must own the interaction point, and there is no room for ads, rendering both Google’s distribution and business model moot. Both must change for the company’s technological advantage to come to the fore."
"prefiro apoiar empresas a estarem à frente da onda, tão à frente que ainda não existem normas."Descobri isto em 2004, quando PME e eu percebemos que a marcação CE vinha abrir caminho à comoditização acelerada.
"1. Innovation precedes regulation, not the other way around. In entrepreneurial societies, innovation always precedes regulation. In the United States, for instance, scientists and engineers in Silicon Valley, Boston, and New York are always one step ahead of regulators, developing innovations that help us solve some of our most critical problems. The regulators eventually catch up, but not before the innovators have developed viable solutions for us to improve our lives. If the regulations in your society precede innovation from entrepreneurs, this is likely to curb the entrepreneurial spirt of innovators."Relacionar o "é preciso perder a vergonha de impostar quem acumula dinheiro" com:
"2. Entrepreneurs and innovators are richly rewarded for their breakthroughs. In an entrepreneurial society, entrepreneurs are popular heroes and profit materially from their work. People want to emulate them. In non-entrepreneurial societies, government officials, politicians, and civil servants are the ones who—while not heroes— reap the greatest financial rewards, largely because they are key to getting anything done. When that is the case, then society is at the mercy of the altruism of government officials as opposed to the ingenuity of entrepreneurs and innovators."
Uma questão preocupante para os portugueses é os políticos portugueses terem sucesso mas o país não.— JoãoMiranda (@joaomiranda) October 5, 2016
"5. Work is becoming more modularized. As societies become more entrepreneurial, work, and our idea of work, is becoming more modularized. In other words, work will no longer be confined to employment contracts that require people to work at least eight hours a day for an indefinite amount of time for a corporation. Instead, work will depend largely on shorter term engagements and will be specific to a particular project."E, talvez o trecho mais doloroso para quem acompanha a sociedade portuguesa:
"6. The society is either prosperous or is on a clear path toward prosperity. Perhaps the clearest sign that you live in an entrepreneurial society is that it is either prosperous or on a path to prosperity. Prosperity is different from growth. Economies can grow without becoming prosperous."Trechos retirados de "6 Signs You’re Living in an Entrepreneurial Society"
"the authors challenge the reader’s perceptions and constraints of traditional business constructs. The title presents a shift of the reader’s attention from processes and procedures to those of performance and staging.Nunca tinha pensado nesta nuance, theatre/theater, tão comum no inglês e que se perde no português (como, por exemplo, exploration vs exploitation").
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Theatre is the performance.
Theater is the environment containing the performance.
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If this is true, then the title also creates a second challenge by asking; if work is theatre and every business a stage, then what type of guides must one follow in order to design the constructs for the work theater and the type of staging required to curate the experience? Some models of experiential design are needed to go beyond architectural design."
"Spirit Airlines. Customers have consistently rated it as the worst airline in America. Nevertheless, it continues to be the fastest-growing and most profitable airline in America. If customers hate it so much, why do they keep buying it?Para quem trabalha com a ISO 9001:2015 recomendo a leitura exegética do segundo requisito que se pode retirar da cláusula 4.2. Aposto que esta Spirit Airlines identificou claramente os seus clientes-alvo e faz-lhes uma proposta de valor que eles acham muito boa embora imponha um trade-off muito forte. Ver "Bare Fare".
Figures can not only be misleading; they can be misused."
"If streaming is winning and if Netflix is the most likely winner in streaming, shouldn’t Netflix be a reliable profit generator sometime in the future, as ABC, NBC, and CBS are today in broadcast TV and Comcast is in cable? The stock price says yes. But without a big strategy change, the answer is more likely no.O que é isto senão parte do racional que alicerça postais como "O padrão Mongo"?, a parte tecnológica, a parte das barreiras à entrada e saída. A outra parte é a das tribos. Por exemplo, devo ver cerca de 2 horas de televisão por dia, nunca vi nenhuma das séries da moda, mas sou fã do Morse, do Poirot, da Miss Marple e de outras séries da Fox Crime. Devo pertencer a uma minoria que nunca, mas nunca viu um episódio de Game of Thrones e passa bem.
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The broadcast and cable businesses have enormous scale economies that produced profitable oligopolies.
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The streaming business, however, has relatively few scale economies.
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Thus there is little reason to believe that the proliferation of new streaming entrants — including some very deep-pocketed ones, such as Hulu and Amazon — will be followed by a period of extreme consolidation, as was the case in broadcasting and cable.
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Instead, the streaming business is more likely to develop into something that looks a lot like the highly fragmented magazine sector, in which no one dominates and very few now make good money. Without the consolidation that true scale economies inevitably produce, streaming services will need powerfully differentiated value propositions to gain the pricing clout with consumers and purchasing power with content producers to sustain oligopoly-style profits."
