Primeiro: "Não é impunemente que se diz mal"
.
"Por que é que um "outsider", que só ouve os dirigentes associativos do sector têxtil defenderem o passado e invectivarem os asiáticos, há-de apostar em investir o seu futuro no sector têxtil?"
.
Por que é que alguém que só ouve dirigentes do sector a cantar a canção do coitadinho, de que está tudo mal, que faltam apoios e subsídios, que o gasóleo..., que as rações ..., que os adubos... se há-de dedicar à agricultura?
.
"Cavaco Silva defende agricultura para os jovens"
sexta-feira, junho 10, 2011
Observar é melhor que perguntar
Fonte 1:
.
"Understanding when value for a customer occurs is also an elusive issue, perceived in an individualistic way.
...
We know very little about the process of value creation, when it starts, what it includes, when it ends. Although value creation probably is among the most ill-defined and elusively used concepts in service marketing, and in management in general.
...
it is debatable whether the process of creating value is best described using the verb ‘create’. Creating value gives the impression of a conscious, explicitly considered process. However, in many situations, where value is experienced in an unconscious way, it seems more accurate to say that value emerges out of the use of goods and service activities
...
In our view, when considering value-in-use the best way of understanding value for customers, value creation cannot mean anything else than the customer’s, or any other user’s, experiential perception of the value-in-use that emerges from usage or possession of resources, or even from mental states.
...
All resources and processes are distribution mechanisms for service provision, however without including value in themselves.
...
The firm cannot deliver value, but only make value propositions
...
Fundamentally, the firm is a facilitator of value for the customer
...
The firm can only offer value propositions. Conventional marketing is basically about making promises. A value proposition is a promise about future potential value"
.
Ao chegar aqui, escrevi nas margens do papel:
.
A unidade (aquilo em que as empresas podem trabalhar) não é a criação de valor, as empresas não criam valor. A unidade é a criação de experiências que o cliente experiencia e valoriza.
.
Depois, recordo Damásio: emoções geram sentimentos. E só com o advento do sentido de si é que tomamos consciência dos sentimentos que vivemos.
.
Ora os clientes não usam os produtos/serviços como experiências controladas, os clientes vivem, e é durante essa vida, integrados nessa vida, que usam as plataformas de serviço, as plataformas de facilitação da emergência de valor, mesmo sem tomarem consciência dos sentimentos que elas geram.
.
"Value is an elusive concept. Typically, in the literature value concepts imply some form of an assessment of benefits against sacrifices"
.
Mesmo sem tomarem consciência dos sentimentos que elas geram... quer dizer que se lhes perguntarmos à posteriori vão ter de racionalizar e reconstituir algo que não sentiram conscientemente...
.
Talvez por isso, comecei a olhar para a antropologia de uma outra forma... sim, eu sei, eu adivinho que as universidades vão achar a coisa um pouco bastarda e indigna...
.
Talvez seja o momento de as empresas começarem a contratar os serviços de antropólogos... observadores embebidos na vida dos clientes para perceberem, para racionalizarem as experiências que os clientes vivem... mesmo quando não se apercebem delas.
.
Pois... nem de propósito "Want To Sell Product? Sleep With Your Customers":
.
"I regularly ask CEOs when they've last spent a day in the homes of their core consumers. The best I can usually hope for is that they've intended to but have never found the time. In reality, most executives operate from large offices where they function with all the information that technology can provide." (Moi ici: Veio-me à memória um empresário que, quando ia ao estrangeiro, fazia questão de entrar em lojas onde se vendiam os seus produtos, e ficava horas a observar quem entrava, que idade e sexo tinha, o que fazia, o que experimentava, o que decidia...)
.
Estão a ver big-boss da CP a andar de comboio... estão a ver os decisores da CP a apanhar um suburbano que sai de S. Bento às 19h em direcção a Caíde ou Guimarães?
.
Estão a ver os decisores dos STCP a viajarem normalmente de autocarro? Não para uso pessoal, mas para perceberem o que se passa?
.
.
.
Fonte 2:
.
"Let me tell you about an experience I once had on a flight from New York to California. As usual, 1 was flying JetBlue. 1 boarded the plane with the other passengers, and the door closed. As we sat there, buckling our seat belts and checking out the televisions in front of us, a middle-aged man with slightly graying hair stood up in the front of the plane. He had on the long apron that all JetBlue flight attendants wear, with his name stitched onto it. "Hi," he said, "my name is Dave Neeleman, and I'm the CEO of JetBlue. I'm here to serve you this evening, and I'm looking forward to meeting each of you before we land.""
.
Fonte 1: "Value Co-creation in Service Logic. A Critical Analysis". Marketing Theory, Vol. 11 (forthcoming 2011) de Christian Gronroos (uma excelente reflexão sobre a "service-dominant logic" ou como ele prefere chamar "service logic")
.
Fonte 2: "The Knack - How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Up" de Norm Brodsky e Bo Burlingham.
.
.
BTW, não posso deixar de recordar o empresário do interior do país que tinha uma empresa de betões betuminosos e que na Alemanha mandava parar o táxi, sempre que passava por uma estrada em obras, para ir apalpar o tapete betuminoso que estavam a ser aplicado. O Eu-Criança a funcionar num adulto é espectacular ... Mongo precisa dele.
.
"Understanding when value for a customer occurs is also an elusive issue, perceived in an individualistic way.
...
We know very little about the process of value creation, when it starts, what it includes, when it ends. Although value creation probably is among the most ill-defined and elusively used concepts in service marketing, and in management in general.
...
it is debatable whether the process of creating value is best described using the verb ‘create’. Creating value gives the impression of a conscious, explicitly considered process. However, in many situations, where value is experienced in an unconscious way, it seems more accurate to say that value emerges out of the use of goods and service activities
...
In our view, when considering value-in-use the best way of understanding value for customers, value creation cannot mean anything else than the customer’s, or any other user’s, experiential perception of the value-in-use that emerges from usage or possession of resources, or even from mental states.
...
All resources and processes are distribution mechanisms for service provision, however without including value in themselves.
...
The firm cannot deliver value, but only make value propositions
...
Fundamentally, the firm is a facilitator of value for the customer
...
The firm can only offer value propositions. Conventional marketing is basically about making promises. A value proposition is a promise about future potential value"
.
Ao chegar aqui, escrevi nas margens do papel:
.
A unidade (aquilo em que as empresas podem trabalhar) não é a criação de valor, as empresas não criam valor. A unidade é a criação de experiências que o cliente experiencia e valoriza.
.
Depois, recordo Damásio: emoções geram sentimentos. E só com o advento do sentido de si é que tomamos consciência dos sentimentos que vivemos.
.
Ora os clientes não usam os produtos/serviços como experiências controladas, os clientes vivem, e é durante essa vida, integrados nessa vida, que usam as plataformas de serviço, as plataformas de facilitação da emergência de valor, mesmo sem tomarem consciência dos sentimentos que elas geram.
.
"Value is an elusive concept. Typically, in the literature value concepts imply some form of an assessment of benefits against sacrifices"
.
Mesmo sem tomarem consciência dos sentimentos que elas geram... quer dizer que se lhes perguntarmos à posteriori vão ter de racionalizar e reconstituir algo que não sentiram conscientemente...
.
Talvez por isso, comecei a olhar para a antropologia de uma outra forma... sim, eu sei, eu adivinho que as universidades vão achar a coisa um pouco bastarda e indigna...
.
Talvez seja o momento de as empresas começarem a contratar os serviços de antropólogos... observadores embebidos na vida dos clientes para perceberem, para racionalizarem as experiências que os clientes vivem... mesmo quando não se apercebem delas.
.
Pois... nem de propósito "Want To Sell Product? Sleep With Your Customers":
.
"I regularly ask CEOs when they've last spent a day in the homes of their core consumers. The best I can usually hope for is that they've intended to but have never found the time. In reality, most executives operate from large offices where they function with all the information that technology can provide." (Moi ici: Veio-me à memória um empresário que, quando ia ao estrangeiro, fazia questão de entrar em lojas onde se vendiam os seus produtos, e ficava horas a observar quem entrava, que idade e sexo tinha, o que fazia, o que experimentava, o que decidia...)
.
Estão a ver big-boss da CP a andar de comboio... estão a ver os decisores da CP a apanhar um suburbano que sai de S. Bento às 19h em direcção a Caíde ou Guimarães?
.
Estão a ver os decisores dos STCP a viajarem normalmente de autocarro? Não para uso pessoal, mas para perceberem o que se passa?
.
.
.
Fonte 2:
.
"Let me tell you about an experience I once had on a flight from New York to California. As usual, 1 was flying JetBlue. 1 boarded the plane with the other passengers, and the door closed. As we sat there, buckling our seat belts and checking out the televisions in front of us, a middle-aged man with slightly graying hair stood up in the front of the plane. He had on the long apron that all JetBlue flight attendants wear, with his name stitched onto it. "Hi," he said, "my name is Dave Neeleman, and I'm the CEO of JetBlue. I'm here to serve you this evening, and I'm looking forward to meeting each of you before we land.""
.
Fonte 1: "Value Co-creation in Service Logic. A Critical Analysis". Marketing Theory, Vol. 11 (forthcoming 2011) de Christian Gronroos (uma excelente reflexão sobre a "service-dominant logic" ou como ele prefere chamar "service logic")
.
Fonte 2: "The Knack - How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Up" de Norm Brodsky e Bo Burlingham.
.
.
BTW, não posso deixar de recordar o empresário do interior do país que tinha uma empresa de betões betuminosos e que na Alemanha mandava parar o táxi, sempre que passava por uma estrada em obras, para ir apalpar o tapete betuminoso que estavam a ser aplicado. O Eu-Criança a funcionar num adulto é espectacular ... Mongo precisa dele.
quinta-feira, junho 09, 2011
O que resultou no passado algures vai deixar de resultar
A revista strategy+business acaba de publicar mais um interessante artigo "Consumer Packaged Goods: Escaping the Consolidation Mentality" de Steffen Lauster, Elisabeth Hartley e Samrat Sharma.
.
"Holding fast to the two myths that have long dominated strategy in consumer-oriented industries — that bigger companies win, and that one or two players control every product category — can get a firm into trouble. A capabilities-driven strategy can provide a better path to profit."
.
Some strategic concepts, if they’re regarded as sacrosanct, may lead an entire industry in the wrong direction. Something of that sort has happened during the past two decades in the consumer packaged goods (CPG) industry. Two of the most influential strategy ideas are so widely held, so intuitively appealing, and so seemingly pragmatic that they are very hard to give up. Yet they can also be very dangerous to follow.
.
Both of these misleading ideas have to do with consolidation: the premise that, when it comes to business strategy, bigger is better. (Moi ici: Crescer por crescer é uma estupidez, no meu modelo mental. Custa tanto... mudar pessoas, mudar processos, mudar de clientes, muitas vezes para ter menos rentabilidade) Since the 1980s, the conventional wisdom has held that shareholder returns accrue most to companies with huge brands and the scale to compete in emerging markets. Many CPG leaders have assumed that their chances of winning, in every region and every product segment, were enhanced by size. More salespeople, a bigger distribution footprint, a bigger advertising budget — these were the ingredients of success.
.
This perception gave rise to the second misleading idea: Consolidation is inevitable. For years, experts predicted that most consumer packaged goods segments would end up like carbonated beverages, razor blades, and diapers — with just two or three big rivals, a handful of niche players battling over the scraps, and a few private-label brands for value consumers."
.
O que os autores propõem é como lidar com...
.
.
.
Mongo!!!
.
"To be sure, some players, such as Procter & Gamble, use their size and scale to great advantage, particularly in emerging markets or new growth areas. But in reality, the industry is much more diverse and dynamic than the conventional wisdom would suggest. Most CPG categories — including staples such as food, personal care products, and cleaning supplies — are in a constant state of evolution. They move from consolidation to fragmentation, and some can cycle back, time and time again.
In such an environment, there are many ways to prosper, with each successful company finding its own path: some end up large, some small, some global, some regional. But none of the paths taken involve growth for the sake of scale alone. Instead, they require the kind of growth that leads to profitability. This in turn requires coherence. (Moi ici: Sempre o alinhamento, sempre a concentração)
.
Coherence is a company’s ability to concentrate its resources and collective intelligence, and marshal all of them in the service of a well-aligned group of products and services with a focused strategic direction.
...
Because of the consolidation mentality, many executives of CPG companies have overlooked the value of coherence. They have focused on sheer size and scale instead. But size and scale are no longer as critical as they once were — at least not in the mature markets of industrialized nations.
...
Coherence seems to be particularly important in consumer products companies, where there is always a temptation to react opportunistically to changing markets, with brand extensions, new products, or acquisitions.
...
A coherent company — for that matter, a company that is simply more coherent than its competitors — can focus its investments on relatively few capabilities, increasing its mastery of those critical areas. It gains in efficiency; it doesn’t waste time, money, and attention on capabilities in domains where it doesn’t need to outdo its rivals and a modicum of competency is sufficient. A coherent company also makes more prudent portfolio decisions, applying the lens of capabilities as it decides which products or services to acquire and which to divest.
...
if the advantages of size, international penetration, scale, and retailer satisfaction were really so great, one would expect bigger companies to do better than the vast majority of their smaller peers. Instead, they are on par with most smaller companies and far behind a few in the important area of total shareholder returns.
...
In recent years, the CPG industry has undergone a sea change in its structure. Some product categories are consolidating, but many are fragmenting instead: They are splitting the customer base among more, rather than fewer, competitors.
...
(Moi ici: E agora umas recomendações muito interessantes. Mongo, Mongo, Mongo!!!)
.
If you are a small company in a fragmenting category, focus not on expansion into other categories, but on distinguishing your existing products in ways that customers value. Build or develop capabilities related to the features that your customers value most.
...
If you are in a consolidated category, you might be able to take over the market by changing the category’s dominant value proposition to something that you do uniquely well.
...
If you are pursuing organic growth (without M&A), seek “scale at the shelf,” not across categories. In other words, establish multiple brands at diverse price points, each with its own proposition."
.
Eu adoro isto! Tudo o que promova a erosão da ideia que o futuro é dos grandes, é bem vindo!!! Viva a agilidade das PMEs, viva a diferenciação!!!
.
"Holding fast to the two myths that have long dominated strategy in consumer-oriented industries — that bigger companies win, and that one or two players control every product category — can get a firm into trouble. A capabilities-driven strategy can provide a better path to profit."
.
Some strategic concepts, if they’re regarded as sacrosanct, may lead an entire industry in the wrong direction. Something of that sort has happened during the past two decades in the consumer packaged goods (CPG) industry. Two of the most influential strategy ideas are so widely held, so intuitively appealing, and so seemingly pragmatic that they are very hard to give up. Yet they can also be very dangerous to follow.
.
Both of these misleading ideas have to do with consolidation: the premise that, when it comes to business strategy, bigger is better. (Moi ici: Crescer por crescer é uma estupidez, no meu modelo mental. Custa tanto... mudar pessoas, mudar processos, mudar de clientes, muitas vezes para ter menos rentabilidade) Since the 1980s, the conventional wisdom has held that shareholder returns accrue most to companies with huge brands and the scale to compete in emerging markets. Many CPG leaders have assumed that their chances of winning, in every region and every product segment, were enhanced by size. More salespeople, a bigger distribution footprint, a bigger advertising budget — these were the ingredients of success.
.
This perception gave rise to the second misleading idea: Consolidation is inevitable. For years, experts predicted that most consumer packaged goods segments would end up like carbonated beverages, razor blades, and diapers — with just two or three big rivals, a handful of niche players battling over the scraps, and a few private-label brands for value consumers."
.
O que os autores propõem é como lidar com...
.
.
.
Mongo!!!
.
"To be sure, some players, such as Procter & Gamble, use their size and scale to great advantage, particularly in emerging markets or new growth areas. But in reality, the industry is much more diverse and dynamic than the conventional wisdom would suggest. Most CPG categories — including staples such as food, personal care products, and cleaning supplies — are in a constant state of evolution. They move from consolidation to fragmentation, and some can cycle back, time and time again.
In such an environment, there are many ways to prosper, with each successful company finding its own path: some end up large, some small, some global, some regional. But none of the paths taken involve growth for the sake of scale alone. Instead, they require the kind of growth that leads to profitability. This in turn requires coherence. (Moi ici: Sempre o alinhamento, sempre a concentração)
.
Coherence is a company’s ability to concentrate its resources and collective intelligence, and marshal all of them in the service of a well-aligned group of products and services with a focused strategic direction.
...
Because of the consolidation mentality, many executives of CPG companies have overlooked the value of coherence. They have focused on sheer size and scale instead. But size and scale are no longer as critical as they once were — at least not in the mature markets of industrialized nations.
...
Coherence seems to be particularly important in consumer products companies, where there is always a temptation to react opportunistically to changing markets, with brand extensions, new products, or acquisitions.
...
A coherent company — for that matter, a company that is simply more coherent than its competitors — can focus its investments on relatively few capabilities, increasing its mastery of those critical areas. It gains in efficiency; it doesn’t waste time, money, and attention on capabilities in domains where it doesn’t need to outdo its rivals and a modicum of competency is sufficient. A coherent company also makes more prudent portfolio decisions, applying the lens of capabilities as it decides which products or services to acquire and which to divest.
...
if the advantages of size, international penetration, scale, and retailer satisfaction were really so great, one would expect bigger companies to do better than the vast majority of their smaller peers. Instead, they are on par with most smaller companies and far behind a few in the important area of total shareholder returns.
...
In recent years, the CPG industry has undergone a sea change in its structure. Some product categories are consolidating, but many are fragmenting instead: They are splitting the customer base among more, rather than fewer, competitors.
...
(Moi ici: E agora umas recomendações muito interessantes. Mongo, Mongo, Mongo!!!)
.
If you are a small company in a fragmenting category, focus not on expansion into other categories, but on distinguishing your existing products in ways that customers value. Build or develop capabilities related to the features that your customers value most.
...
If you are in a consolidated category, you might be able to take over the market by changing the category’s dominant value proposition to something that you do uniquely well.
...
If you are pursuing organic growth (without M&A), seek “scale at the shelf,” not across categories. In other words, establish multiple brands at diverse price points, each with its own proposition."
.
Eu adoro isto! Tudo o que promova a erosão da ideia que o futuro é dos grandes, é bem vindo!!! Viva a agilidade das PMEs, viva a diferenciação!!!
Somos o que fazemos...
Quem somos?
.
Para uma empresa, como é que cada um responderia à pergunta: Quem somos?
.
Uma empresa não é um edifício, não é um conjunto de máquinas... será uma vontade? E há uma vontade ou umas vontades?
.
Como é que um colectivo se revê e identifica? E por que é que isso é importante? E como isso funciona como uma regra de decisão, como um facilitador ou um limitador?
.
Interessante artigo "Innovation strategy and identity: A case study from the food industry" de Thomas Hoholm e Fred Hjalmar Stronen, publicado pelo European Journal of Innovation Management em Junho de 2011.
.
"Identity can be used as an explanation for why some actions are deemed to be strategic while others are not, hence enforcing or limiting innovation. We find that identity needs to be considered both as a ‘soft’ and a ‘hard’ concept in the process; providing stability while at the same time being up for re-negotiation. By understanding strategizing and innovating as situated and heterogeneous processes, we identify how identity becomes a stabilizer and an organizer during emergent strategy processes, and reveal tensions between creative recombination and conservative reproduction."
...
"These two examples show how both new product development and taking on an existing product may challenge the existing view on what the members construct as the firm’s identity.
...
New products, whether innovations or established products in other markets, were considered strategic or nonstrategic related to the identities of professions (product developers, chefs, marketers, management), of owners (farmers’ cooperative), of consumers (brand associations) and of industrial production (production facilities). By looking at the product ingredients and their connotations, the product was viewed by the different groups as completely different."
...
"From the insight in these two cases, identity could be conceptualized as both a ‘hard’ and a ‘soft’ concept. Identity is hard, as it represents history and is embedded and stabilized both by material and social relations (physical facilities, technologies, work practices, economic interests, etc). It materializes in various situations, being something the actors really believe in and guiding interpretation and action in various specific everyday situations. But identity is also a soft concept, as identities are continuously fluctuating and under negotiation, thus never fully stable. Identities, as well as the balance between multiple identities, change between situations, between individuals and groups, and between professions. What we can see is how the same persons in these two stories relate to different identities, and thereby draw on various interpretations and negotiations of what the strategy is, depending on each specific context and situation."
...
"Identity in an organization forms the basis of how they regard the appropriateness of potential future actions.
...
Individuals form their sensemaking and their ideas on what is legitimate in various based on their identities."
.
E conjugar este artigo com:
.
Nós não conhecemos a realidade, nós só conhecemos a nossa interpretação da realidade.
.
E ainda, conjugar com "What Business Are You In? Business As Social Constructs" um excelente artigo que chama a atenção para a importância da nossa construção da realidade:
.
"In a company, the business model is defined by a dominant group of people. They have a common understanding of what business they are in and how they create value. However, the business model is not an absolute reality. It’s a social construct of dominant opinion makers, e.g. your top management. This is important to understand.
By taking a different look (Moi ici: Parece fácil... mas para quem está dentro, para quem está embebido numa identidade... é tão difícil) at your business, and thereby challenging your dominant logic, you can identify more and different strategic options for your firm"
.
Para mudar temos de ser capazes de simultaneamente, na mesma mente, trabalhar com o que somos e com o que temos de vir a ser.
.
Para uma empresa, como é que cada um responderia à pergunta: Quem somos?
.
Uma empresa não é um edifício, não é um conjunto de máquinas... será uma vontade? E há uma vontade ou umas vontades?
.
Como é que um colectivo se revê e identifica? E por que é que isso é importante? E como isso funciona como uma regra de decisão, como um facilitador ou um limitador?
.
Interessante artigo "Innovation strategy and identity: A case study from the food industry" de Thomas Hoholm e Fred Hjalmar Stronen, publicado pelo European Journal of Innovation Management em Junho de 2011.
.
"Identity can be used as an explanation for why some actions are deemed to be strategic while others are not, hence enforcing or limiting innovation. We find that identity needs to be considered both as a ‘soft’ and a ‘hard’ concept in the process; providing stability while at the same time being up for re-negotiation. By understanding strategizing and innovating as situated and heterogeneous processes, we identify how identity becomes a stabilizer and an organizer during emergent strategy processes, and reveal tensions between creative recombination and conservative reproduction."
...
"These two examples show how both new product development and taking on an existing product may challenge the existing view on what the members construct as the firm’s identity.
...
New products, whether innovations or established products in other markets, were considered strategic or nonstrategic related to the identities of professions (product developers, chefs, marketers, management), of owners (farmers’ cooperative), of consumers (brand associations) and of industrial production (production facilities). By looking at the product ingredients and their connotations, the product was viewed by the different groups as completely different."
...
"From the insight in these two cases, identity could be conceptualized as both a ‘hard’ and a ‘soft’ concept. Identity is hard, as it represents history and is embedded and stabilized both by material and social relations (physical facilities, technologies, work practices, economic interests, etc). It materializes in various situations, being something the actors really believe in and guiding interpretation and action in various specific everyday situations. But identity is also a soft concept, as identities are continuously fluctuating and under negotiation, thus never fully stable. Identities, as well as the balance between multiple identities, change between situations, between individuals and groups, and between professions. What we can see is how the same persons in these two stories relate to different identities, and thereby draw on various interpretations and negotiations of what the strategy is, depending on each specific context and situation."
...
"Identity in an organization forms the basis of how they regard the appropriateness of potential future actions.
...
Individuals form their sensemaking and their ideas on what is legitimate in various based on their identities."
.
E conjugar este artigo com:
.
Nós não conhecemos a realidade, nós só conhecemos a nossa interpretação da realidade.
.
E ainda, conjugar com "What Business Are You In? Business As Social Constructs" um excelente artigo que chama a atenção para a importância da nossa construção da realidade:
.
"In a company, the business model is defined by a dominant group of people. They have a common understanding of what business they are in and how they create value. However, the business model is not an absolute reality. It’s a social construct of dominant opinion makers, e.g. your top management. This is important to understand.
By taking a different look (Moi ici: Parece fácil... mas para quem está dentro, para quem está embebido numa identidade... é tão difícil) at your business, and thereby challenging your dominant logic, you can identify more and different strategic options for your firm"
.
Para mudar temos de ser capazes de simultaneamente, na mesma mente, trabalhar com o que somos e com o que temos de vir a ser.
E se o nosso sector mudou mesmo e mudou de vez?
Realmente!
.
Quando gente com capacidade, gente inteligente, faz parte de uma empresa incluída num sector em mudança, é tão fácil ficar entretido a rentabilizar a estrutura do passado nos novos tempos, é tão fácil ser incapaz de ver que a mudança é estrutural e mais vale repensar a empresa.
.
Realmente... quem está de fora, com uma mente mais liberta, pode fazer experiências mentais com muito mais facilidade.
.
Focamos-nos no urgente, no que tem de ser feito de imediato e não deixamos tempo, e tempo de qualidade, para parar e pensar no que é realmente importante... como se diz, somos uma espécie optimista por natureza.
.
Quando gente com capacidade, gente inteligente, faz parte de uma empresa incluída num sector em mudança, é tão fácil ficar entretido a rentabilizar a estrutura do passado nos novos tempos, é tão fácil ser incapaz de ver que a mudança é estrutural e mais vale repensar a empresa.
.
Realmente... quem está de fora, com uma mente mais liberta, pode fazer experiências mentais com muito mais facilidade.
.
Focamos-nos no urgente, no que tem de ser feito de imediato e não deixamos tempo, e tempo de qualidade, para parar e pensar no que é realmente importante... como se diz, somos uma espécie optimista por natureza.
quarta-feira, junho 08, 2011
Amor à primeira vista (parte II)
Continuar aqui.
.
"Understanding why some firms and not others adopt strategies ultimately associated with competitive success is of central importance to strategy scholars. In addressing one aspect of this issue, research examining the role of managerial cognition has shown that managerial mental models are a critical determinant of strategic choices." (Moi ici: Partilho desta corrente. O meu contacto com as empresas, com os empresários e com os gestores, reforçou em mim, ao longo dos anos, a crença de que o fundamental para explicar a variabilidade, a distribuição de produtividades das empresas dentro de um sector de actividade, está nos modelos mentais de quem comanda ou gere)
...
"Managerial mental models are simplified knowledge structures or cognitive representations about how the business environment works. There is substantial evidence that mental models influence decision making through managers' efforts to match strategic choices to their understanding of the business environment." (Moi ici: O "perigo" que isto representa num mundo carregado de amadores a jogar bilhar... ou vantagem para quem percebe de relações de causa-efeito... bom para batoteiros!!!)
...
"An alternative possibility is that complexity, uncertainty, and change in business environments overwhelm managers' capacity to take advantage of any richer understanding about the situation. Under such circumstances, competitive advantage would be driven by initial conditions, random environmental shocks, and lucky managerial responses rather than the result of accurate mental models underpinning managerial foresight or strategic insights.
...
We also investigate the impact of partial knowledge - in contrast to accurate mental models of the complete business environment - on performance outcomes. Recent simulation-based research suggests that even partial knowledge of the business environment may dramatically improve performance." (Moi ici: A coisa promete)
.
Trechos retirados de "Mental Models, Decision Rules, and Performance Heterogeneity" de Michael Shayne Gary e Robert E. Wood, publicado no número de Junho de 2011 da revista Strategic Management Journal.
.
Continua.
.
"Understanding why some firms and not others adopt strategies ultimately associated with competitive success is of central importance to strategy scholars. In addressing one aspect of this issue, research examining the role of managerial cognition has shown that managerial mental models are a critical determinant of strategic choices." (Moi ici: Partilho desta corrente. O meu contacto com as empresas, com os empresários e com os gestores, reforçou em mim, ao longo dos anos, a crença de que o fundamental para explicar a variabilidade, a distribuição de produtividades das empresas dentro de um sector de actividade, está nos modelos mentais de quem comanda ou gere)
...
"Managerial mental models are simplified knowledge structures or cognitive representations about how the business environment works. There is substantial evidence that mental models influence decision making through managers' efforts to match strategic choices to their understanding of the business environment." (Moi ici: O "perigo" que isto representa num mundo carregado de amadores a jogar bilhar... ou vantagem para quem percebe de relações de causa-efeito... bom para batoteiros!!!)
...
"An alternative possibility is that complexity, uncertainty, and change in business environments overwhelm managers' capacity to take advantage of any richer understanding about the situation. Under such circumstances, competitive advantage would be driven by initial conditions, random environmental shocks, and lucky managerial responses rather than the result of accurate mental models underpinning managerial foresight or strategic insights.
...
We also investigate the impact of partial knowledge - in contrast to accurate mental models of the complete business environment - on performance outcomes. Recent simulation-based research suggests that even partial knowledge of the business environment may dramatically improve performance." (Moi ici: A coisa promete)
.
Trechos retirados de "Mental Models, Decision Rules, and Performance Heterogeneity" de Michael Shayne Gary e Robert E. Wood, publicado no número de Junho de 2011 da revista Strategic Management Journal.
.
Continua.
Bake a Bigger Pie
“There are two kinds of people and organizations in the world: eaters and bakers. Eaters want a bigger slice of an existing pie; bakers want to make a bigger pie. Eaters think that if they win, you lose, and if you win, they lose. Bakers think that everyone can win with a bigger pie.”
.
Trecho retirado de "Enchantment" de Guy Kawasaki
.
Trecho retirado de "Enchantment" de Guy Kawasaki
Mais um exemplo
Ontem contaram-me o caso desta marca portuguesa Dkode.
.
200 mil pares vendidos com marca própria... estão mesmo a precisar da redução da TSU.
.
Parabéns!
.
200 mil pares vendidos com marca própria... estão mesmo a precisar da redução da TSU.
.
Parabéns!
Acerca dos clientes
"The biggest problem in getting to know our customers is that they don’t know themselves".
.
Já experimentaram... acordam durante a noite para ir à casa de banho. Se olharem para um relógio de ponteiros para ver as horas ficam menos despertados do que se olharem para um relógio digital. Diferentes meios de comunicação, entram por diferentes canais.
.
Consumir não é necessariamente racional... consumir é a perspectiva do fornecedor. Para o cliente, na sua perspectiva, não se consome, vive-se.
.
Já experimentaram... acordam durante a noite para ir à casa de banho. Se olharem para um relógio de ponteiros para ver as horas ficam menos despertados do que se olharem para um relógio digital. Diferentes meios de comunicação, entram por diferentes canais.
.
Consumir não é necessariamente racional... consumir é a perspectiva do fornecedor. Para o cliente, na sua perspectiva, não se consome, vive-se.
Amor à primeira vista
Foi um caso de amor à primeira vista, bastou ler o abstracts.
.
Este artigo "Mental Models, Decision Rules, and Performance Heterogeneity" de Michael Shayne Gary e Robert E. Wood, publicado no número de Junho de 2011 da revista Strategic Management Journal.
.
"This paper focuses on the role of managerial cognition as a source of heterogeneity in firm strategies and performance. We link differences in mental models to differences in decision rules and performance in a management simulation. Our results show more accurate mental models lead to better decision rules and higher performance. We also find that decision makers do not need accurate knowledge of the entire business environment; accurate mental models of the key principles are sufficient to achieve superior performance. A fundamental assumption in much of strategic management is that managers who have a richer understanding about organizational capabilities and the dynamics of industry structure can improve the performance of their firms. Our findings provide empirical evidence supporting this assumption and show that differences in mental models help explain ex ante why managers and firms adopt different strategies and achieve different levels of competitive success."
.
Continua.
.
Este artigo "Mental Models, Decision Rules, and Performance Heterogeneity" de Michael Shayne Gary e Robert E. Wood, publicado no número de Junho de 2011 da revista Strategic Management Journal.
.
"This paper focuses on the role of managerial cognition as a source of heterogeneity in firm strategies and performance. We link differences in mental models to differences in decision rules and performance in a management simulation. Our results show more accurate mental models lead to better decision rules and higher performance. We also find that decision makers do not need accurate knowledge of the entire business environment; accurate mental models of the key principles are sufficient to achieve superior performance. A fundamental assumption in much of strategic management is that managers who have a richer understanding about organizational capabilities and the dynamics of industry structure can improve the performance of their firms. Our findings provide empirical evidence supporting this assumption and show that differences in mental models help explain ex ante why managers and firms adopt different strategies and achieve different levels of competitive success."
.
Continua.
Mais um exemplo
O @andrecruzzz enviou-me estas fotos que contam mais um exemplo de sucesso, desta vez no campo da agricultura
BTW, repararam que esta história dos pepinos na Alemanha permitiu descobrir que os agricultores portugueses que cultivam legumes estão a perder 5 milhões de euros por semana...
.
Quer dizer que sem este percalço estariam a ganhar 5 milhões de euros por semana... do you get it?
.
Quer dizer que sem este percalço estariam a ganhar 5 milhões de euros por semana... do you get it?
terça-feira, junho 07, 2011
Service-dominant logic (parte V)
Continuado daqui:
.
Um excelente artigo como introdução ao service-dominant logic, "The Service-Dominant Mindset" de Robert Lusch e Stephen Vargo:
.
"“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” [Peter Drucker]
.
Yesterday’s logic, which continues to linger, focused on separating the producer from the consumer. This was done for maximum production control, efficiency and profit maximization and usually accomplished by standardizing the product and producing it away from the market. In contrast, the emerging service-dominant logic is focused on the interaction of the producer and the consumer and other supply and value network partners as they co-create value through collaborative processes. This new logic is being referred to as service-dominant (S-D)."
.
Uma das mudanças de paradigma é a ênfase no serviço em detrimento do produto puro e duro. Melhor seria dizer, a ênfase na experiência... engraçado como voltamos a Levitt e ao seu artigo de 1960 "A Miopia do Marketing" :
.
"When a firm sees itself primarily as a manufacturer with an implied purpose of selling what it makes, it sees the key to making more money as selling more goods. There is little or no logic in selling fewer goods--why should Volkswagen want to sell fewer cars or Dow to sell fewer chemicals? In contrast, the service-dominant logic suggests that since these goods are actually mechanisms for service provision, the customer is always buying a service flow rather than a tangible thing, and thus the firm should focus on selling a flow of service. (Moi ici: E por que não "The firm should focus on selling a flow of experiences", concentração na vida dos clientes-alvo) This would encourage it to determine the optimal configuration of goods, if any, for a level of service, the optimal organization or network configuration to maintain the service, and the optimal payment mechanism in exchange for providing the service. That is, the organization is encouraged to think about the service system. Tangible resources that are part of our ecosystem can also be viewed in terms of service provision."
.
Outra mudança assenta na transição dos tangíveis para os intangíveis:
.
"In a service-dominant world, it is central to understanding: exchange is fundamentally, primarily about the intangible rather than the tangible.
The shift from the tangible to the intangible also focuses the organization on the solution that the customer is seeking.
...
When the focus becomes the solution and the intangible, what firms learn is that the tangible content cost of their product becomes smaller and smaller and the brand rises in value and importance." (Moi ici: Em linha com esta explicação "Quanto mais competitivas as empresas, menor o peso dos salários nos custos totais... será porque as pessoas ganham menos? Ou será porque além do custo dos tangíveis também se somam mais custos dos intangíveis?". E recordar com algum terror a implicação do gráfico do primeiro postal em que escrevi sobre Rosiello... OMG!!! A implicação para o nosso país da fracção do PIB que é consumida pelos salários ser tão elevada)
.
Outra mudança passa pela crescente simetria de informação:
.
"Service-dominant logic suggests that all exchanges should be symmetric. A focus on symmetric information and treatment implies: (1) one does not mislead customers, employees or partners by not sharing relevant information that could enable them to make better and more informed choices, and (2) all exchange or trading partners are treated equitably."
.
Outra mudança assenta no abandono da propaganda e na concentração na relação, num convite:
.
"Advertising, at least as normally practiced, has tended to be propagandistic. Since its purpose is to sell the advertiser’s products, it typically advocates the views and perspective of that advertiser, the seller, and thus, is one-sided and favorably biased. While this is not necessarily bad, buyers now have access to more and more information, causing them to turn away from communications that appear to be inaccurate, abusive, intrusive or overly one-sided.
Service-dominant logic argues that communication should be characterized by conversation and dialog."
.
As empresas só podem oferecer propostas de valor, porque as empresas não criam valor, as empresas disponibilizam plataformas que facilitam ao cliente que experiencie valor:
.
"This idea that value is something determined by the customer implies that the firm can only make an offer of value creation through the application of its resources to some need of the customer—that is, through service. Thus, the firm can only make a value proposition and then, if it is accepted, value is co-created in concert with the customer."
...
"Service-dominant logic is inherently relational, partly because it implies that parties co-create value."
.
E uma outra forma de olhar para o desempenho financeiro... sempre a usamos aqui:
.
"Profit maximization is not in the vocabulary of service-dominant logic. Service-dominant logic views business and marketing as an on-going stream of social and economic processes in which firms continually generate and test hypotheses. Firms learn from financial outcomes (Moi ici: Como costumo dizer, os resultados financeiros são o teste do ácido) as they attempt to better serve customers and obtain cash flows for the firm. Service-dominant logic embraces market and customer orientation and a learning orientation. Therefore, financial success is not just an end in itself but an important form of marketplace feedback about the fulfillment of value propositions.
Thus, price paid, profits and cash flow are important signals (though not the only signals) to the firm regarding the extent to which it is serving and meeting customer needs."
Service-dominant logic (parte IV)
Continuado daqui.
.
"Moving the locus of value creation (Moi ici: Mais do que value creation, devemos falar de emergência de valor... o valor emerge naturalmente durante a experiência proporcionada ou facilitada pelo bem/serviço. Também se pode falar de "destruição de valor"... quando comprei ontem um quarto de melancia no Pingo Doce, ante-gozava o saborear de uma fatia gelada durante a noite... quando chegou o momento, por detrás da embalagem toda janota e sem data de embalamento, apanhei uma melancia já fora do prazo de validade. Claro que não fiquei satisfeito) from exchange to use, or context, means transforming our understanding of value from one based on units of firm output to one based on processes that integrate resources.
...
Service systems co-create value, effectively depending on the resources of others to survive. This interdependence drives service-for-service exchange and resource integration. We see service-for-service as the basis of economic exchange, and we think this view can reframe the relationship among value-in-exchange, value-in-use and value co-creation.
.
Service systems are connected through the proposition, acceptance, and evaluation of value. Service providers propose value in the market based on their competences and capabilities (skills and knowledge). The value proposition is accepted, rejected, or unnoticed by other service systems in need of resources. The service proposed can be provided directly (e.g., tax preparation service) or indirectly through a good (e.g., tax software). Once the value is proposed and the service made available in the market, it is up to other service systems – potential customers – in need of such resources to decide whether to accept the value proposition.
...
So the goal of exchange is to use the applied knowledge of others (service) as resources to better one’s circumstances
...
value is not created until the beneficiary of the value proposition (in this case, the person who needs his or her taxes prepared) has actually had his or her taxes prepared and has somehow integrated this new resource into his or her life (e.g., felt relieved because of effort saved, mailed the return, received a refund, etc.). That is, the customer’s (service system’s) well-being has somehow been improved.
.
As mentioned, value co-creation is not limited to the activities of any one exchange or a dyad of service systems. It occurs through the integration of existing resources with those available from a variety of service systems that can contribute to system well-being as determined by the system’s environmental context.
...
The resources of the service provider are adapted and integrated with a service system’s existing resources, and value is derived and determined in context – as with the tax and automobile examples above."
.
Trechos retirados de "On value and value co-creation: A service systems and service logic perspective" de Stephen L. Vargo, Paul P. Maglio e Melissa Archpru Akaka, publicado em 2008 pelo European Management Journal.
.
"Moving the locus of value creation (Moi ici: Mais do que value creation, devemos falar de emergência de valor... o valor emerge naturalmente durante a experiência proporcionada ou facilitada pelo bem/serviço. Também se pode falar de "destruição de valor"... quando comprei ontem um quarto de melancia no Pingo Doce, ante-gozava o saborear de uma fatia gelada durante a noite... quando chegou o momento, por detrás da embalagem toda janota e sem data de embalamento, apanhei uma melancia já fora do prazo de validade. Claro que não fiquei satisfeito) from exchange to use, or context, means transforming our understanding of value from one based on units of firm output to one based on processes that integrate resources.
...
Service systems co-create value, effectively depending on the resources of others to survive. This interdependence drives service-for-service exchange and resource integration. We see service-for-service as the basis of economic exchange, and we think this view can reframe the relationship among value-in-exchange, value-in-use and value co-creation.
.
Service systems are connected through the proposition, acceptance, and evaluation of value. Service providers propose value in the market based on their competences and capabilities (skills and knowledge). The value proposition is accepted, rejected, or unnoticed by other service systems in need of resources. The service proposed can be provided directly (e.g., tax preparation service) or indirectly through a good (e.g., tax software). Once the value is proposed and the service made available in the market, it is up to other service systems – potential customers – in need of such resources to decide whether to accept the value proposition.
...
So the goal of exchange is to use the applied knowledge of others (service) as resources to better one’s circumstances
...
value is not created until the beneficiary of the value proposition (in this case, the person who needs his or her taxes prepared) has actually had his or her taxes prepared and has somehow integrated this new resource into his or her life (e.g., felt relieved because of effort saved, mailed the return, received a refund, etc.). That is, the customer’s (service system’s) well-being has somehow been improved.
.
As mentioned, value co-creation is not limited to the activities of any one exchange or a dyad of service systems. It occurs through the integration of existing resources with those available from a variety of service systems that can contribute to system well-being as determined by the system’s environmental context.
...
The resources of the service provider are adapted and integrated with a service system’s existing resources, and value is derived and determined in context – as with the tax and automobile examples above."
.
Trechos retirados de "On value and value co-creation: A service systems and service logic perspective" de Stephen L. Vargo, Paul P. Maglio e Melissa Archpru Akaka, publicado em 2008 pelo European Management Journal.
Reclamação para a Brisa
No sentido Porto-Amarante da A4, ao final do km 26, está um viaduto.
.
Esta noite (?) uma alma apaixonada colocou um lençol branco preso ao gradeamento com a seguinte frase:
.
"És a mulher da minha vida"
.
Pois bem, à hora a que passei um funcionário da Brisa retirava o dito lençol...
.
Porquê?
.
Qual o mal?
.
É proibido proclamar o amor por alguém? Se fosse propaganda política estava tudo bem
.
Esta noite (?) uma alma apaixonada colocou um lençol branco preso ao gradeamento com a seguinte frase:
.
"És a mulher da minha vida"
.
Pois bem, à hora a que passei um funcionário da Brisa retirava o dito lençol...
.
Porquê?
.
Qual o mal?
.
É proibido proclamar o amor por alguém? Se fosse propaganda política estava tudo bem
Evitar o crescer por crescer
Mais um percurso de jogging, mais um capítulo de "The Knack - How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Up" de Norm Brodsky e Bo Burlingham, desta vez o 11º com o título "The Decision to Grow":
.
"My point is that growth is a matter of choice. You don't have to grow at all if you don't want to. (Moi ici: Crescer por crescer pode ser o pior que acontece a uma empresa) You certainly don't have to strive to get as big as possible as fast as possible. If that's what you want, more power to you, but there's no rule of business that says you must. I can think of many situations in which smaller companies actually have a distinct advantage over larger ones. In fact, I've often found that it's easier to compete against a big company than against a well-run small company.
...
We beat the giants on service. We beat them on flexibility. We beat them on location and price. I can count on the fingers of one hand the number of customers (other than national accounts) that we've ever lost to the giants ...
I don't mean any disrespect toward our large competitors.
...
can't offer what we have: a highly focused, tightly knit, family-oriented small business with owners who are on the scene and actively involved. We play that advantage for all it's worth. All prospective customers visit our main warehouse and meet with me personally. I tell them, "Anytime you have a problem, you can just call me."
...
The message is one of accessibility and personal service, and we constantly look for ways to reinforce it."(Moi ici: Uma outra forma de dizer, batota!!)
...
So our size has been an advantage, especially in going after the small to medium accounts, which are the bread and butter of our industry. Our primary competition for them used to come not from the giants but from the other regional specialists, whose owners ran their businesses much as I ran mine. And that entrepreneurial edge is precisely what two of them lost when they were acquired by large companies."
.
Pessoalmente valorizo esta postura, crescer devagar. Associar qualidade de vida dos empresários, a correr detrás para a frente, a crescimento sustentado. Sobretudo, evitar o crescer por crescer.
.
"My point is that growth is a matter of choice. You don't have to grow at all if you don't want to. (Moi ici: Crescer por crescer pode ser o pior que acontece a uma empresa) You certainly don't have to strive to get as big as possible as fast as possible. If that's what you want, more power to you, but there's no rule of business that says you must. I can think of many situations in which smaller companies actually have a distinct advantage over larger ones. In fact, I've often found that it's easier to compete against a big company than against a well-run small company.
...
We beat the giants on service. We beat them on flexibility. We beat them on location and price. I can count on the fingers of one hand the number of customers (other than national accounts) that we've ever lost to the giants ...
I don't mean any disrespect toward our large competitors.
...
can't offer what we have: a highly focused, tightly knit, family-oriented small business with owners who are on the scene and actively involved. We play that advantage for all it's worth. All prospective customers visit our main warehouse and meet with me personally. I tell them, "Anytime you have a problem, you can just call me."
...
The message is one of accessibility and personal service, and we constantly look for ways to reinforce it."(Moi ici: Uma outra forma de dizer, batota!!)
...
So our size has been an advantage, especially in going after the small to medium accounts, which are the bread and butter of our industry. Our primary competition for them used to come not from the giants but from the other regional specialists, whose owners ran their businesses much as I ran mine. And that entrepreneurial edge is precisely what two of them lost when they were acquired by large companies."
.
Pessoalmente valorizo esta postura, crescer devagar. Associar qualidade de vida dos empresários, a correr detrás para a frente, a crescimento sustentado. Sobretudo, evitar o crescer por crescer.
Aumentar o valor potencial - subir na escala
Desconfio sempre dos macro-economistas.
.
Este senhor já defendeu a OTA com unhas e dentes... sim, pois.
.
Mas há algumas mensagens que já começou a perceber:
.
"É difícil de explicar, mas o nosso principal problema não é produzir ao mais baixo custo é produzir a valor unitário mais elevado. Para sermos mais competitivos precisamos de ser mais eficientes, mas o acento tónico da nossa competitividade está mais em produzir mais valor do nosso produto e não produzir a custo mais baixo. (Moi ici: Aleluia!!!) É este problema que está por detrás da economia não crescer e por detrás de um país a viver acima das suas possibilidades. O nível da despesa do Estado e das famílias está acima do que a competitividade do país permite."
...
"Podemos oferecer coisas muito interessantes do ponto de vista do desenvolvimento turístico, o sector que é o maior gerador de riqueza e de emprego a nível mundial. Não nos interessa uma sobre utilização dos recursos nem um modelo turístico predatório. No Algarve precisávamos de ter tido uma estratégia que alargasse a base territorial, mas nós construímos na falésia. Precisamos de fazer turismo na serra, de excelência. Precisamos de diferenciar para cima o tal valor unitário a subir. Precisamos de captar mercados que não sejam as classes médias da Alemanha, da Holanda e do Reino Unido. Isto é: cada vez mais um hotel não é um hotel, tem uma relação com o património, com a cultura, com os saberes regionais. (Moi ici: Há aqui algo de "service-dominant logic" (sdl) e já agora recordar este "canvas")
...
"Na agricultura a coisa pode correr-nos bem se for de grande valor. Quando se faz azeite e vinho como se faz medicamentos, de forma sofisticada, criando riqueza, sabendo que se está a produzir para um mercado de alto valor, vai ter sucesso. Portugal não tem dimensão para ser um grande produtor em quantidade de vinho, mas para ser um excelente produtor de vinhos altamente qualificados."
.
Trechos retirados de "Augusto Mateus: "Onde Portugal é competitivo é na mão-de-obra qualificada""
.
Este senhor já defendeu a OTA com unhas e dentes... sim, pois.
.
Mas há algumas mensagens que já começou a perceber:
.
"É difícil de explicar, mas o nosso principal problema não é produzir ao mais baixo custo é produzir a valor unitário mais elevado. Para sermos mais competitivos precisamos de ser mais eficientes, mas o acento tónico da nossa competitividade está mais em produzir mais valor do nosso produto e não produzir a custo mais baixo. (Moi ici: Aleluia!!!) É este problema que está por detrás da economia não crescer e por detrás de um país a viver acima das suas possibilidades. O nível da despesa do Estado e das famílias está acima do que a competitividade do país permite."
...
"Podemos oferecer coisas muito interessantes do ponto de vista do desenvolvimento turístico, o sector que é o maior gerador de riqueza e de emprego a nível mundial. Não nos interessa uma sobre utilização dos recursos nem um modelo turístico predatório. No Algarve precisávamos de ter tido uma estratégia que alargasse a base territorial, mas nós construímos na falésia. Precisamos de fazer turismo na serra, de excelência. Precisamos de diferenciar para cima o tal valor unitário a subir. Precisamos de captar mercados que não sejam as classes médias da Alemanha, da Holanda e do Reino Unido. Isto é: cada vez mais um hotel não é um hotel, tem uma relação com o património, com a cultura, com os saberes regionais. (Moi ici: Há aqui algo de "service-dominant logic" (sdl) e já agora recordar este "canvas")
...
"Na agricultura a coisa pode correr-nos bem se for de grande valor. Quando se faz azeite e vinho como se faz medicamentos, de forma sofisticada, criando riqueza, sabendo que se está a produzir para um mercado de alto valor, vai ter sucesso. Portugal não tem dimensão para ser um grande produtor em quantidade de vinho, mas para ser um excelente produtor de vinhos altamente qualificados."
.
Trechos retirados de "Augusto Mateus: "Onde Portugal é competitivo é na mão-de-obra qualificada""
Paralelismos
Ás vezes ... sinto com mais intensidade a forma como a nossa experiência anterior, se mantivermos a mente aberta, nos ajuda a fazer paralelismos interessantes.
.
Há cerca de 15 anos, quando a minha vida profissional era muito mais técnica-hard e ligada à engenharia do produto, trabalhei um pouco com uma ferramenta chamada "a casa da qualidade".
.
A casa da qualidade era a ferramenta-chave de uma abordagem chamada QFD - Quality Function Deployment.
.
A casa da qualidade é constituída por estas partes:
Concretizando com um exemplo:
Uma série de "casa da qualidade" permitiam fazer o desdobramento desde os requisitos do cliente até ao planeamento da produção e do seu controlo:
Hoje, interrogo-me, se no meu inconsciente, é esta a base para isto:
.
Há cerca de 15 anos, quando a minha vida profissional era muito mais técnica-hard e ligada à engenharia do produto, trabalhei um pouco com uma ferramenta chamada "a casa da qualidade".
.
A casa da qualidade era a ferramenta-chave de uma abordagem chamada QFD - Quality Function Deployment.
.
A casa da qualidade é constituída por estas partes:
segunda-feira, junho 06, 2011
Valor, sempre o valor, não o preço
Como combater a concorrência do baixo-preço?
.
Não, normalmente não passa pela redução de custos, se o concorrente estiver noutro campeonato, com preços muito mais baixos.
.
"That said, global brands might devote more of their efforts to upgrading their own products, taking a page from the playbook of footwear manufacturers challenged by Chinese counterfeiters in the 1990s. In addition to ramping up their own enforcement efforts to substitute for the work of government investigators, these manufacturers made their high-end items even more expensive, (Moi ici: Estratégia abordada aqui) ) to further distance their products from imitators. They added more top-tier leather, more crocodile hides, more use of imported machinery. Most of these improvements came in the form of upgrades to surface and side materials, which would clearly distinguish authentic shoes from knockoffs. The manufacturers seem to have come to the same conclusion Qian did: For top-of-the-line products, imitation isn't merely flattery—it's also good for business."
.
Claro que quem não tem uma marca... pode começar por a criar, alimentar e fazer crescer, com calma, com carinho, com tranquilidade, com segurança... de trás para a frente.
.
Trecho retirado de "The Highest Form of Flattery"
.
Não, normalmente não passa pela redução de custos, se o concorrente estiver noutro campeonato, com preços muito mais baixos.
.
"That said, global brands might devote more of their efforts to upgrading their own products, taking a page from the playbook of footwear manufacturers challenged by Chinese counterfeiters in the 1990s. In addition to ramping up their own enforcement efforts to substitute for the work of government investigators, these manufacturers made their high-end items even more expensive, (Moi ici: Estratégia abordada aqui) ) to further distance their products from imitators. They added more top-tier leather, more crocodile hides, more use of imported machinery. Most of these improvements came in the form of upgrades to surface and side materials, which would clearly distinguish authentic shoes from knockoffs. The manufacturers seem to have come to the same conclusion Qian did: For top-of-the-line products, imitation isn't merely flattery—it's also good for business."
.
Claro que quem não tem uma marca... pode começar por a criar, alimentar e fazer crescer, com calma, com carinho, com tranquilidade, com segurança... de trás para a frente.
.
Trecho retirado de "The Highest Form of Flattery"
O socialismo vai continuar
Este socialista, com aquela história:
.
"A construção de uma Organização política eficiente, que funcione como um sistema coerente e articulado, optimizando a utilização dos recursos de conhecimento, económicos e sociais nacionais."
.
Fez-me pensar nesta frase "Economia portuguesa deve ser submetida a «choque liberal"
.
Claro que os socialistas, como acham que a realidade se pode gerir completamente, depois ficam prisioneiros desta escalada "Fed Uncertainty Principle":
.
"After all, how can you give such power to a group of fools that have clearly proven they have no idea what they are doing?"
...
"The government/quasi-government body most responsible for creating this mess (the Fed), will attempt a big power grab, purportedly to fix whatever problems it creates. The bigger the mess it creates, the more power it will attempt to grab. Over time this leads to dangerously concentrated power into the hands of those who have already proven they do not know what they are doing."
...
"Don't expect the Fed to learn from past mistakes. Instead, expect the Fed to repeat them with bigger and bigger doses of exactly what created the initial problem."
.
Onde se lê Fed leia-se mentalidade socialista
.
"A construção de uma Organização política eficiente, que funcione como um sistema coerente e articulado, optimizando a utilização dos recursos de conhecimento, económicos e sociais nacionais."
.
Fez-me pensar nesta frase "Economia portuguesa deve ser submetida a «choque liberal"
.
Claro que os socialistas, como acham que a realidade se pode gerir completamente, depois ficam prisioneiros desta escalada "Fed Uncertainty Principle":
.
"After all, how can you give such power to a group of fools that have clearly proven they have no idea what they are doing?"
...
"The government/quasi-government body most responsible for creating this mess (the Fed), will attempt a big power grab, purportedly to fix whatever problems it creates. The bigger the mess it creates, the more power it will attempt to grab. Over time this leads to dangerously concentrated power into the hands of those who have already proven they do not know what they are doing."
...
"Don't expect the Fed to learn from past mistakes. Instead, expect the Fed to repeat them with bigger and bigger doses of exactly what created the initial problem."
.
Onde se lê Fed leia-se mentalidade socialista
Subscrever:
Comentários (Atom)
%2006.21.jpeg)
