"The furniture is also sold according to some unique economics. In many cases, Ikea’s famously affordable pieces get dramatically cheaper year after year. In others, prices creep up. In some cases, products disappear entirely. The result is an ever-evolving, survival-of-the-fittest catalog that wields an enormous amount of influence over residential interiors.
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Furniture has generally gotten cheaper relative to other goods over the years — likely due to effects of globalization — but this chair’s trend stands out. In the early 1990s, the chair couldn’t be had for less than $300, adjusted for inflation. Today, it’s $79. (The average piece of $300 dollar furniture in 1990 would cost about $151 today, per the consumer price index for furniture and bedding.)
Even Ikea employees told me they marvel at the declines. “We pulled out a 1985 catalog, and we started looking at products,” Marston said. “It was really fun for us to say, ‘Oh my God, look at the price of that. Look how expensive it was when we first came here to this country.’”
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“If they can’t figure out how to make them more cheaply, or retool them or slightly redesign them, it seems like the things disappear,” she said.
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“On average, the prices would go down, from year to year, 1 percent overall,” she said. “Some prices could go down with a huge jump. Other prices may increase slightly. But overall, year on year on year on year, we’re trying to reduce prices.”"
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"Your dream client wants to work with someone who knows more than they do in that person’s area of expertise. They need someone who has the knowledge they are missing so that they can fill in the gaps. Your prospective clients want to work with someone with subject matter expertise in their domain, as well as the situational knowledge that comes from spending time helping people with problems, challenges, and opportunities like theirs.Não pensar que isto é só para consultores. Qualquer PME industrial que não pense desta forma está a caminho da irrelevância e morte. Recordar os consultores de compra.
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The dream clients you call on could learn more about your area of expertise if they wanted to. But they don’t because they believe you are supposed to be doing this on their behalf.
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If you aren’t reading newspapers, magazines, and journals (on or offline) to keep pace with the changes in all the things that might affect your dream client’s business, you aren’t going to be invaluable.
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Showing up without a point of view about your client’s greatest risks and threats and the real dangers they are facing makes you irrelevant. If you don’t have a irrelevanireel on the opportunities available to them, then you lack the ability to consult with them on what is possible. If you can’t provide information, experience, ideas, and recommendations, then you literally can’t be an advisor."
"since 2008, unconventional monetary policies have clearly distorted the economy. Low interest rates have impeded the shift of capital from inefficient to more efficient enterprises or industries, allowing unproductive businesses to live on. This has left capital tied up in marginal firms and restricted the supply of credit to smaller, often more innovative companies."Recordar daqui:
"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."Mas, e como isto é profundo:"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação."
"There’s general agreement about the factors that improve productivity. Investment in machinery and equipment increases production levels and quality. Education and training improve worker skills. New products, technologies, organizational structures and work arrangements -- in other words, innovation -- raise efficiency.[Moi ici: A eterna associação de produtividade a eficiência ou seja o modelo mental do século XX]Trechos retirados de "Productivity Won’t Save the World"
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[Moi ici: Reparar como o modelo mental do século XX afunila e limita os campos de possibilidades] Take the shift from manufacturing to services. The latter may not lend themselves to improvements as easily as industrial processes. They can’t all be automated. Many are local and not globally traded, and so don’t benefit from international supply chains. It’s hard to improve on certain personal services. A one-hour massage always takes one hour. The non-routine and non-repetitive tasks involved in, say, healthcare and aged care can’t easily be sped up. [Moi ici: Para o autor, produtividade nos serviços consegue-se só à custa de "correr mais depressa". E a subida na escala de valor? E o poder da interacção e da co-criação?]
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[Moi ici: Outra vez o mesmo modelo mental] Even if productivity growth could be revived, it’s not clear those gains would have as much of an impact on living standards as in the past. Simply being able to make more stuff isn’t terribly helpful in an era of excess capacity and also weak aggregate demand. Many innovations actually eliminate jobs and depress wages. They allow a few creators to capture large benefits but don’t aid the majority of the population.[Moi ici: Que pobreza franciscana. Alguém tem de lhe falar no Evangelho do Valor]
Socialistas passaram a defender a austeridade com o argumento de que é a única forma de impedir que venha aí o Passos. Delicioso.— JoãoMiranda (@joaomiranda) October 20, 2016
"Clearly, much has changed since Porter wrote his book nearly a half century ago. Today, we live in a networked world and competitive advantage is no longer the sum of all efficiencies, but the sum of all connections. Strategy, therefore, must be focused on widening and deepening links to resources outside the firm.Considerar também "Investors Today Prefer Companies with Fewer Physical Assets":
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So we increasingly need to use platforms to access ecosystems of talent, technology and information.
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So this new era of platforms offers great opportunities, but also great challenges. We now need to design our organizations for agility, empathy and interconnectedness, rather than for scale, dominance and efficiency."
"Since the industrial revolution, companies have raced to accumulate the most raw materials, properties, plants, and equipment, believing that owning and having more was the equivalent of being worth more.
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suddenly, in the digital age, the physical assets that the big industrial companies have acquired are becoming more and more burdensome."
"But now size seems to matter again. [Moi ici: Acredito que seja ilusão estatística. A febre de fusões e aquisições que destrói valor é prova disso. A fusão das cervejeiras citada no artigo não acontece numa posição de força mas é antes uma reacção ao avanço dos Davids] The McKinsey Global Institute, the consultancy’s research arm, calculates that 10% of the world’s public companies generate 80% of all profits. Firms with more than $1 billion in annual revenue account for nearly 60% of total global revenues and 65% of market capitalisation."E "What kills companies?":
"The more firms engage in getting today’s work done, it actually reduces the probability of making shifts in innovation and strategy. That is what is so strikingly paradoxical to leaders: The very recipes that work so well for today often get in the way of the future. It’s a challenge to incrementally improve what you’re doing as you’re trying to complement it with something different. The dual strategies are inconsistent."E "Finding the Sweet Spot Between Mass Market and Premium":
"For some time, however, established players have been having trouble premiumizing their products. Smaller brands have been picking up the slack. In 2015, for example, small food and beverage manufacturers drove nearly half of category growth, while the top 25 manufacturers could only take credit for 3%. "
"Perante o ministro da Economia, o presidente da ATP mostrou-se ainda "espantado com a política económica seguida pelo Executivo, privilegiando o consumo interno, que também quer dizer as importações, penalizando, em consequências, o crescimento económico". "É tempo de cair na realidade e mudar o rumo, até porque o Governo tem tido como marca o pragmatismo e não a ideologia", reclamou."O que é que recordei aqui ainda esta semana? A necessidade das empresas que puderem, fazerem o by-pass ao país! Escrevi:
"Então quer dizer que as asneiras deste governo não prejudicam as empresas? Claro que prejudicam!O mesmo artigo refere alguns factos que minam a argumentação do presidente da ATP:
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No entanto, o impacte sobre as exportadoras é muito reduzido."
"Segundo os dados avançados pela ATP, a indústria têxtil e do vestuário deverá fechar este ano com um volume de negócios de 7.200 milhões de euros e 132 mil postos de trabalho, acima dos quase 130 mil que assegurou em 2015. E as exportações, que até Agosto aumentaram 6% em termos homólogos, de acordo com o INE, no final deste ano deverão ultrapassar os cinco mil milhões de euros."O presidente da ATP tem de fazer um esforço para mudar de discurso quando quiser "picar" o governo. Tem de demonstrar em que medida o crescimento e a melhoria poderia ter sido maior se tivesse sido tomada a medida A ou B. Ou então, levar ainda mais à letra o meu desafio de se fazer o by-pass ao país e não convidar ministro nenhum para um evento como este "fórum anual da indústria têxtil". Seria uma demonstração de maturidade e autonomia notável num país de encostados ao Estado.
"Every product is born with an expiration date. Why? The world is constantly changing. [Moi ici: Quantos empresários percebem isto e as suas implicações?] There are countless examples of this: environmental concerns push people to consider eco-friendly products, new technologies offer new ways to solve people’s problems, trends in fashion and human behavior bring products in and out of favor, and so on. The fact that all products can expire is unsettling for innovators until they realize that they don’t have to let change come to them. They can be proactive and be instruments of change..
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Apple didn’t create the iPhone as a response to declining iPod sales—to the contrary. Apple began development of the iPhone four years before sales of the iPod were their highest.
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For many businesses, this type of thinking is unheard of, even counterintuitive. Why would Apple pour a tremendous amount of money into researching and developing a new product that would kill its top seller? Even more interesting, Apple had never made a phone before. It would have to develop new technology, new intellectual property, and new manufacturing processes - completely from scratch! Had Apple’s management lost its mind?"
"In 2009, the drop in General Motors’ design standards – from glorious finned and chromed monsters, to dull and dumpy front-wheel drive boxes – was cited as a key contributor to GM’s bankruptcy after 101 years of corporate success. At the beginning of 2015, Apple’s announcement of the largest quarterly profit in corporate history was generally attributed to its excellence in design – design so simple and so elegant, you don’t see the product as technology."
"In principle, the production of virtually any component or assembly operation could be robotized and moved to high-wage countries—but only so long as demand is great enough, and design specifications stable enough, to justify huge scale and hundreds of millions, if not billions, in upfront investments."
"O governo devolve salários ao funcionalismo, mas tira-lhe, ao mesmo tempo, os meios para desempenhar o seu papel. Não poderia haver melhor sinal de que o Estado social só interessa ao governo e à maioria como uma bolsa de clientelas e de dependentes, e não como prestador ou garante de serviços à sociedade. Em Portugal, começamos a deixar de ter um Estado social para passar a ter um Estado fundamentalmente político-eleitoral: a prioridade é acomodar clientes; os benefícios para o resto da população são incidentais.
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Este vai ser o orçamento desse Estado. Pede-lhes o presidente que não pensem em eleições. Mas em que mais poderiam eles pensar?"
"Na sua opinião, existe uma altura em que o governo deve repensar a estratégia?No entanto, quando fala de coisas que eu acompanho, espalha-se ao comprido:
Já devia tê-lo feito. Já levaram alguns raspanetes por parte da Comissão Europeia, por exemplo. Contudo, a questão é que o governo e os partidos que o apoiam foram eleitos com esta plataforma, precisamente. Tudo depende das prioridades do governo — se a ideia é baixar a dívida, já deviam ter mudado de estratégia há muito tempo. Porém, se a prioridade é cumprir aquilo que eles acham que a população gostaria que acontecesse, então provavelmente estão a ir por aí. É um governo populista, em certa medida."
"Julgo que terá dado uma ajuda, mas a verdade é que, ao mesmo tempo, houve um impacto negativo muito grande sobre o investimento. Toda a incerteza em torno das políticas deste governo leva muitos investidores, e não apenas os investidores bolsistas, a preferirem ficar de fora. Isso mais do que compensa, pela negativa, qualquer impulso ao consumo interno.A senhora olha para as estatísticas e tira conclusões... mas a senhora não mergulha no que está por trás das estatísticas.
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Algumas iniciativas deste governo têm, claramente, penalizado a competitividade de Portugal. Essa não será a única razão, mas as exportações de Portugal têm caído e isso é, certamente, uma das razões — a perda de competitividade."
"A paper company took this approach in developing a new offering (product plus services) for its North American customers. The company makes packaging material and is one of several such firms in the market, some of which are tiny shops while others are enormous global companies.E a sua empresa segmenta o mercado que serve? Qual é o critério que segue? E esse critério é útil? Qual é o segmento-alvo da sua empresa?
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Historically, the paper company segmented based on customer size— small, medium, and large. But several functions, including sales and customer service, had routinely pointed out this segmentation was not actionable. For example, some of the largest customers only needed the most basic features and were willing to pay less as a consequence, while others needed fully featured offerings. To make matters worse, many small and medium-sized customers valued features such as support services that had only been offered to large customers. What's more, many customers of all sizes complained delivery was too slow and needed to be “just in time.” Other customers, those with large warehouses that could stock plenty of paper, didn't care about just-in-time delivery. They could just pull it from their warehouses."
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So in thinking about how to design its new product and service offering, the paper company realized it would have a failure on its hands if it continued with the status quo segmentation."
"o facto de Portugal ser o país mais precoce a colocar azeite no mercado e, por último mas não menos importante, a qualidade crescente dos azeites nacionais, o que tem vindo a ficar anualmente demonstrado na conquista de prémios de relevo internacional, cada vez em maior número e em mais mercados nos dois lados do Atlântico.E fico convencido que afinal falhei na minha previsão de uma bolha azeiteira porque uma massa crítica de produtores não seguiu o caminho espanhol e apostou na qualidade em detrimento da quantidade, e apostou em marcas próprias e tirou partido das doenças que grassam no olival italiano.
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Outra das características a favor dos produtores nacionais é a elevada percentagem esperada de azeite virgem extra (o mais cobiçado) face ao total da produção. "É algo que nos distingue de outros países e faz com que haja mais interesse no nosso azeite",
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"há mesmo uma certa inveja dos nossos colegas espanhóis em relação ao que se faz aqui". E explica que o Alentejo dispõe de condições únicas para a produção de azeite de elevada qualidade. "Em Espanha aposta-se mais na quantidade". Garante que Portugal está claramente na linha da frente na aplicação de tecnologia e inovação no olival à escala global. Este ano já vendeu algumas centenas de toneladas de azeite ainda com a azeitona na árvore, sobretudo a embaladores italianos que precisam de azeite topo de gama tão rápido quanto possível. "Os produtores italianos não cuidam tanto da azeitona como nós fazemos aqui e por isso ficam muito mais sujeitos a pragas e doenças. No nosso caso, por exemplo, ainda não fizemos nenhum tratamento químico nos nossos olivais". A qualidade crescente que diz estar a conseguir nos seus 600 hectares de olival acaba por gerar uma relação de confiança com alguns clientes, que acabam por se tornar "habituais"."
#Greece: New company w €100k profit— The Greek Analyst (@GreekAnalyst) October 17, 2016
-€36k income tax
-€36k upfront tax
-€1k business levy
-€10k solidarity tax
-€27k SocSec tax
Total: -€10k pic.twitter.com/6WsUqtI4JL
"India has managed to regress on economic policy. They have decided to start messing with prices in times of dearth. This is exactly, precisely and completely the wrong thing to be doing. Fixing prices makes shortages, that dearth, worse, not better. For prices are information–here, information that something is in short supply. Therefore suppliers should get to work producing some more in pursuit of that lovely profit and consumers should substitute away to something else in the meanwhile. This is how shortages get solved–through the information that the price system provides. Short-circuiting this process is nonsensically stupid but that is what they’ve decided to do"Trecho retirado de "Regressive Economic Policy In India -- No, Don't Mess With Prices"
"o sector da joalharia tem apostado na internacionalização. Faz por isso com as marcas a mostrarem-se em feiras dos Estados Unidos à Ásia.
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Os famosos vendem e a Associação de Ourivesaria e Relojoaria de Portugal (AORP) escolheu a modelo e actriz Milla Jovovich para protagonista da campanha que vai promover a joalharia nacional nos quatro cantos do mundo, numa estratégia de incentivo à exportação de forma a alcançar a meta de 150 milhões de euros em cinco anos.
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Os resultados alcançados, entre 2008 e 2014, com as vendas para o exterior a registarem um crescimento de 500%, traduz-se em optimismo entre os intervenientes, bastou uma mudança de atitude. [Moi ici: Mudar de atitude, mudar de ponto de vista, mudar de modelo mental: Metanoia] “O sector estava totalmente vocacionado para o mercado interno e, quando sentimos a crise de forma muito severa, as empresas só tiveram uma saída, a exportação”, [Moi ici: O meu conselho de 2008 "Fazer o by-pass ao país"] diz Fátima Santos. Para isso, foi preciso um esforço e um endividamento ainda maior de estruturas, muitas de cariz familiar, onde até aqui apenas havia espaço para rotinas.
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A mudança para reagir às alterações de consumo não foi fácil. “Cometeram-se muitos erros, a maioria das empresas não estava preparada e continua a não estar. Houve as que se reestruturaram e outras que surgiram mais adequadas aos novos tempos, com estruturas leves e uma nova forma de comunicar.”
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Para 2016 e 2017 a AORP conta com um orçamento de cerca de 2 milhões de euros para apoiar a internacionalização. As feiras são uma das montras para o negócio. Nos últimos meses a associação levou 17 empresas a Paris, dez a Madrid, cinco a Hong Kong. Em França, um dos mercados-alvo do sector pela proximidade, as vendas subiram 24%.
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Entre os 430 associados que reúne, muitos são jovens designers a arriscar a sorte. Para a promoção destes novos talentos criou a plataforma Portuguese Jewellery Newborn, uma das novidades da Bijorhca, em Paris – esta feira é um dos principais eventos que reúne compradores de todo o mundo, duas vezes por ano.
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[Moi ici: Agora, comparar o texto que se segue com o do postal de ontem "Mongo em todo o lado": ""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,""] “A produção em massa não é o caminho.” Entre todas as peças da Leitão & Irmão, o proprietário conta que são as peças feitas por medida as mais desejadas. “Continua a haver pessoas que querem ter a sua jóia, que falam com o mestre joalheiro, que transmitem a ideia e o que resultar é algo de muito pessoal e isso não tem preço, essa é a ideia mais próxima de luxo nos dias de hoje.”"
"The forces of progress are the emotional forces that generate and shape customers’ demand for a product. They can be used to describe a high-level demand for any solution for the customers’ JTBD or the demand for a specific product.
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Two groups of forces work against each other to shape customer demand. The first group is push and pull, or the forces that work together to generate demand. The other group is habit and anxiety, or the forces that work together to reduce demand. In the middle, you have the customer, who experience all these emotions at once.
Customers experience some combination of these forces before they buy a product, as they search for and choose a product, when they use a product, and when they use that product to make their lives better.
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Demand isn’t spontaneously generated. … Some combination of events always comes together to generate that demand. We call those forces push and pull.
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Push. People won’t change when they are happy with the way things are. Why would they? People change only when circumstances push them to be unhappy with the way things are. These pushes can be external or internal.
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Pull. If a push is the engine that powers customer motivation, the pull is the steering wheel that directs motivation. Customers experience two kinds of pulls: (1) an idea of a better life and (2) a preference for a particular product.
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The pull for a better life. People don’t buy products just to have or use them; they buy products to help make their lives better (i.e., make progress).
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The pull toward a solution. The pull for a better life is what motivates customers to begin searching for and using a solution against their struggle.
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There are many known and unknown factors to consider about why customers choose one solution over another. However, when we focus on the forces that generate demand, we see that the context of the customer’s push shapes his or her struggle. This affects the criteria used to choose one solution over another.
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Variations in the pushes that customers experience also explain why the same customer might go back and forth between different products for the same JTBD.
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There is no demand—and therefore no JTBD—unless push and pull work together.
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If your product doesn’t help customers make progress, price doesn’t matter.
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Demand-reduction forces are just as important to understand as demand-generating forces.
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For example, a struggling customer may be willing to buy your product but doesn’t because he fears that it’s too hard to use. Instead, he sticks to an old way of doing things, even though he’s unhappy with it. In this example, the result for you is the same, regardless of whether the customer stays with the current way of solving problems or buys a competitor’s solution. You miss out on a paying customer.
Two examples of demand-reducing forces are anxiety and habit.
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Anxiety-in-choice. We experience anxiety-in-choice when we don’t know if a product can help us get a Job Done. It exists only when we’ve never used a particular product before.
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Anxiety-in-use. After customers use a product for a JTBD, the anxiety-in-choice largely disappears. Now their concerns are related to anxiety-in-use. For example, “I’ve taken the bus to work several times. But sometimes it’s late, and other times it’s early. I wish I knew its arrival time in advance.” In this case, we know a product can deliver progress, but certain qualities about it make us nervous about using it.
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Habit. Just as customers experience different types of anxieties, customers experience different types of habits: habits-in-choice and habits-in-use. Understanding customers’ habits plays an important part in your ability to offer innovations.
Habits-in-choice. These are the forces that exist at the moment of decision and prevent a customer from switching from one product to another.
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Habits-in-use.
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Habit and anxiety are your silent competitors. At its core, innovation is about helping customers make progress. Get them to that better version of life that they aspire to. It’s not just about helping customers break constraints by pulling them with flashy, new features. A lot of not-so-sexy work is involved.
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I ferociously attack habits as I would any competing product. I recommend you do the same. You can lose revenue because you haven’t accounted for people’s habits, or you can lose revenue because your product is inferior to a competing one. In both cases, the result is the same: you lose revenue."
"When we see skilled performers succeeding in difficult circumstances, we habitually describe them as having triumphed over adversity, or despite the odds. But that’s not always the right perspective. Jarrett didn’t produce a good concert in trying times. He produced the performance of a lifetime, but the shortcomings of the piano actually helped him.Agora, a situação de Keith Jarrett começa a ter semelhanças com a mensagem do livro de Malcom Gladwell sobre David e Golias...
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The substandard instrument forced Jarrett away from the tinny high notes and into the middle register. His left hand produced rumbling, repetitive bass riffs as a way of covering up the piano’s lack of resonance. Both of these elements gave the performance an almost trancelike quality. That might have faded into wallpaper music, but Jarrett couldn’t drop anchor in that comfortable musical harbor, because the piano simply wasn’t loud enough.
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“What’s important to understand is the proportion between the instrument and the magnitude of the hall,” recalls Vera Brandes. “Jarrett really had to play that piano very hard to get enough volume to get to the balconies. He was really—pchow—pushing the notes down.”
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Standing up, sitting down, moaning, writhing, Jarrett didn’t hold back in any way as he pummeled the unplayable piano to produce something unique. It wasn’t the music that he ever imagined playing. But handed a mess, Keith Jarrett embraced it, and soared.
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Keith Jarrett’s instinct was not to play, and it’s an instinct that most of us would share. We don’t want to work with bad tools, especially when the stakes are so high. But in hindsight, Jarrett’s instinct was wrong. What if our own similar instincts are also wrong, and in a much wider range of situations?"
"A elaboração do Orçamento do Estado exige a resolução de um polígono de quatro vectores: o vector estruturante (o que incide sobre o problema prioritário no período: a dívida e a necessidade de converter o modelo de desenvolvimento que gerou, e continua a gerar, a acumulação da dívida); o vector correctivo (para resolver os desequilíbrios que agravam o problema prioritário: o valor do défice orçamental não é um objectivo imposto pelos credores, é uma necessidade imposta pelo vector estruturante); o vector da sustentabilidade (que desenha e reformula as políticas públicas, para que a despesa do Estado não continue a agravar o problema da dívida). Só depois destes três aparece o vector da estratégia, que é função do volume de recursos que restar (e que terá como prioridade a criação de condições para a atracção e captação de recursos externos, porque os recursos gerados na escala e na qualificação dos mercados internos não serão suficientes).
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O que tem sido anunciado não permite esperar que o Orçamento do Estado venha a ser o que devia ser: o vector estruturante implícito é a plataforma parlamentar de sustentação do poder e o vector correctivo explícito é o retorno à configuração que esteve, e está, na origem da acumulação da dívida; não haverá vector de sustentabilidade e o vector estratégico ficará vazio."
"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."
