A propósito deste texto "Crescimento sustentado" julgo que faltou ao autor, Luís Augusto Lobão Mendes, referir a fonte... "The Momentum Effect" de JC Larreche
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sexta-feira, julho 29, 2011
quinta-feira, julho 28, 2011
Ah! E se fosse um sinal?
Ontem à noite tive de assistir a uma reunião da direcção da secção de andebol do pequeno mas honrado clube onde a minha filha joga.
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Claro, como eu suspeitava, o tema passou por redução de custos e subida de quotas.
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A reunião foi super-interessante e no final fiquei com uma sensação agradável que não consegui justificar.
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Esta manhã, a caminho de Coimbra, ao reflectir sobre o que vi e ouvi, percebi o que é que tinha achado estranho e me tinha agradado tanto.
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Locus de controlo no interior.
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Desde o presidente da Associação Desportiva Arsenal de Canelas até aos dirigentes da secção de andebol, todo o discurso foi de locus de controlo no interior... nem uma vez se falou em pedir apoios, ajudas, subsídios. E até citaram números... sim quanto se gasta em gasóleo, gasóleo de aquecimento, electricidade, água, sandes para as atletas no final dos jogos...
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Nem por um minuto o discurso do coitadinho, da vítima que suspira por um salvador no exterior passou por aquela reunião...
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Ah! Se fosse um sinal, se fosse um sintoma de uma generalização em curso...
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Claro, como eu suspeitava, o tema passou por redução de custos e subida de quotas.
.
A reunião foi super-interessante e no final fiquei com uma sensação agradável que não consegui justificar.
.
Esta manhã, a caminho de Coimbra, ao reflectir sobre o que vi e ouvi, percebi o que é que tinha achado estranho e me tinha agradado tanto.
.
.
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Locus de controlo no interior.
.
Desde o presidente da Associação Desportiva Arsenal de Canelas até aos dirigentes da secção de andebol, todo o discurso foi de locus de controlo no interior... nem uma vez se falou em pedir apoios, ajudas, subsídios. E até citaram números... sim quanto se gasta em gasóleo, gasóleo de aquecimento, electricidade, água, sandes para as atletas no final dos jogos...
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Nem por um minuto o discurso do coitadinho, da vítima que suspira por um salvador no exterior passou por aquela reunião...
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Ah! Se fosse um sinal, se fosse um sintoma de uma generalização em curso...
As curvas de Stobachoff
Neste postal "Segmentação retrospectiva dos clientes" referi um artigo de Storbacka "Segmentation Based on Customer Profitability – Retrospective Analysis of Retail Bank Customer Bases" onde é mencionado o Stobachoff Index.
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Uma pesquisa na net permitiu-me encontrar uma interessante referência em "The strategic value of customer profitability analysis" de Erik M Van Raaij publicado por Marketing Intelligence Planning (2005) Volume: 23, Issue: 4, Publisher: Emerald Group Publishing Limited, Pages: 372-381 (obrigado ao Baidu) e outra no livro de Robert C. Blattberg, Byung-Do Kim e Scott A. Neslin "Database Marketing - Analyzing and Managing Customers" do qual retirei o extracto que se segue para memória futura na minha base de dados:
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"Van Raaij et al. (2003) report the first experience of a business-to-business company with incorporating customer value analysis into their marketing planning. The company, which we will call “DBM,” was a multinational firm in the market for professional cleaning products. It sold directly to end-users such as in-flight caterers and professional cleaning services, as well as through distributors. It divided its market into sectors such as healthcare, lodging, or dairy. Sales and profits had been leveling off after years of growth and DBM was worried about new competitors. Further non-product costs (e.g., costs to service customers) had been increasing. The company desired to assign these costs to individual customers and calculate customer profit.
DBM undertook a six-stage process to calculate profit at the customer level and then develop strategies based on the results:
1. Select active customers
2. Design the customer profitability calculation model
3. Calculate customer profit
4. Interpret the results
5. Develop strategies
6. Establish an infrastructure for future applications."
...
"The company used the customer profit curve to plot what they called a “Stobachoff” curve. This is simply the equivalent of a cumulative lift curve. It orders the customers according to profitability, and then plots the cumulative profit accounted for by these customers as one progresses from the highest to lowest profit.
shows that in this example, 75% of the customers are profitable (the curve increases up to about that point) while 25% are unprofitable. Given that the top 75% of customers accounts for 120% of the profits, the remaining 25% really drag profits down.
In this case there are a lot of profitable customers but they are subsidizing a relatively small number (at least a minority) of unprofitable customers. Note that by adding fixed costs through overhead, the firm may be distorting the true profitability of the remaining 25% of the customers. Some of these may be incrementally profitable." (Moi ici: E qual será o perfil na sua empresa? Basta recordar Byrnes para ficar com os cabelos em pé. E a minha experiência a trabalhar com PMEs, pouco ou nada habituadas ao conceito de clientes-alvo também não ajuda a melhorar o retrato)
"In the low dependence, low subsidizing cell, all customers are profitable and roughly equally so. In the low dependence, high subsidization cell, most customers are profitable but there are a few unprofitable customers who drag down total profits. In the high dependence, low subsidizing cell, there are only a few profitable customers and the rest of customers are unprofitable but not highly so. In perhaps the most dangerous case is the high dependence, high subsidization cell. In this case, there are a few highly profitable customers,
and many highly unprofitable customers. This is dangerous because if those few highly profitable customers should defect, the company would suddenly be losing a lot of money."
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Uma pesquisa na net permitiu-me encontrar uma interessante referência em "The strategic value of customer profitability analysis" de Erik M Van Raaij publicado por Marketing Intelligence Planning (2005) Volume: 23, Issue: 4, Publisher: Emerald Group Publishing Limited, Pages: 372-381 (obrigado ao Baidu) e outra no livro de Robert C. Blattberg, Byung-Do Kim e Scott A. Neslin "Database Marketing - Analyzing and Managing Customers" do qual retirei o extracto que se segue para memória futura na minha base de dados:
.
"Van Raaij et al. (2003) report the first experience of a business-to-business company with incorporating customer value analysis into their marketing planning. The company, which we will call “DBM,” was a multinational firm in the market for professional cleaning products. It sold directly to end-users such as in-flight caterers and professional cleaning services, as well as through distributors. It divided its market into sectors such as healthcare, lodging, or dairy. Sales and profits had been leveling off after years of growth and DBM was worried about new competitors. Further non-product costs (e.g., costs to service customers) had been increasing. The company desired to assign these costs to individual customers and calculate customer profit.
DBM undertook a six-stage process to calculate profit at the customer level and then develop strategies based on the results:
1. Select active customers
2. Design the customer profitability calculation model
3. Calculate customer profit
4. Interpret the results
5. Develop strategies
6. Establish an infrastructure for future applications."
...
"The company used the customer profit curve to plot what they called a “Stobachoff” curve. This is simply the equivalent of a cumulative lift curve. It orders the customers according to profitability, and then plots the cumulative profit accounted for by these customers as one progresses from the highest to lowest profit.
In this case there are a lot of profitable customers but they are subsidizing a relatively small number (at least a minority) of unprofitable customers. Note that by adding fixed costs through overhead, the firm may be distorting the true profitability of the remaining 25% of the customers. Some of these may be incrementally profitable." (Moi ici: E qual será o perfil na sua empresa? Basta recordar Byrnes para ficar com os cabelos em pé. E a minha experiência a trabalhar com PMEs, pouco ou nada habituadas ao conceito de clientes-alvo também não ajuda a melhorar o retrato)
and many highly unprofitable customers. This is dangerous because if those few highly profitable customers should defect, the company would suddenly be losing a lot of money."
As coisas vão aquecer mesmo... excepto para os panglossianos da treta.
Pessoas de algumas empresas exportadoras com quem tenho falado transmitem-me alguma preocupação face aos próximos meses... dizem-me que o primeiro semestre de 2011 foi melhor do que o homólogo de 2010. No entanto, pressentem nas encomendas um segundo semestre de 2011 mais pessimista.
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Em linha com "Recession Warning in Europe’s Periphery" (o 1º gráfico esclarece tudo...):
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"“The Eurozone recovery lost almost all of its momentum in July, recording the weakest growth since August 2009 when the recovery first began. Excluding the financial crisis, the July survey was the most downbeat since the Iraq war in 2003, and consistent with a flat trend in quarterly gross domestic product."
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E tendo em conta isto:
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"As Ken Rogoff and Carmen Reinhart noted in their book This Time It’s Different, “Overt domestic default tends to occur only in times of severe macroeconomic distress.” The most likely window for a Greek (or other Euro-nation) default will be at a point when France and Germany are experiencing economic downturns sufficient to douse the political will to bail out their neighbours at a cost to their own citizens”. (Moi ici: Atenção à França)
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As coisas vão aquecer mesmo... excepto para os panglossianos da treta.
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Em linha com "Recession Warning in Europe’s Periphery" (o 1º gráfico esclarece tudo...):
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"“The Eurozone recovery lost almost all of its momentum in July, recording the weakest growth since August 2009 when the recovery first began. Excluding the financial crisis, the July survey was the most downbeat since the Iraq war in 2003, and consistent with a flat trend in quarterly gross domestic product."
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E tendo em conta isto:
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"As Ken Rogoff and Carmen Reinhart noted in their book This Time It’s Different, “Overt domestic default tends to occur only in times of severe macroeconomic distress.” The most likely window for a Greek (or other Euro-nation) default will be at a point when France and Germany are experiencing economic downturns sufficient to douse the political will to bail out their neighbours at a cost to their own citizens”. (Moi ici: Atenção à França)
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As coisas vão aquecer mesmo... excepto para os panglossianos da treta.
Austrian Economics e comentários à luz de Service-Dominant Logic
"Menger insists throughout his work that value is essentially subjective, and that therefore economics must be in the main a subjective science. Goods have no inherent value in themselves. They are valued because they help to satisfy some human want or need."
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Não, não é um texto sobre service-dominant logic.
...
"in a given community the exchange value of a given increment of each good will be determined by the relation between its total available quantity and the intensity of the human need or want that it fills."
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"Thus while the classical Ricardian doctrine held that the "normal" value of consumption goods was determined by their "cost of production," the Austrian doctrine holds that the "cost of production" itself is ultimately determined by the value of consumption goods.
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These two doctrines can be partly reconciled in the statement that though what a good has cost to produce cannot directly determine its value, what it will cost to produce determines how much of it will continue to be made. It is the limit that cost of production puts upon the total quantity of a good produced that determines its marginal value and therefore its market price."
...
Agora algo que a service-dominant logic já ultrapassou com a subordinação da troca à experiência durante o uso.
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"To return to Menger: His Principles of Economics next presents a "theory of exchange." In this he points out that men do not buy from or sell to or exchange with each other merely because of a "propensity of men to truck and barter," as implied by Adam Smith, but because each man seeks to maximize his satisfactions (Moi ici: maximize or satisfice?) by exchanging what he values less for what he values more. In this way the satisfaction of all is increased. Exchange is thus an integral part of the whole process of production. (Moi ici: E para lá da troca, não esquecer a experiência do valor durante o uso ) What is being produced is value. (Moi ici: Aqui também há contribuições importantes da service-dominant logic como ilustra esta figura sobre produção versus co-criação de valor) Menger's whole theory of price, to repeat, is developed on the basis of "the subjective character of value.""
...
E, para terminar uma referência à treta da macroeconomia neo-clássica:
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"Now "general equilibrium" is defined by these economists (when it ever is) in highly abstract and obscure phrases; but for laymen it might be defined as a condition in which all the tens of thousands or millions of commodities and services are being turned out in the exact quantities and proportions in which they are relatively wanted by producers or consumers, so that there are no "shortages" or "surpluses." All prices reflect costs, and there is no more profit in making one commodity than any other. (In fact, there is no "pure" profit at all.) These economists admit that at any moment this condition does not exist, but they contend that there is a constant long-run tendency toward equilibrium, because when there is an unusual profit in turning out some one product, producers will turn out more of it, and when there is a loss in turning out some other product, producers will make less of it, or transfer to making something else.
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The concept itself is extremely nebulous. Neoclassical economists seem obsessed today with setting up complicated algebraic equations stipulating the conditions of equilibrium or functional relations under "perfect competition" and the like, but it is difficult to specify precisely what their x's and y's stand for. They cannot refer to physical quantities, because you cannot add apples to horses, or a ton of gold watches to a ton of sand. One might add or compare quantities times prices, but what would be the meaning of the total, or any of the parts that make it up? The price, even of one commodity, differs from hour to hour, place to place, and transaction to transaction. The value of the currency itself fluctuates and constantly changes its exchange ratio with commodities. If we simply add or compare "values," then we must recognize that values are purely subjective. They are impossible to measure or to total because they differ with each individual.
If we pass over these fundamental difficulties, where do we arrive? Even if we assume that there may be a persistent long-run tendency toward general equilibrium, we must admit that there is also a persistent short-run and long-run tendency toward the persistence of disequilibrium.
This is not only because there is a tendency of entrepreneurs, in increasing or reducing production in response to market and profit signals, to overshoot the mark, but because individual entrepreneurs, so far from making merely automatic responses, are constantly gaining new knowledge, alert to new opportunities, changing methods and reducing production costs, improving products, innovating — turning out entirely new products or inventions. And consumers too are constantly learning, changing tastes, and demanding new products to meet new wants. So Austrian economists seldom speak of market equilibrium, but of the market process."
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Trechos retirados de "Understanding "Austrian" Economics"
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BTW "For Love of Laissez-Faire"
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Não, não é um texto sobre service-dominant logic.
...
"in a given community the exchange value of a given increment of each good will be determined by the relation between its total available quantity and the intensity of the human need or want that it fills."
...
"Thus while the classical Ricardian doctrine held that the "normal" value of consumption goods was determined by their "cost of production," the Austrian doctrine holds that the "cost of production" itself is ultimately determined by the value of consumption goods.
.
These two doctrines can be partly reconciled in the statement that though what a good has cost to produce cannot directly determine its value, what it will cost to produce determines how much of it will continue to be made. It is the limit that cost of production puts upon the total quantity of a good produced that determines its marginal value and therefore its market price."
...
Agora algo que a service-dominant logic já ultrapassou com a subordinação da troca à experiência durante o uso.
.
"To return to Menger: His Principles of Economics next presents a "theory of exchange." In this he points out that men do not buy from or sell to or exchange with each other merely because of a "propensity of men to truck and barter," as implied by Adam Smith, but because each man seeks to maximize his satisfactions (Moi ici: maximize or satisfice?) by exchanging what he values less for what he values more. In this way the satisfaction of all is increased. Exchange is thus an integral part of the whole process of production. (Moi ici: E para lá da troca, não esquecer a experiência do valor durante o uso ) What is being produced is value. (Moi ici: Aqui também há contribuições importantes da service-dominant logic como ilustra esta figura sobre produção versus co-criação de valor) Menger's whole theory of price, to repeat, is developed on the basis of "the subjective character of value.""
...
E, para terminar uma referência à treta da macroeconomia neo-clássica:
.
"Now "general equilibrium" is defined by these economists (when it ever is) in highly abstract and obscure phrases; but for laymen it might be defined as a condition in which all the tens of thousands or millions of commodities and services are being turned out in the exact quantities and proportions in which they are relatively wanted by producers or consumers, so that there are no "shortages" or "surpluses." All prices reflect costs, and there is no more profit in making one commodity than any other. (In fact, there is no "pure" profit at all.) These economists admit that at any moment this condition does not exist, but they contend that there is a constant long-run tendency toward equilibrium, because when there is an unusual profit in turning out some one product, producers will turn out more of it, and when there is a loss in turning out some other product, producers will make less of it, or transfer to making something else.
.
The concept itself is extremely nebulous. Neoclassical economists seem obsessed today with setting up complicated algebraic equations stipulating the conditions of equilibrium or functional relations under "perfect competition" and the like, but it is difficult to specify precisely what their x's and y's stand for. They cannot refer to physical quantities, because you cannot add apples to horses, or a ton of gold watches to a ton of sand. One might add or compare quantities times prices, but what would be the meaning of the total, or any of the parts that make it up? The price, even of one commodity, differs from hour to hour, place to place, and transaction to transaction. The value of the currency itself fluctuates and constantly changes its exchange ratio with commodities. If we simply add or compare "values," then we must recognize that values are purely subjective. They are impossible to measure or to total because they differ with each individual.
If we pass over these fundamental difficulties, where do we arrive? Even if we assume that there may be a persistent long-run tendency toward general equilibrium, we must admit that there is also a persistent short-run and long-run tendency toward the persistence of disequilibrium.
This is not only because there is a tendency of entrepreneurs, in increasing or reducing production in response to market and profit signals, to overshoot the mark, but because individual entrepreneurs, so far from making merely automatic responses, are constantly gaining new knowledge, alert to new opportunities, changing methods and reducing production costs, improving products, innovating — turning out entirely new products or inventions. And consumers too are constantly learning, changing tastes, and demanding new products to meet new wants. So Austrian economists seldom speak of market equilibrium, but of the market process."
.
Trechos retirados de "Understanding "Austrian" Economics"
.
BTW "For Love of Laissez-Faire"
A orgia alavancou isto
"Construtoras nacionais sobem no ranking das maiores na Europa"
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3 empresas entre o top 50 europeu ... fará sentido?
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Agora o que me deixou água na boca foi este sublinhado:
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"Nas vinte maiores empresas europeias – nas quais se contam grupos franceses, alemães, espanholas, britânicos, suecos, um holandês, um austríaco e um finlandês – cerca de metade o total das vendas já é conseguido em contexto internacional.
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Há ainda entre este grupo das 20 maiores nove empresas em que metade do seu volume de negócios já é conseguido com base em actividade fora do sector da construção."
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Não sei porquê, sem ironia, lembrei-me logo the Al "Chainsaw" Dunlap...
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3 empresas entre o top 50 europeu ... fará sentido?
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Agora o que me deixou água na boca foi este sublinhado:
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"Nas vinte maiores empresas europeias – nas quais se contam grupos franceses, alemães, espanholas, britânicos, suecos, um holandês, um austríaco e um finlandês – cerca de metade o total das vendas já é conseguido em contexto internacional.
...
Há ainda entre este grupo das 20 maiores nove empresas em que metade do seu volume de negócios já é conseguido com base em actividade fora do sector da construção."
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Não sei porquê, sem ironia, lembrei-me logo the Al "Chainsaw" Dunlap...
quarta-feira, julho 27, 2011
Relíquia
Ao final da manhã, ao regressar de S João da Madeira, perto de casa tenho de ultrapassar um ...
... carro de bois.
Nunca esquecer a missão
A propósito de ""Benchmarking" em cuidados de saúde primários" algumas questões:
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Um cidadão está "condenado" a frequentar uma USF ou pode escolher?
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Se um cidadão não pode escolher...
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Balanced scorecard tem a palavra balanceado, a palavra equilibrado por algum motivo.
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Com uma aposta exclusiva na eficiência os "condenados" que se danem. Podem-me responder:
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"Também vamos medir a satisfação dos utentes"
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Mas se os utentes não podem mudar... não lhes adianta nada.
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Num balanced scorecard para organizações públicas sem fins lucrativos, na base está o cumprimento do orçamento, está a eficiência. No topo, está a missão da organização!
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Uma organização eficiente que não cumpre a sua missão está a cavar a sua sepultura. Basta chegar ao poder um Raul Castro que é logo cortada... e não terá ninguém na rua a lutar por ela.
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Um cidadão está "condenado" a frequentar uma USF ou pode escolher?
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Se um cidadão não pode escolher...
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Balanced scorecard tem a palavra balanceado, a palavra equilibrado por algum motivo.
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Com uma aposta exclusiva na eficiência os "condenados" que se danem. Podem-me responder:
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"Também vamos medir a satisfação dos utentes"
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Mas se os utentes não podem mudar... não lhes adianta nada.
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Num balanced scorecard para organizações públicas sem fins lucrativos, na base está o cumprimento do orçamento, está a eficiência. No topo, está a missão da organização!
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Uma organização eficiente que não cumpre a sua missão está a cavar a sua sepultura. Basta chegar ao poder um Raul Castro que é logo cortada... e não terá ninguém na rua a lutar por ela.
Segmentação retrospectiva dos clientes
Ontem, durante mais uma viagem de comboio, tive oportunidade de ler "Segmentation based on customer profitability - retrospective analysis of retail bank customer bases" Journal of Marketing Management, (1997) 13(5), 479-492 de Kaj Storbacka.
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O artigo apresenta várias formas de segmentar clientes actuais com base numa análise retrospectiva.
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"it is increasingly difficult to build marketing activities on the notion of a market. The "markets" are fragmenting rapidly and we are moving towards a time when the only relevant segment is the individual customer. (Moi ici: Olhar olhos nos olhos gente de carne e osso em vez de enganadores fantasmas estatísticos) Taking a genuinely customer oriented view on marketing changes many of the fundamental marketing assumptions and thus marketing in itself changes."
...
"The proportion of profitable customers obviously varies among providers. Cooper and Kaplan (I991) suggest that, in certain industrial markets, 20% of the customer relationships stand for 225% of the total customer base profitability." (Moi ici: E na sua empresa? Qual a % de clientes que têm dado prejuízo e nunca darão lucro?)
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O artigo começa com um exemplo de segmentação retrospectiva com base no critério mais simples: o volume de vendas:
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"It is also interesting to note that the customers with RV between 50.000 and 250.000 represent about 20% of the customer base and stand for approximately 90% of total customer base profitability. Hence, these groups can be argued to be the most important ones. This does not, however, indicate that the customers in these groups as individuals are the most important ones. An average customer, in the highest Relationship Volume group, contributes more than 25 times the profitability of an average customer in the group 25.000-49.999, more than eight times the profitability of an average customer in the group 50.000-99.999, about five times the profitability of an average customer in the group 100.000-249.999, and about threefold the profitability of an average customer in the group 250.000-499.999. The average profitability of customers in the small volume groups that are unprofitable is just a few hundred negative. As almost 50% of all customers, are in these groups, and as it is not possible to increase volume-based revenue (without increasing volume) it could indicate that just a small increase in the average fee-based revenue could have a major impact on the total profitability of the customer base.
. As a conclusion, we note that even the simplest way of segmenting customer bases provides powerful insights in the configuration of customer relationships and creates a foundation for strategic development of products and pricing mechanisms."
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Outros indicadores usados no artigo para segmentar clientes:
.
O artigo apresenta várias formas de segmentar clientes actuais com base numa análise retrospectiva.
.
"it is increasingly difficult to build marketing activities on the notion of a market. The "markets" are fragmenting rapidly and we are moving towards a time when the only relevant segment is the individual customer. (Moi ici: Olhar olhos nos olhos gente de carne e osso em vez de enganadores fantasmas estatísticos) Taking a genuinely customer oriented view on marketing changes many of the fundamental marketing assumptions and thus marketing in itself changes."
...
"The proportion of profitable customers obviously varies among providers. Cooper and Kaplan (I991) suggest that, in certain industrial markets, 20% of the customer relationships stand for 225% of the total customer base profitability." (Moi ici: E na sua empresa? Qual a % de clientes que têm dado prejuízo e nunca darão lucro?)
.
O artigo começa com um exemplo de segmentação retrospectiva com base no critério mais simples: o volume de vendas:
.
"It is also interesting to note that the customers with RV between 50.000 and 250.000 represent about 20% of the customer base and stand for approximately 90% of total customer base profitability. Hence, these groups can be argued to be the most important ones. This does not, however, indicate that the customers in these groups as individuals are the most important ones. An average customer, in the highest Relationship Volume group, contributes more than 25 times the profitability of an average customer in the group 25.000-49.999, more than eight times the profitability of an average customer in the group 50.000-99.999, about five times the profitability of an average customer in the group 100.000-249.999, and about threefold the profitability of an average customer in the group 250.000-499.999. The average profitability of customers in the small volume groups that are unprofitable is just a few hundred negative. As almost 50% of all customers, are in these groups, and as it is not possible to increase volume-based revenue (without increasing volume) it could indicate that just a small increase in the average fee-based revenue could have a major impact on the total profitability of the customer base.
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Outros indicadores usados no artigo para segmentar clientes:
- profitability based segmentation
- segmentation based on relatioship volume and customer relatioship profitability
E voltamos sempre ao nosso alicerce: quem são os clientes-alvo? Quem são os clientes que merecem todo o investimento? E quem são os que nos colocam numa relação ganhar-perder? Não esquecer os números de Jonathan Byrnes
terça-feira, julho 26, 2011
Again, repit with me: Value is a feeling, not a calculation
Uma vez mais Greg Satell nails it com "4 Things to Know About Brand Value":
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"brands are conceptual. They allow us to dream, to think of things other than logistics and pricing and firing people. Reflecting on brands help us escape from the drudgery of work." (Moi ici: As marcas fogem à matematização... mas não as marcas ôcas, porque se tornaram ôcas, porque se radioclubeportuguisaram, e já só são um nome, uma carcaça exterior. Sim as marcas que continuam a queimar as pestasnas a arranjar formas de surpreender os potenciais clientes)
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"1. A Brand is a Promise
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From an evolutionary perspective, emotions helped us remember what was important. When we saw a rustle in the bushes and our best friend got eaten by a lion, it was important to be able to remember the incident without repetition (a luxury man eating lions are unlikely to grant).
That’s why as much as we would like to think otherwise, decision making tends to be driven by emotions rather than rationality. Great brands are built through emotional associations."
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E como é que isso acontece na sua empresa? É deixado ao acaso ou é desenhado?
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"brands are conceptual. They allow us to dream, to think of things other than logistics and pricing and firing people. Reflecting on brands help us escape from the drudgery of work." (Moi ici: As marcas fogem à matematização... mas não as marcas ôcas, porque se tornaram ôcas, porque se radioclubeportuguisaram, e já só são um nome, uma carcaça exterior. Sim as marcas que continuam a queimar as pestasnas a arranjar formas de surpreender os potenciais clientes)
.
"1. A Brand is a Promise
Usually when people think about brands they think about logos and marketing slogans, but a brand is much more than that. ... brand value is the value of promises made and kept." (Moi ici: Actualmente ando com outra ideia na cabeça. E quando compramos um artigo que saiu melhor do que a encomenda? E quando compramos um artigo e, com o começo do uso, o valor que lhe atribuímos continua a crescer? O potencial de valor que o fabricante podia capturar ainda mais... e, como já escrevi aqui no blogue e comentava com um empresário esta semana, é tão comum os empresários portugueses subestimarem-se... não apostam na comunicação, no marketing e, depois, são como Figos que morrem a jogar no Pastilhas para sempre... ou pior, jogam no Pastilhas e outros é que capturam o valor)
...
"2. Brands Have Tangible Value
There is a reason that companies spend billions of dollars every year to make promises and go to such great lengths to keep them: Money. Cold hard cash. Moolah and lots of it!"
...
"4. Emotions Build Brands
While brands are financial entities, they are built through emotions. As I wrote in an earlier post, emotions are like a little yellow highlighter in our brains. They’re powerful because they bypass the rational center in our forebrains and go straight to embedding themselves in our brain’s synaptic pathways..
From an evolutionary perspective, emotions helped us remember what was important. When we saw a rustle in the bushes and our best friend got eaten by a lion, it was important to be able to remember the incident without repetition (a luxury man eating lions are unlikely to grant).
That’s why as much as we would like to think otherwise, decision making tends to be driven by emotions rather than rationality. Great brands are built through emotional associations."
.
E como é que isso acontece na sua empresa? É deixado ao acaso ou é desenhado?
Não é armadilhar, é criar harmonia, é construir uma sinfonia...
Ao identificar os intervenientes num potencial mercado que queremos criar, temos de pensar na proposta de valor para os clientes directos, os distribuidores na figura...
também temos de pensar numa proposta de valor para os compradores (clientes dos clientes), numa proposta de valor para os utilizadores e outra, ainda, para os influenciadores.
.
Ou seja, temos de criar um alinhamento, uma sinfonia de propostas de valor que crie um mercado em que todos tenham algo a ganhar. A esse conjunto de propostas de valor podemos chamar de... proposta de mercado para criar uma nova configuração do mercado.
.
Pois é essa a proposta de Storbacka e Nenonen em "Scripting markets: From value propositions to market propositions" publicado por Industrial Marketing Management Volume 40, Issue 2, February 2011, Pages 255-266. Um excelente artigo:
.
"markets are socially constructed, subjective realities that can be altered by different actors in the market.
...
economic action is embedded in networks of social relationships and that markets are socially constructed
...
This paper builds on the foundational propositions of the S-D logic and takes as its starting point the following assumptions: (1) markets consist of networks of market actors, (2) markets are social constructions co-created by market actors, and (3) markets are resource integrators aiming at the co-creation of value.
...
organizations “produce” the environments to which they respond, through their actions and selective attention, Brooks (1995) claim that “enacted markets” are outcomes of prior transactions between actors. Thus, the market is defined by the already established relationships and this “structure” form mental barriers against other perceptions of the market. (Moi ici: Esta a maior barreira que se pode enfrentar. A barreira criada pelo nosso próprio cérebro.)
...
Market practices are defined as the interactions between market actors within a market configuration
...
markets cannot be seen as given constructions where actors compete for positions. The focal actor can, hence, make subjective market definitions and attempt to influence other to share this definition (create a “shared social construction”), i.e. the actor engages in market making.
...
Scripting markets – making market propositions
Market scripting can be defined as the conscious activities conducted by a market actor in order to alter the current market configuration in its favour. Central to market scripting is the subjective motive of the focal actor to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. (Moi ici: Aqui entra a capacidade de calçar os sapatos do outro... algo de muito pouco português. É preciso ir para além do momento da troca entre cliente e fornecedor e visualizar a vida do cliente, e visualizar as experiências que se podem influenciar nessa vida... é preciso pensar em Brandenburger e Nalebuff e nas relações ganhar-ganhar que se podem criar. Como criar um mercado em que todos os actores estão em sintonia com a nossa empresa?)
...
The concept of market scripting asks for an enlargement of the idea proposed by Vargo and Lusch (2004), re-phrased as “the enterprise cannot deliver value, but only offer value propositions” in Vargo and Lusch (2008). As value is increasingly co-created in networks, in market practices participated by several actors, the argument could be that “the firm offers market propositions”, signifying that successful firms need to offer their view on how the market should be configured and engage actors in collective sensemaking activities aimed at creating a shared market view. (Moi ici: Isto é poesia... pura poesia)
...
We define market propositions as resource integration promises: the scripting actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible.
...
A key objective of configurations is to create harmony, consonance, or fit between configurative elements. Elements of a configuration interact if the value of one element depends on the presence of the other element; reinforce each other if the value of each element is increased by the presence of the other element; and are independent if the value of an element is independent of the presence of another element.
...
Several different market configurations may be effective, as long as the elements reinforce each other in order to achieve a high degree of configurational fit, achieved when the resource and capability density maximizes the network’s aggregated value creation.
...
markets develop and change by influencing market configurations
...
firms are increasingly engaged in complex market configurations where the alignment of market views becomes central for success. Firms, hence, need to offer market propositions: offer their view on how the market should be configured and engage actors in activities aimed at creating a shared market view. Market propositions are in essence resource integration promises: the focal actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible. (Moi ici: Isto é jogar o jogo num novo nível... and I love this game)
.
We labelled the practice of making market propositions market scripting, and defined it as the scripting actor’s activities aimed a altering an extant market configuration: to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. Market scripting mechanisms are based on the performativity of all the configurative elements."
.
É mesmo isto!!!
.
Claro que nem todos os clientes, ou intervenientes a jusante poderão fazer parte do jogo, só os que estiverem preparados para alinhar porque vão ganhar.
.
Ou seja, temos de criar um alinhamento, uma sinfonia de propostas de valor que crie um mercado em que todos tenham algo a ganhar. A esse conjunto de propostas de valor podemos chamar de... proposta de mercado para criar uma nova configuração do mercado.
.
Pois é essa a proposta de Storbacka e Nenonen em "Scripting markets: From value propositions to market propositions" publicado por Industrial Marketing Management Volume 40, Issue 2, February 2011, Pages 255-266. Um excelente artigo:
.
"markets are socially constructed, subjective realities that can be altered by different actors in the market.
...
economic action is embedded in networks of social relationships and that markets are socially constructed
...
This paper builds on the foundational propositions of the S-D logic and takes as its starting point the following assumptions: (1) markets consist of networks of market actors, (2) markets are social constructions co-created by market actors, and (3) markets are resource integrators aiming at the co-creation of value.
...
organizations “produce” the environments to which they respond, through their actions and selective attention, Brooks (1995) claim that “enacted markets” are outcomes of prior transactions between actors. Thus, the market is defined by the already established relationships and this “structure” form mental barriers against other perceptions of the market. (Moi ici: Esta a maior barreira que se pode enfrentar. A barreira criada pelo nosso próprio cérebro.)
...
Market practices are defined as the interactions between market actors within a market configuration
...
markets cannot be seen as given constructions where actors compete for positions. The focal actor can, hence, make subjective market definitions and attempt to influence other to share this definition (create a “shared social construction”), i.e. the actor engages in market making.
...
Scripting markets – making market propositions
Market scripting can be defined as the conscious activities conducted by a market actor in order to alter the current market configuration in its favour. Central to market scripting is the subjective motive of the focal actor to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. (Moi ici: Aqui entra a capacidade de calçar os sapatos do outro... algo de muito pouco português. É preciso ir para além do momento da troca entre cliente e fornecedor e visualizar a vida do cliente, e visualizar as experiências que se podem influenciar nessa vida... é preciso pensar em Brandenburger e Nalebuff e nas relações ganhar-ganhar que se podem criar. Como criar um mercado em que todos os actores estão em sintonia com a nossa empresa?)
...
The concept of market scripting asks for an enlargement of the idea proposed by Vargo and Lusch (2004), re-phrased as “the enterprise cannot deliver value, but only offer value propositions” in Vargo and Lusch (2008). As value is increasingly co-created in networks, in market practices participated by several actors, the argument could be that “the firm offers market propositions”, signifying that successful firms need to offer their view on how the market should be configured and engage actors in collective sensemaking activities aimed at creating a shared market view. (Moi ici: Isto é poesia... pura poesia)
...
We define market propositions as resource integration promises: the scripting actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible.
...
A key objective of configurations is to create harmony, consonance, or fit between configurative elements. Elements of a configuration interact if the value of one element depends on the presence of the other element; reinforce each other if the value of each element is increased by the presence of the other element; and are independent if the value of an element is independent of the presence of another element.
...
Several different market configurations may be effective, as long as the elements reinforce each other in order to achieve a high degree of configurational fit, achieved when the resource and capability density maximizes the network’s aggregated value creation.
...
markets develop and change by influencing market configurations
...
firms are increasingly engaged in complex market configurations where the alignment of market views becomes central for success. Firms, hence, need to offer market propositions: offer their view on how the market should be configured and engage actors in activities aimed at creating a shared market view. Market propositions are in essence resource integration promises: the focal actor promises to enhance value creation for participating actors by creating a market configuration that makes increased density of resources and capabilities, and value co-creation possible. (Moi ici: Isto é jogar o jogo num novo nível... and I love this game)
.
We labelled the practice of making market propositions market scripting, and defined it as the scripting actor’s activities aimed a altering an extant market configuration: to align the mental models and business models of other market actors so that they reinforce the mental and business models of the scripting actor, and increase marketness. Market scripting mechanisms are based on the performativity of all the configurative elements."
.
É mesmo isto!!!
.
Claro que nem todos os clientes, ou intervenientes a jusante poderão fazer parte do jogo, só os que estiverem preparados para alinhar porque vão ganhar.
Inovação e Mongo de braço dado
Ontem falei ao telefone com alguém que vai achar este artigo uma alma gémea do projecto de projecto que a move neste momento:
.
"Quirky: The Solution to the Innovator's Dilemma"
.
"Quirky: The Solution to the Innovator's Dilemma"
Amor à terra
Ontem estive em Guimarães.
.
Em qualquer café da região de Guimarães há uma presença constante:
.
Em qualquer café da região de Guimarães há uma presença constante:
Têm mesmo de mudar de vida
Em 1983, aquando da intervenção do FMI, foram pedidos sacrifícios aos portugueses e às empresas.
.
Com a adesão à, então, CEE e com a globalização...
.
Em 2011, com a intervenção do FMI, já só estão a ser pedidos sacrifícios aos portugueses.
.
Mas o caminho está traçado:
.
"Estrangeiros vão-se embora e levam o dinheiro na mala"
.
"Emigração anual 1850-2008"
.
Com a adesão à, então, CEE e com a globalização...
.
Em 2011, com a intervenção do FMI, já só estão a ser pedidos sacrifícios aos portugueses.
.
Mas o caminho está traçado:
.
"Estrangeiros vão-se embora e levam o dinheiro na mala"
.
"Emigração anual 1850-2008"
Temos o que construímos
Enquanto por cá a sanha nunca mais abranda:
.
"Os apanhadores de cogumelos silvestres que se dedicam à sua comercialização vão ser, a breve prazo, obrigados a ter uma carta de apanhador."
.
Na Índia:
.
"The flowering of these industrial bases can be traced to the early 1990s. That is when a financial crisis forced Indian policy makers to slough off socialist policies known as the “licenses raj,” which tightly regulated industrial production and kept foreign competition out. The changes let businesses set up factories based on market demand and allowed foreigners to invest in India, exposing domestic companies to greater competition."
.
Temos o que construímos.
.
Trecho retirado de "Manufactured Goods Lead Surge in Indian Exports"
.
"Os apanhadores de cogumelos silvestres que se dedicam à sua comercialização vão ser, a breve prazo, obrigados a ter uma carta de apanhador."
.
Na Índia:
.
"The flowering of these industrial bases can be traced to the early 1990s. That is when a financial crisis forced Indian policy makers to slough off socialist policies known as the “licenses raj,” which tightly regulated industrial production and kept foreign competition out. The changes let businesses set up factories based on market demand and allowed foreigners to invest in India, exposing domestic companies to greater competition."
.
Temos o que construímos.
.
Trecho retirado de "Manufactured Goods Lead Surge in Indian Exports"
segunda-feira, julho 25, 2011
It's the relationship, stupid
Este fim-de-semana o Aranha ligou-me para contar uma sucessão de experiências positivas que tem tido com funcionários da Worten, que o têm ajudado a fazer compras através de autêntica consultoria de compra.
.
Contei-lhe como não tenho tido a mesma sorte. Nem com a Worten, nem com a Staples (parece-me um caso perdido. Não basta a simpatia dos funcionários se a empresa falha nos seus processos), nem com o El Corte Inglés (sim, para meu espanto, até no El Corte Inglés de Gaia um potencial cliente pode estar minutos na zona das canetas, a precisar de ajuda e ninguém aparece)
.
Esta manhã bem cedo, antes de ir para Guimarães, onde estou, li mais um trecho do livro "Total Relationship Marketing" de Evert Gummesson. E, sinceramente, fiquei com dúvidas sobre o que li, porque para mim parece-me claro como água a resposta à questão que o autor coloca (talvez seja porque é feita na página 47 de um livro com mais de 350 páginas). Ora vejamos:
.
“A major question is wether it is possible to create a relationship if you have thousands or even millions of customers as can be the case, particularly in B2C/C2B. The B2B companies can also have numerous customers but often they have a limited number of key customers to whom they establish a close personal relationship.
…
With numerous customers, isn’t mass marketing through advertising and supermarket distribution the only possibility? In mass marketing, the customer is anonymous. The contact through ‘mass communication’ is indirect, impersonal and one-way. In fact, it is deceptive to call it communication, which should be a two-way street. At best it is information, at worst it is barely noise.
.
In the rationalistic mode of the Western industrialized world, the cost of keeping personal relationships is too high, especially if the value proposition includes a low price or is exposed to fierce price competition. Therefore, relationships are made mechanical, which is possible by means of large-scale mass marketing, supermarkets and self-service.
.
Personal relationships are substituted for packages which carry product and price information, and the consumers themselves fill carts and bags with goods.”
.
Ao ler este trecho a minha mente fervilhava de exemplos com a resposta como o da Tavar's. No acto de compra, no momento em que faço a troca do serviço por dinheiro, contacto com alguém que pode fazer a diferença. Quando procuro ajuda na loja, quando sou saudado ao entrar na loja, há um humano que pode fazer magia comigo e criar uma relação... há alguém que pode (lembram-se?) fazer batota.
.
Ao meter-se gente sem formação sobre como atender os clientes e sobre os produtos, gente a ganhar pouco... cria-se uma espiral negativa que não deixa as relações desenvolverem-se.
.
Há bocado, recebo um e-mail do Aranha a sublinhar este postal de Seth Godin "No such thing as business ethics". Escreve ele e sublinha ele:
.
"Nem de propósito, a bater naquela reflexão sobre se são os empregados da worten ou as políticas worten que me têm passado uma excelente imagem…"
"I worry that we absolve ourselves of responsibility when we talk about business ethics and corporate social responsibility. Corporations are collections of people, and we ought to insist that those people (that would be us) do the right thing. Business is too powerful for us to leave our humanity at the door of the office. It's not business, it's personal."
.
Aproveito para recordar as palavras de Gandhi sobre nós sermos no mundo, a mudança que queremos ver nele, ao ler as últimas palavras de Seth "Every single day he leads by example, building a career and a company based on taking personal responsibility, not on blaming the heartless, profit-focused system."
.
Contei-lhe como não tenho tido a mesma sorte. Nem com a Worten, nem com a Staples (parece-me um caso perdido. Não basta a simpatia dos funcionários se a empresa falha nos seus processos), nem com o El Corte Inglés (sim, para meu espanto, até no El Corte Inglés de Gaia um potencial cliente pode estar minutos na zona das canetas, a precisar de ajuda e ninguém aparece)
.
Esta manhã bem cedo, antes de ir para Guimarães, onde estou, li mais um trecho do livro "Total Relationship Marketing" de Evert Gummesson. E, sinceramente, fiquei com dúvidas sobre o que li, porque para mim parece-me claro como água a resposta à questão que o autor coloca (talvez seja porque é feita na página 47 de um livro com mais de 350 páginas). Ora vejamos:
.
“A major question is wether it is possible to create a relationship if you have thousands or even millions of customers as can be the case, particularly in B2C/C2B. The B2B companies can also have numerous customers but often they have a limited number of key customers to whom they establish a close personal relationship.
…
With numerous customers, isn’t mass marketing through advertising and supermarket distribution the only possibility? In mass marketing, the customer is anonymous. The contact through ‘mass communication’ is indirect, impersonal and one-way. In fact, it is deceptive to call it communication, which should be a two-way street. At best it is information, at worst it is barely noise.
.
In the rationalistic mode of the Western industrialized world, the cost of keeping personal relationships is too high, especially if the value proposition includes a low price or is exposed to fierce price competition. Therefore, relationships are made mechanical, which is possible by means of large-scale mass marketing, supermarkets and self-service.
.
Personal relationships are substituted for packages which carry product and price information, and the consumers themselves fill carts and bags with goods.”
.
Ao ler este trecho a minha mente fervilhava de exemplos com a resposta como o da Tavar's. No acto de compra, no momento em que faço a troca do serviço por dinheiro, contacto com alguém que pode fazer a diferença. Quando procuro ajuda na loja, quando sou saudado ao entrar na loja, há um humano que pode fazer magia comigo e criar uma relação... há alguém que pode (lembram-se?) fazer batota.
.
Ao meter-se gente sem formação sobre como atender os clientes e sobre os produtos, gente a ganhar pouco... cria-se uma espiral negativa que não deixa as relações desenvolverem-se.
.
Há bocado, recebo um e-mail do Aranha a sublinhar este postal de Seth Godin "No such thing as business ethics". Escreve ele e sublinha ele:
.
"Nem de propósito, a bater naquela reflexão sobre se são os empregados da worten ou as políticas worten que me têm passado uma excelente imagem…"
"I worry that we absolve ourselves of responsibility when we talk about business ethics and corporate social responsibility. Corporations are collections of people, and we ought to insist that those people (that would be us) do the right thing. Business is too powerful for us to leave our humanity at the door of the office. It's not business, it's personal."
.
Aproveito para recordar as palavras de Gandhi sobre nós sermos no mundo, a mudança que queremos ver nele, ao ler as últimas palavras de Seth "Every single day he leads by example, building a career and a company based on taking personal responsibility, not on blaming the heartless, profit-focused system."
The Value Net (parte III)
Continuado daqui.
.
"Changing the game is hard. There are many potential traps.
...
The first mental trap is to think that you have to accept the game you find yourself in. Just realising that you can change the game is crucial. There's more work to be done, but it's far more rewarding to be a game maker than a game taker. (Moi ici: A grande libertação é descobrir que o mercado onde uma empresa compete não é uma condenação eterna mas uma situação que pode ser alterada. Quando se toma consciência dessa realidade, abre-se um horizonte novo... descobre-se a possibilidade de construir o seu próprio futuro)
.
The next trap is to think that changing the game must come at the expense of others. Such thinking can lead to an embattled mind-set that causes you to miss win-win opportunities. (Moi ici: Nunca é demais recordar as palavras de Hermann Simon "Lear to compete peacefully: Peaceful competitors built an entire market strategy around preserving or increasing profit. They refuse to see themselves locked in a zero-sum competition for market share, which fosters a "kill or be killed" mentality. They would rather be different than be the ultimate "winner." Trecho retirado de "Manage for Profit. Not for Market Share")
...
Another trap is to believe that you have to find something to do that others can’t. When you do come up with a way to change the game, accept that your actions might well be imitated. Being unique is not a prerequisite for success... (Moi ici: Recordar Steve Blank "Why Pioneers Have Arrows In Their Backs")
...
The fourth trap is failling to see the whole game. What you don't see, you can't change.
...
The fifth trap is failing to think methodically about changing the game. "
.
"Changing the game is hard. There are many potential traps.
...
The first mental trap is to think that you have to accept the game you find yourself in. Just realising that you can change the game is crucial. There's more work to be done, but it's far more rewarding to be a game maker than a game taker. (Moi ici: A grande libertação é descobrir que o mercado onde uma empresa compete não é uma condenação eterna mas uma situação que pode ser alterada. Quando se toma consciência dessa realidade, abre-se um horizonte novo... descobre-se a possibilidade de construir o seu próprio futuro)
.
The next trap is to think that changing the game must come at the expense of others. Such thinking can lead to an embattled mind-set that causes you to miss win-win opportunities. (Moi ici: Nunca é demais recordar as palavras de Hermann Simon "Lear to compete peacefully: Peaceful competitors built an entire market strategy around preserving or increasing profit. They refuse to see themselves locked in a zero-sum competition for market share, which fosters a "kill or be killed" mentality. They would rather be different than be the ultimate "winner." Trecho retirado de "Manage for Profit. Not for Market Share")
...
Another trap is to believe that you have to find something to do that others can’t. When you do come up with a way to change the game, accept that your actions might well be imitated. Being unique is not a prerequisite for success... (Moi ici: Recordar Steve Blank "Why Pioneers Have Arrows In Their Backs")
...
The fourth trap is failling to see the whole game. What you don't see, you can't change.
...
The fifth trap is failing to think methodically about changing the game. "
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