terça-feira, agosto 02, 2011
Lo there do I see my father
Lo, there do I see my Father..
Lo, there do I see my Mother
And my Sisters and my Brothers..
Lo, there do I see the line
Of my people back to the beginning..
They do bid me to take my place among them..
In the Halls of Valhalla,
Where the Brave may live forever.
Cartão de visita
Facilitador de reflexões estratégicas, para que as empresas identifiquem os seus clientes-alvo e se concentrem neles.
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Promotor da concorrência imperfeita e dos monopólios informais.
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Num cenário de concorrência perfeita o preço é rei, o fornecedor com o preço mais baixo ganha. Pois bem, a PME típica não pode ter sucesso e prosperar competindo pelo preço mais baixo. Normalmente o preço mais baixo é uma vantagem competitiva que resulta da aposta na escala, no volume, nos salários baixos, em países com poucos constrangimentos legais.
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No entanto, por instinto, por tradição, a maior parte das PMEs só conhece o preço como variável a manipular para ganhar encomendas. Só que o preço mais baixo, no curto médio-prazo, neste mundo globalizado, leva as PMEs à morte por anorexia.
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A solução que proponho é apostar na destruição do cenário da concorrência perfeita!!!
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Como? Através da diferenciação, através dos nichos, através do desenvolvimento de um modelo de negócio dedicado a servir os clientes-alvo com as experiências que eles procuram e valorizam.
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Assim que uma empresa consegue diferenciar-se e perturbar o fenómeno da concorrência perfeita encontra o ponto de apoio para iterar e voltar a explorar o tema até que cria o seu monopólio.
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Não um monopólio legal protegido pelo Estado ou por patentes, ou por mafiosos, mas um monopólio informal instalado na mente dos clientes.
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Esta semana alguém na rádio, referindo-se à história da tipografia que fazia os trabalhos para o BPA e que faliu, quando o BPA foi engolido pelo BCP, dizia:
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"Os empresários das PMEs têm o direito a existir!"
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Treta!!!
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O direito a existir?! Que direito?
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A graça de existir conquista-se diariamente seduzindo e satisfazendo os clientes, tudo o resta é treta!
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Promotor da concorrência imperfeita e dos monopólios informais.
.
Num cenário de concorrência perfeita o preço é rei, o fornecedor com o preço mais baixo ganha. Pois bem, a PME típica não pode ter sucesso e prosperar competindo pelo preço mais baixo. Normalmente o preço mais baixo é uma vantagem competitiva que resulta da aposta na escala, no volume, nos salários baixos, em países com poucos constrangimentos legais.
.
No entanto, por instinto, por tradição, a maior parte das PMEs só conhece o preço como variável a manipular para ganhar encomendas. Só que o preço mais baixo, no curto médio-prazo, neste mundo globalizado, leva as PMEs à morte por anorexia.
.
A solução que proponho é apostar na destruição do cenário da concorrência perfeita!!!
.
Como? Através da diferenciação, através dos nichos, através do desenvolvimento de um modelo de negócio dedicado a servir os clientes-alvo com as experiências que eles procuram e valorizam.
.
Assim que uma empresa consegue diferenciar-se e perturbar o fenómeno da concorrência perfeita encontra o ponto de apoio para iterar e voltar a explorar o tema até que cria o seu monopólio.
.
Não um monopólio legal protegido pelo Estado ou por patentes, ou por mafiosos, mas um monopólio informal instalado na mente dos clientes.
.
Esta semana alguém na rádio, referindo-se à história da tipografia que fazia os trabalhos para o BPA e que faliu, quando o BPA foi engolido pelo BCP, dizia:
.
"Os empresários das PMEs têm o direito a existir!"
.
Treta!!!
.
O direito a existir?! Que direito?
.
A graça de existir conquista-se diariamente seduzindo e satisfazendo os clientes, tudo o resta é treta!
Hoje, em 216 a.c.
"Naquele 2 de Agosto de 216 a.C., os exércitos encontraram-se ao lado do rio Aufidus, perto da cidade de Canas. O romano, confiando na sua superioridade numérica, (Moi ici: O erro de quem acredita que o dinheiro ou a escala resolvem tudo) avançou sobre as linhas inimigas, ignorando as manobras tácticas cartaginesas. Agiu apenas com a força da infantaria, ao tentar derrubar, sem inteligência ou imaginação, (Moi ici: A incapacidade de calçar os sapatos do outro e ver o mundo pelo seu prisma é terrível) um adversário muito mais esperto e ágil. (Moi ici: A vantagem dos pequenos, o exemplo da Al Qaeda e do Hamas, flexibilidade e agilidade)
Na sua pior derrota até então, as tropas romanas foram massacradas. Segundo o historiador romano Tito Lívio, 50 mil soldados tombaram no campo de batalha, 19 mil foram feitos prisioneiros e 15 mil conseguiram fugir. O cônsul Lucius Aemilius Paulus e os ex-cônsules Marcus Atilius e Gnalus Servilius renderam-se e morreram, enquanto Caius Terentius Varro fugiu para Roma.
O destaque desta campanha vai para a genialidade de Aníbal que transformou a batalha de Canas numa obra-prima das tácticas de guerra. Obrigou o adversário a lutar simultaneamente em várias frentes e usou inteligentemente a sua cavalaria. A partir daí, a visão apenas frontal de um conflito armado caiu gradualmente em desuso (Moi ici: Quase como pensar na clássica relação de cliente-fornecedor e compará-la na visão de um mercado como uma configuração, como uma rede, como uma cadeia da procura... ) e a tropa montada ganhou mais importância."
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Basta recordar "Para quem se queixa da China... (parte III)" e pesquisar Canas neste blogue para perceber a importância desta batalha no meu imaginário, na minha visão do mundo.
"
Trecho retirado daqui.
Na sua pior derrota até então, as tropas romanas foram massacradas. Segundo o historiador romano Tito Lívio, 50 mil soldados tombaram no campo de batalha, 19 mil foram feitos prisioneiros e 15 mil conseguiram fugir. O cônsul Lucius Aemilius Paulus e os ex-cônsules Marcus Atilius e Gnalus Servilius renderam-se e morreram, enquanto Caius Terentius Varro fugiu para Roma.
O destaque desta campanha vai para a genialidade de Aníbal que transformou a batalha de Canas numa obra-prima das tácticas de guerra. Obrigou o adversário a lutar simultaneamente em várias frentes e usou inteligentemente a sua cavalaria. A partir daí, a visão apenas frontal de um conflito armado caiu gradualmente em desuso (Moi ici: Quase como pensar na clássica relação de cliente-fornecedor e compará-la na visão de um mercado como uma configuração, como uma rede, como uma cadeia da procura... ) e a tropa montada ganhou mais importância."
.
Basta recordar "Para quem se queixa da China... (parte III)" e pesquisar Canas neste blogue para perceber a importância desta batalha no meu imaginário, na minha visão do mundo.
"
Trecho retirado daqui.
Como chegamos a Mongo
Em poucas palavras Evert Gummesson no livro "Total Relationship Marketing" descreve o caminho que nos leva a Mongo:
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"1.Everything was customized in the crafts society, both goods and services. The technical quality of the products was usually high; they were expensive but lasted a long time, sometimes a lifetime. There was no shortage of people to provide a household services but it was hard to find good ones. Every customer was a segment of one - it was one-to-one - and marketing was thus individual and personalized.
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2.Mass manufacturing in the industrial society lowered prices but offered the same product to everyone with ensuing misfit between the product and individual needs. All individuals belonged to the same segment and were exposed to heavy advertising, that is, impersonal mass marketing of standardized goods.
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3.Crude segmentation through the mass marketing of mass manufactured products by means of socio-demographic variables such as age, sex and income, and sometimes previous buyer behaviour, allowed a limited number of products variants.
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4.Refined segmentation and more subtly defined niches of lifestyles and previous buying behaviour catering for specific, individual needs.
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5.Customized mass production of both goods and services unites large-scale advantages with individual needs. We are not back to square one of the crafts society, but we have recovered one-to-one treatment.
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The circle is closed. The stages take us "forward to basics", to the individually and community customized offering. We have broadned the scope of options through new production, distribution and promotion techniques. These stages are not mutually exclusive, rather co-existing supplements. We will still need craftspeople, and soda drinks will be produced in mass quantities and be partly mass marketed. But the dominance of the industrial mass manufacturing and mass marketing society is broken." (Moi ici: Isto faz-me recordar um termo que está em linha com a explosão da procura e da oferta ... a polarização dos mercados)
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"1.Everything was customized in the crafts society, both goods and services. The technical quality of the products was usually high; they were expensive but lasted a long time, sometimes a lifetime. There was no shortage of people to provide a household services but it was hard to find good ones. Every customer was a segment of one - it was one-to-one - and marketing was thus individual and personalized.
.
2.Mass manufacturing in the industrial society lowered prices but offered the same product to everyone with ensuing misfit between the product and individual needs. All individuals belonged to the same segment and were exposed to heavy advertising, that is, impersonal mass marketing of standardized goods.
.
3.Crude segmentation through the mass marketing of mass manufactured products by means of socio-demographic variables such as age, sex and income, and sometimes previous buyer behaviour, allowed a limited number of products variants.
.
4.Refined segmentation and more subtly defined niches of lifestyles and previous buying behaviour catering for specific, individual needs.
.
5.Customized mass production of both goods and services unites large-scale advantages with individual needs. We are not back to square one of the crafts society, but we have recovered one-to-one treatment.
...
The circle is closed. The stages take us "forward to basics", to the individually and community customized offering. We have broadned the scope of options through new production, distribution and promotion techniques. These stages are not mutually exclusive, rather co-existing supplements. We will still need craftspeople, and soda drinks will be produced in mass quantities and be partly mass marketed. But the dominance of the industrial mass manufacturing and mass marketing society is broken." (Moi ici: Isto faz-me recordar um termo que está em linha com a explosão da procura e da oferta ... a polarização dos mercados)
Muito poder nas mãos de uma única vontade é sempre perigoso, sobretudo quando atrelada a boas intenções
Para quem acredita no Grande Planeador, no Grande Geometra, na capacidade de um qualquer Marquês de Pombal:
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"Japan’s tsunami supply chain comeback"
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Por isso, gostei da cena final do último Harry Potter quando este destrói a Vara de Sabugueiro ... muito poder nas mãos de uma única pessoa é sempre perigoso, sobretudo quando essa pessoa tem boas intenções.
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Sim, já muitas aldeias foram destruídas para serem salvas...
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"Japan’s tsunami supply chain comeback"
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Por isso, gostei da cena final do último Harry Potter quando este destrói a Vara de Sabugueiro ... muito poder nas mãos de uma única pessoa é sempre perigoso, sobretudo quando essa pessoa tem boas intenções.
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Sim, já muitas aldeias foram destruídas para serem salvas...
segunda-feira, agosto 01, 2011
Oportunidade para as PMEs portuguesas que não evoluíram para lá do preço... e não só
"China Yuan Hits Fresh Record High Late On PBOC's Guide"
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"The yuan has risen 6.1% against the U.S. unit since June 2010, when China effectively ended its currency's two-year-long peg to the dollar and vowed to make the yuan more flexible"
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"The yuan has risen 6.1% against the U.S. unit since June 2010, when China effectively ended its currency's two-year-long peg to the dollar and vowed to make the yuan more flexible"
Sugestão de cálculo do ganho por cliente
Acerca do cálculo do lucro gerado pela relação com cada cliente:
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"The calculation of customer profitability amounts to an extensive activity-based costing (ABC) exercise. The first step in ABC is the identication of cost pools – i.e., distinctive sets of activities performed within the organisation (for example, procurement, manufacturing, customer service). For all cost pools, cost drivers are identified: units in which the resource consumption of the cost pool can be expressed (for example, number of purchase orders, number of units produced, number of service calls). Costs are then allocated to cost objects (such as products) based on the extent to which these objects consume cost driver units. ABC as a cost accounting method has revolutionised the way in which costs are allocated to products. Once it became accepted that not every product requires the same type and same level of activities, it was a small step to see that customers, too, differ in their consumption of resources.
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The first step in the Cost Profitability Analysis (CPA) process therefore deals with the identication of the "active" customers in the customer database, in order to assure that costs are allocated to active customers only.
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The next step is the design of the customer protability model. In this step, the firm's operations have to be analysed to see what activities are performed, and what drives the costs of these activities. For example, the cost driver of sales activities can be the number of sales visits; the driver of order processing activities can be the number of orders. Ultimately, all relevant costs should be assigned to activities, and for each activity, appropriate cost drivers need to be identied. The actual calculation of customer profitability is done by supplying the model with data. The total cost for a cost pool divided by the total number of cost driver units consumed within a given time period, results in the cost per cost driver unit. Customer relationship costs (for instance, sales costs, service costs, logistics costs) are calculated on the basis of cost driver units consumed by each customer relationship. Customer relationship costs are then subtracted from the individual customer's sales revenues in order to arrive at a customer profitability figure.
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Customer specific relationship costs make the difference between profit and loss for two customers with identical sales At the aggregate level, CPA figures provide insights into the distribution and the concentration of profits within the total customer base."
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Trechos retirados de Erik M. van Raaij, (2005) "The strategic value of customer profitability analysis", Marketing Intelligence & Planning, Vol. 23 Iss: 4, pp.372 - 381
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"The calculation of customer profitability amounts to an extensive activity-based costing (ABC) exercise. The first step in ABC is the identication of cost pools – i.e., distinctive sets of activities performed within the organisation (for example, procurement, manufacturing, customer service). For all cost pools, cost drivers are identified: units in which the resource consumption of the cost pool can be expressed (for example, number of purchase orders, number of units produced, number of service calls). Costs are then allocated to cost objects (such as products) based on the extent to which these objects consume cost driver units. ABC as a cost accounting method has revolutionised the way in which costs are allocated to products. Once it became accepted that not every product requires the same type and same level of activities, it was a small step to see that customers, too, differ in their consumption of resources.
...
The first step in the Cost Profitability Analysis (CPA) process therefore deals with the identication of the "active" customers in the customer database, in order to assure that costs are allocated to active customers only.
...
The next step is the design of the customer protability model. In this step, the firm's operations have to be analysed to see what activities are performed, and what drives the costs of these activities. For example, the cost driver of sales activities can be the number of sales visits; the driver of order processing activities can be the number of orders. Ultimately, all relevant costs should be assigned to activities, and for each activity, appropriate cost drivers need to be identied. The actual calculation of customer profitability is done by supplying the model with data. The total cost for a cost pool divided by the total number of cost driver units consumed within a given time period, results in the cost per cost driver unit. Customer relationship costs (for instance, sales costs, service costs, logistics costs) are calculated on the basis of cost driver units consumed by each customer relationship. Customer relationship costs are then subtracted from the individual customer's sales revenues in order to arrive at a customer profitability figure.
...
Customer specific relationship costs make the difference between profit and loss for two customers with identical sales At the aggregate level, CPA figures provide insights into the distribution and the concentration of profits within the total customer base."
.
Trechos retirados de Erik M. van Raaij, (2005) "The strategic value of customer profitability analysis", Marketing Intelligence & Planning, Vol. 23 Iss: 4, pp.372 - 381
Value Networks de Verna Allee
Quando inicio um projecto de facilitação de uma reflexão estratégica gosto de começar por identificar os actores que podem entrar no jogo da empresa, como ilustro aqui e aqui.
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Como uso num slide simplificador há anos, num caso utilizado na formação:
(As setas azuis identificam o fluxo do produto, os tangíveis. As setas a preto identificam o fluxo de intangíveis)
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Por outro lado, quando modelo o funcionamento de uma organização com base na abordagem por processos uso este tipo de diagramas:
Assim, senti-me em casa ao encontrar estes esquemas:
no livro "Value Networks" de Verna Allee.
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Fico a pensar... se os esquemas são uma ferramenta que a autora usa para fazer aquilo a que chama Value Network Analysis... e se o valor é algo que emerge durante uma experiência de uso, não fará sentido colocar, sobre a representação de cada actor na rede, uma nuvem com as experiências procuradas e valorizadas?
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A figura retrata o fluxo de tangíveis e intangíveis entre actores numa rede. Por que é que aceitam fazer parte desta configuração e não de outra? O que é que cada um ganha? IMHO falta esse ponto.
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Como uso num slide simplificador há anos, num caso utilizado na formação:
.
Por outro lado, quando modelo o funcionamento de uma organização com base na abordagem por processos uso este tipo de diagramas:
.
Fico a pensar... se os esquemas são uma ferramenta que a autora usa para fazer aquilo a que chama Value Network Analysis... e se o valor é algo que emerge durante uma experiência de uso, não fará sentido colocar, sobre a representação de cada actor na rede, uma nuvem com as experiências procuradas e valorizadas?
.
A figura retrata o fluxo de tangíveis e intangíveis entre actores numa rede. Por que é que aceitam fazer parte desta configuração e não de outra? O que é que cada um ganha? IMHO falta esse ponto.
On the marketness of markets
Penso que "On the marketness of markets" de Kaj Storbacka e Suvi Nenonen é o último artigo publicado por esta dupla, haverá mais um ou dois já anunciados mas por publicar ainda.
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Alguns recortes de mais um suculento artigo:
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"A firm can radically improve value co-creation by promoting the development of market practices that increase the marketness of the firm‟s market configuration.
...
markets are always in the making, they are perpetually shaped by market practices. ... the implication of viewing markets as socially constructed is that markets in the objective sense do not exist; i.e. there is no objectively given market. Markets are what actors make them to be. There are no given structures „out there‟ in which actors compete for positions. Markets are not – they become. (Moi ici: Ou se fica a tremer com receio de se perder o que se tem... ou se sonha em ir mais além. Nenhuma empresa está condenada... há sempre uma alternativa que precisa de ser co-construída... que precisa de efectuação (effectuation))
...
markets are always in the making. Even the most stable markets can re-invent themselves through technological disruption (photography and associated services due to digitalization), or innovative value propositions (Starbucks and the coffee experience). Many firms apply deliberate market-driving strategies, with the aim to disrupt existing patterns and offer new value propositions.
...
Market configurations are - depending on how they have evolved – „more or less markets‟ in terms of their maturity, stability of norms, how established the product definitions are, the acceptance of price formation mechanisms etc. In a high marketness situation the market configuration is established and acknowledged, the market practices reinforce each other, and resource integration is effective.
...
in a state of low marketness, the exchange practices require a long time and various iteration rounds before market actors can agree upon the unit of exchange, their value propositions and market boundaries ... normalizing practices in low marketness market configurations are characterized with competing viewpoints and lack of commonly accepted norms and rules. Finally, representational practices in low marketness situations concentrate on making the market actors and the unit of exchange visible through symbolic representations.
...
we argue that if you want to understand a market, the best thing to do is try to change it. The networked, dynamic, and inter-subjective nature of markets is probably best visible through the processes aimed at changing them.
...
As market actors participate in market practices, they can also influence and change the market practices according to their subjective objectives. However, as markets usually encompass multiple and often conflicting efforts to shape them by various market actors, the actions of a single market actor seldom have a complete, Austinian performativity towards the market practices. Instead, the extent to which a market actor can influence a market practice is, for instance, dependent on the actor‟s performative power or clout ... the performative power of any market actor is dependent on the actor‟s network position, the relative strength of the actor‟s business model, and the actor‟s ability to author compelling meanings related to the market.
.
... we propose that focal actors should adopt different market design roles depending on their clout and the market configuration‟s marketness. In high marketness situations the focal firm aims to promote its own relevance by „market shaping‟; by re-defining its network to improve its position against other actors, and moulding its business model to influence market practices so that the market changes in a way that enables increased value creation for all market actors.
.
Low marketness situations relate to „market making‟ or market creation, where the focal actor is involved simultaneously in developing market practices and promoting its subjective market view by proving to market actors that the market configuration entails opportunities for value co-creation. When the marketness aspect is integrated with the focal actor‟s clout, five types of market design roles emerge: market maker, market activist, market consolidator, market shaper, and market specialist. There market design roles are illustrated in Figure"
Market maker is a market design role available for those focal actors with high clout seeking to influence a low marketness market. The main objective of the market maker is to establish the new emerging market and the actor‟s position within that market. In order to do this, successful market makers involve other market actors in collective sense-making and mental model co-creation. Market makers usually start discussions and trials with a few trusted customers early on – even before they have pilot products or marketing materials to show. They seek to initiate iterative offering development process together with the pilot customers and in so doing they are willing to re-define the product and the target market based on the customer response. Additionally, market makers also seek to utilize their strong clout to fasten the market creation process. In particular, they look for ways to utilize their existing business ecosystems of suppliers, channel partners and providers of complementary products and services also within the new, emerging market.
The market activist is faced with the same challenge as the market maker: they both need to co-create mental models in order to support the evolution of a low marketness market. However, the market activist cannot leverage the same strong clout as the market maker. Thus, market activists should adopt for even more cooperative market design role: they should pay special attention to creating educated competition and enthusiastic lead customers.
...
After a market reaches a state of high marketness, the opportunities for market design are not over. Quite the contrary, there are several examples in which incumbent players have succeeded in transforming a high marketness market by adopting a market shaper role. For example, many B2B firms have expressed their keen interest in moving forward in the value chain, transferring themselves from equipment or raw material providers into solution providers – and thus changing the entire market in which they operate. The market design efforts of market shapers are supported by their strong clout. However, strong clout in itself is not enough: successful market shapers are usually highly skilled in mental model communication, creating compelling market shaping stories that communicate effectively how their new market vision improves the value creation for all parties involved.
.
(Moi ici: Segue-se aquele que é o papel mais adequado a uma PME portuguesa interessada em competir num mundo global cheio de tubarões. Não, não é o campeonato do preço mais baixo como devem imaginar, apesar de ser o única que a academia e os políticos conhecem) Also focal actors with low clout can design high marketness markets by adopting a market specialist role. Like market shapers, market specialists engage in mental model communication, but with different approach: they understand that communicating mental models that are contradictory with stronger firms‟ mental models is unlikely to be successful. Therefore the market specialists seek to leverage the positions of the dominant players: they aim at becoming either complementary (leveraging the main players‟ strengths) or truly alternative providers (leveraging the main players‟ weaknesses) in the existing market set-up."
.
Alguns recortes de mais um suculento artigo:
.
"A firm can radically improve value co-creation by promoting the development of market practices that increase the marketness of the firm‟s market configuration.
...
markets are always in the making, they are perpetually shaped by market practices. ... the implication of viewing markets as socially constructed is that markets in the objective sense do not exist; i.e. there is no objectively given market. Markets are what actors make them to be. There are no given structures „out there‟ in which actors compete for positions. Markets are not – they become. (Moi ici: Ou se fica a tremer com receio de se perder o que se tem... ou se sonha em ir mais além. Nenhuma empresa está condenada... há sempre uma alternativa que precisa de ser co-construída... que precisa de efectuação (effectuation))
...
markets are always in the making. Even the most stable markets can re-invent themselves through technological disruption (photography and associated services due to digitalization), or innovative value propositions (Starbucks and the coffee experience). Many firms apply deliberate market-driving strategies, with the aim to disrupt existing patterns and offer new value propositions.
...
Market configurations are - depending on how they have evolved – „more or less markets‟ in terms of their maturity, stability of norms, how established the product definitions are, the acceptance of price formation mechanisms etc. In a high marketness situation the market configuration is established and acknowledged, the market practices reinforce each other, and resource integration is effective.
...
in a state of low marketness, the exchange practices require a long time and various iteration rounds before market actors can agree upon the unit of exchange, their value propositions and market boundaries ... normalizing practices in low marketness market configurations are characterized with competing viewpoints and lack of commonly accepted norms and rules. Finally, representational practices in low marketness situations concentrate on making the market actors and the unit of exchange visible through symbolic representations.
...
we argue that if you want to understand a market, the best thing to do is try to change it. The networked, dynamic, and inter-subjective nature of markets is probably best visible through the processes aimed at changing them.
...
As market actors participate in market practices, they can also influence and change the market practices according to their subjective objectives. However, as markets usually encompass multiple and often conflicting efforts to shape them by various market actors, the actions of a single market actor seldom have a complete, Austinian performativity towards the market practices. Instead, the extent to which a market actor can influence a market practice is, for instance, dependent on the actor‟s performative power or clout ... the performative power of any market actor is dependent on the actor‟s network position, the relative strength of the actor‟s business model, and the actor‟s ability to author compelling meanings related to the market.
.
... we propose that focal actors should adopt different market design roles depending on their clout and the market configuration‟s marketness. In high marketness situations the focal firm aims to promote its own relevance by „market shaping‟; by re-defining its network to improve its position against other actors, and moulding its business model to influence market practices so that the market changes in a way that enables increased value creation for all market actors.
.
Low marketness situations relate to „market making‟ or market creation, where the focal actor is involved simultaneously in developing market practices and promoting its subjective market view by proving to market actors that the market configuration entails opportunities for value co-creation. When the marketness aspect is integrated with the focal actor‟s clout, five types of market design roles emerge: market maker, market activist, market consolidator, market shaper, and market specialist. There market design roles are illustrated in Figure"
The market activist is faced with the same challenge as the market maker: they both need to co-create mental models in order to support the evolution of a low marketness market. However, the market activist cannot leverage the same strong clout as the market maker. Thus, market activists should adopt for even more cooperative market design role: they should pay special attention to creating educated competition and enthusiastic lead customers.
...
After a market reaches a state of high marketness, the opportunities for market design are not over. Quite the contrary, there are several examples in which incumbent players have succeeded in transforming a high marketness market by adopting a market shaper role. For example, many B2B firms have expressed their keen interest in moving forward in the value chain, transferring themselves from equipment or raw material providers into solution providers – and thus changing the entire market in which they operate. The market design efforts of market shapers are supported by their strong clout. However, strong clout in itself is not enough: successful market shapers are usually highly skilled in mental model communication, creating compelling market shaping stories that communicate effectively how their new market vision improves the value creation for all parties involved.
.
(Moi ici: Segue-se aquele que é o papel mais adequado a uma PME portuguesa interessada em competir num mundo global cheio de tubarões. Não, não é o campeonato do preço mais baixo como devem imaginar, apesar de ser o única que a academia e os políticos conhecem) Also focal actors with low clout can design high marketness markets by adopting a market specialist role. Like market shapers, market specialists engage in mental model communication, but with different approach: they understand that communicating mental models that are contradictory with stronger firms‟ mental models is unlikely to be successful. Therefore the market specialists seek to leverage the positions of the dominant players: they aim at becoming either complementary (leveraging the main players‟ strengths) or truly alternative providers (leveraging the main players‟ weaknesses) in the existing market set-up."
domingo, julho 31, 2011
Volto à batota
Na sequência dos temas abordados na série "Uma apologia da batota" (por exemplo a parte III).
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"Service mapping: Understanding today, envisioning tomorrow, and planning a path"
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"Service mapping: Understanding today, envisioning tomorrow, and planning a path"
Mapping a service
Um mapa que descreve a situação actual, e um mapa que descreva a situação futura desejada, permite visualizar e concretizar as lacunas e as mudanças a implementar.
Acerca da tarefa de mudar a cultura de uma organização
Excelente artigo de Steve Denning "How do you change an organizational Culture?"
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Quando as pessoas se queixam de que este novo governo, não conta, não diz onde vai cortar...
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"In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails."
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Quando as pessoas se queixam de que este novo governo, não conta, não diz onde vai cortar...
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"In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails."
- "Do come with a clear vision of where you want the organization to go and promulgate that vision rapidly and forcefully with leadership storytelling. (Moi ici: Moisés começou por descrever a Terra Prometida onde corria leite e mel. Não começou por descrever os sacrifícios por que iriam passar...)
- Do identify the core stakeholders of the new vision and drive the organization to be continuously and systematically responsive to those stakeholders. (Moi ici: A emigração é um sinal ... )
- Do define the role of managers as enablers of self-organizing teams and draw on the full capabilities of the talented staff.
- Do quickly develop and put in place new systems and processes that support and reinforce this vision of the future, drawing on the practices of dynamic linking. (Moi ici: Não é mais do mesmo... saque aos saxões)
- Do introduce and consistently reinforce the values of radical transparency and continuous improvement.
- Do communicate horizontally in conversations and stories, not through top-down commands.
- Don’t start by reorganizing. First clarify the vision and put in place the management roles and systems that will reinforce the vision.
- Don’t parachute in a new team of top managers. Work with the existing managers and draw on people who share your vision."
sábado, julho 30, 2011
Por falar em co-criação
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A foto mostra uma rua very-in da cidade de Lisboa, onde várias montras de uma loja são usadas como bancos para descansar.
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Sintoma de que faltam bancos naquela rua para peões?
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Ninguém quer propor à Câmara Municipal a colocação de bancos em contrapartida pela publicidade neles exibida?
A magia existe
Através deste excelente postal do José Baldaia "I am sure that there is a future" tive conhecimento desta citação de Roger Martin:
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“If you can’t imagine it, you will never create it.” The future is about imagination, not measurement. To imagine a future, one has to look beyond the measurable variables, beyond what can be proven with past data.” – Roger Martin
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E eu, um tipo com um blogue chamado "Balanced Scorecard", acho a frase de Roger Martin super deliciosa e carregada de significado... bem na linha de "Value it's a feelling not a calculation", bem na linha de concentrar a atenção no numerador, na originação de valor na eficácia, no sonho, em vez de no eficientismo limitado do denominador tão característico dos pobres muggles que não sabem que a magia existe.
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Recordar a flexibilidade talibã
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“If you can’t imagine it, you will never create it.” The future is about imagination, not measurement. To imagine a future, one has to look beyond the measurable variables, beyond what can be proven with past data.” – Roger Martin
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E eu, um tipo com um blogue chamado "Balanced Scorecard", acho a frase de Roger Martin super deliciosa e carregada de significado... bem na linha de "Value it's a feelling not a calculation", bem na linha de concentrar a atenção no numerador, na originação de valor na eficácia, no sonho, em vez de no eficientismo limitado do denominador tão característico dos pobres muggles que não sabem que a magia existe.
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Recordar a flexibilidade talibã
Low-cost - comparações
"British Airways v the low cost airlines: how they compare"
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E já agora "Vueling regista 19.5 milhões de prejuízo no primeiro semestre"
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Não é para quem quer... é para quem pode.
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E já agora "Vueling regista 19.5 milhões de prejuízo no primeiro semestre"
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Não é para quem quer... é para quem pode.
Co-criação... basta imaginar as possibilidades
Um mundo de oportunidades!
E para uma PME...
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E para quem acha que inovação e promoção têm de custar milhões...
E para uma PME...
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E para quem acha que inovação e promoção têm de custar milhões...
sexta-feira, julho 29, 2011
Na terra de cucos, patos-bravos e outros socialistas
Embora use demasiados clichés, embora continue com a linguagem do denominador, recomenda-se a leitura de:
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"Part 1: Seeking a Path out of the Crisis in Portugal"
"Part 2: A Country that Produces Too Little and Consumes Too Much"
""Der Spiegel": "Poupar não basta para Portugal sair da crise""
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E quando lerem:
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"Today Portugal is a country with an oversized bureaucracy. Of its labor force of 5 million, some 750,000 work in the public sector, and they are well paid. According to the Organization for Economic Cooperation and Development (OECD), salaries for Portuguese civil servants are "far above" incomes for comparable work in the private sector.
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Nevertheless, many government agencies are inefficient and ineffective. The processing of tax returns is often delayed, government offices are chronically late in paying invoices and the permitting process can be a waiting game. For example, it takes an average of 287 days to complete all the formalities required to build a warehouse in Portugal. The OECD average is 157 days."
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Lembrem-se do cuco e do imposto que este ano é extraordinário e que para o ano é ordinário. E, já agora disto "Governo aprova corte de 10% nos gastos do Estado"
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"Part 1: Seeking a Path out of the Crisis in Portugal"
"Part 2: A Country that Produces Too Little and Consumes Too Much"
""Der Spiegel": "Poupar não basta para Portugal sair da crise""
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E quando lerem:
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"Today Portugal is a country with an oversized bureaucracy. Of its labor force of 5 million, some 750,000 work in the public sector, and they are well paid. According to the Organization for Economic Cooperation and Development (OECD), salaries for Portuguese civil servants are "far above" incomes for comparable work in the private sector.
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Nevertheless, many government agencies are inefficient and ineffective. The processing of tax returns is often delayed, government offices are chronically late in paying invoices and the permitting process can be a waiting game. For example, it takes an average of 287 days to complete all the formalities required to build a warehouse in Portugal. The OECD average is 157 days."
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Lembrem-se do cuco e do imposto que este ano é extraordinário e que para o ano é ordinário. E, já agora disto "Governo aprova corte de 10% nos gastos do Estado"
Azeite...
Ontem, ao almoço, os meus filhos discutiam quantos PCs tem a HP de vender para conseguir ganhar o mesmo que a Apple com a venda de um Mac.
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Por isso, cuidado com a bolha azeiteira.
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"Azeite Gallo investe cinco milhões na fábrica de Abrantes e em renovação de imagem"
"Azeite Gallo quer ser o terceiro mais vendido do mundo"
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Tudo aponta para o aumento da eficiência na produção e para o aumento do shelf-life que também permite reduzir custos na compra e na logística de entrega.
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Acham que estes produtores são concorrentes? (aqui e aqui) Acham que estão preocupados?
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Por isso, cuidado com a bolha azeiteira.
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"Azeite Gallo investe cinco milhões na fábrica de Abrantes e em renovação de imagem"
"Azeite Gallo quer ser o terceiro mais vendido do mundo"
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Tudo aponta para o aumento da eficiência na produção e para o aumento do shelf-life que também permite reduzir custos na compra e na logística de entrega.
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Acham que estes produtores são concorrentes? (aqui e aqui) Acham que estão preocupados?
Co-criação
Nos últimos tempos tenho lido muito sobre a co-criação (definições relevantes aqui). Por exemplo:
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"The Future of Business is not Created, It’s Co-Created
Customer influence is growing and when they’re not focusing attention on one another, they’re focusing activity toward the things that move them. As we know, brands and organizations are the recipients of sentiment, both good and bad. It’s what we do with the feedback and insights that define the brand in the future. In addition to brand, competitive advantages will lean toward businesses that embrace customer engagement to shape and steer experiences and innovate future products, services and uses.
In a separate study, eMarketer learned that customers do indeed want deeper engagement with the brands and products they care about. At the same time, companies that embraced a culture and philosophy of co-creation are realizing that open collaboration is instrumental in keeping a competitive edge.
Companies also tend to restrict their co-creation activities to discrete moments in the product life cycle. But the greatest benefits can be realized when collaboration centers on building value that enhances a product’s daily use.
The study found that companies benefit from customer insights which in turn delivers customers benefit through product satisfaction. This in turn increases sales while saving customers time and increasing their productivity. Of course, co-creation promotes loyalty and builds pride and a sense of recognition, which equally lowers customer service costs while building a strong community of customers and advocates." (Trecho retirado de "Social Media Engagement Must Enable Business Success")
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Interessante este exemplo "How Amazon Might Just Have Saved Barnes & Noble":
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"And Amazon’s primary competitor, Barnes and Noble, was drowning. B&N’s Nook came late to the party and was little more than an expensive Kindle on the other bookseller’s platform.
Then, something interesting happened. Two things, really. First, the Nook was hacked to make it a moderately functioning tablet computer. More importantly, B&N embraced this change and soon launched an OS that not only allowed this hack to continue but pushed hard into this space. Second, it launched a better product: a touch-screen color Nook.
Have you played with a Nook next to a Kindle? The Nook is just better.
It’s got a touch screen. Do you own a mobile phone today? If you do, it’s probably a touch screen device. Our frame of reference has shifted to touch screens on handheld devices, hasn’t it? It’s color, like most of our handheld devices are. It makes more sense. The Kindle, which cheaper by $100, is still a very attractive product that, because of the comparison with the Nook, is something we can live with – but it’s not the one we want. The first time I picked a Kindle up, I kept poking the screen expecting it to do something."
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Por isso, se eu pudesse... era aqui que eu ia.
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"The Future of Business is not Created, It’s Co-Created
Customer influence is growing and when they’re not focusing attention on one another, they’re focusing activity toward the things that move them. As we know, brands and organizations are the recipients of sentiment, both good and bad. It’s what we do with the feedback and insights that define the brand in the future. In addition to brand, competitive advantages will lean toward businesses that embrace customer engagement to shape and steer experiences and innovate future products, services and uses.
In a separate study, eMarketer learned that customers do indeed want deeper engagement with the brands and products they care about. At the same time, companies that embraced a culture and philosophy of co-creation are realizing that open collaboration is instrumental in keeping a competitive edge.
Companies also tend to restrict their co-creation activities to discrete moments in the product life cycle. But the greatest benefits can be realized when collaboration centers on building value that enhances a product’s daily use.
The study found that companies benefit from customer insights which in turn delivers customers benefit through product satisfaction. This in turn increases sales while saving customers time and increasing their productivity. Of course, co-creation promotes loyalty and builds pride and a sense of recognition, which equally lowers customer service costs while building a strong community of customers and advocates." (Trecho retirado de "Social Media Engagement Must Enable Business Success")
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Interessante este exemplo "How Amazon Might Just Have Saved Barnes & Noble":
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"And Amazon’s primary competitor, Barnes and Noble, was drowning. B&N’s Nook came late to the party and was little more than an expensive Kindle on the other bookseller’s platform.
Then, something interesting happened. Two things, really. First, the Nook was hacked to make it a moderately functioning tablet computer. More importantly, B&N embraced this change and soon launched an OS that not only allowed this hack to continue but pushed hard into this space. Second, it launched a better product: a touch-screen color Nook.
Have you played with a Nook next to a Kindle? The Nook is just better.
It’s got a touch screen. Do you own a mobile phone today? If you do, it’s probably a touch screen device. Our frame of reference has shifted to touch screens on handheld devices, hasn’t it? It’s color, like most of our handheld devices are. It makes more sense. The Kindle, which cheaper by $100, is still a very attractive product that, because of the comparison with the Nook, is something we can live with – but it’s not the one we want. The first time I picked a Kindle up, I kept poking the screen expecting it to do something."
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Por isso, se eu pudesse... era aqui que eu ia.
A transferência em curso
Primeiro, recordar "Uma variação homóloga de 52,6% é obra".
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Depois, enquadrar:
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"Porto e Lisboa, com, respectivamente, 23,9% e 19,7%, são responsáveis por quase metade das insolvências. Seguem-se Braga e Aveiro, mas que viram o número de insolvências diminuir no distrito. Braga passou a ser responsável por 13,6% dos casos, em vez dos 16,7% de há um ano, e Aveiro por 8,8% em vez dos 9,3%. Uma diminuição que se prende com o menor número de empresas em dificuldades no sector do têxtil e vestuário, bem como do calçado.
O comércio, com 28,6%, é o principal afectado, seguindo-se a construção com 18,8%. Em contrapartida, o têxtil , vestuário, couro e calçado viu o seu peso cair de 12,4% para 8,6%. Já a indústria das madeiras não tem grande peso nas insolvências, apenas 2,4%, mas é a que regista a taxa mais elevada de créditos vencidos: 13,4%."
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Trecho retirado de "Insolvências cresceram 10,7% no primeiro semestre de 2011"
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Ah! E não esquecer "E enquanto no sector privado se registou uma hemorragia de empregos, no sector público não foram despedidos quaisquer trabalhadores" (Retirado daqui)
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"Mais de 500 acções de insolvência registadas por mês no primeiro semestre"
"Número de insolvências aumenta 10,7% no semestre"
"Metade das falências no Norte" (Este artigo ressalta que se a morte das hipóteses (uma empresa é uma hipótese, é uma experiência) cresceu 10,7% no primeiro semestre, no mesmo período, a criação de novas experiências, de novas hipóteses, de novas empresas, cresceu cerca de 17,9%)
"Em seis meses já foram registadas mais de três mil insolvências"
"Mais de 3 mil empresas em insolvência no primeiro semestre"
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Depois, enquadrar:
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"Porto e Lisboa, com, respectivamente, 23,9% e 19,7%, são responsáveis por quase metade das insolvências. Seguem-se Braga e Aveiro, mas que viram o número de insolvências diminuir no distrito. Braga passou a ser responsável por 13,6% dos casos, em vez dos 16,7% de há um ano, e Aveiro por 8,8% em vez dos 9,3%. Uma diminuição que se prende com o menor número de empresas em dificuldades no sector do têxtil e vestuário, bem como do calçado.
O comércio, com 28,6%, é o principal afectado, seguindo-se a construção com 18,8%. Em contrapartida, o têxtil , vestuário, couro e calçado viu o seu peso cair de 12,4% para 8,6%. Já a indústria das madeiras não tem grande peso nas insolvências, apenas 2,4%, mas é a que regista a taxa mais elevada de créditos vencidos: 13,4%."
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Trecho retirado de "Insolvências cresceram 10,7% no primeiro semestre de 2011"
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Ah! E não esquecer "E enquanto no sector privado se registou uma hemorragia de empregos, no sector público não foram despedidos quaisquer trabalhadores" (Retirado daqui)
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"Mais de 500 acções de insolvência registadas por mês no primeiro semestre"
"Número de insolvências aumenta 10,7% no semestre"
"Metade das falências no Norte" (Este artigo ressalta que se a morte das hipóteses (uma empresa é uma hipótese, é uma experiência) cresceu 10,7% no primeiro semestre, no mesmo período, a criação de novas experiências, de novas hipóteses, de novas empresas, cresceu cerca de 17,9%)
"Em seis meses já foram registadas mais de três mil insolvências"
"Mais de 3 mil empresas em insolvência no primeiro semestre"
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