"“If you want to be entrepreneurs, you cannot think like sheep.” Entrepreneurs seem to have developed an independent streak in the way they assess market perceptionsTrechos retirados de “Worthless, Impossible, and Stupid" de David Isenberg
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Optimism is also a part of that same mind-set, and entrepreneurs are almost certainly unusually optimistic, in particular about the anticipated impact of their perceived capabilities on the market. Sometimes they are so optimistic that they grossly overestimate their chances of success. Some call that propensity irrational optimism because it is not justified by the objective probabilities, and it is true that aspiring entrepreneurs believe they will not fail where others have.
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But if as an entrepreneur, I see a game of chance as a game of skill instead, then I have the possibility to make an extraordinary gain.
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What’s more, the propensity to think independently, to challenge conventional wisdom, and to act in a contrarian fashion is not quite the same as irrational optimism. By tying their future worth to something that is, initially, worthless, impossible, or stupid, entrepreneurs are in a sense buying low—investing in an idea that is undervalued by others—so that they can later sell high, reaping extraordinary value from it."
"For a long time, having the best supply chain was enough. This is how Walmart became the powerhouse retailer it is: by building the largest, broadest, most efficient system for moving products across the United States.Mongo, Estranhistão, prosumers, democratização da produção, indy...
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Now those techniques have timed out, too. (Moi ici: O fim do modelo económico do século XX) We already know that 3D printing and robotic manufacturing technology can overtake centralized production. But the difference here is that a single company might not emerge to capitalize on these technologies (Moi ici: A democratização da produção, a ascensão da cultura indy, a explosão de variedade, o fim do poder das empresas grandes que apostam na escala e volume) the way singular brands like Walmart and Amazon have in the past. Instead, we are now entering the primacy of design. (Moi ici: A ascensão do design como a moeda-forte do futuro)
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(Moi ici: O que se segue é tão a visão deste blogue para o futuro do mundo económico, o Estranhistão) 3D printing, together with steady advances in robotics, is making it increasingly plausible to create smaller, more nimble production houses, which are more widely distributed closer to buyers. This shift in the distribution of manufacture means that those giant supply chains Walmart invested so heavily in are suddenly becoming obsolete....
It’s a kind of inverse instance of the laws Ronald Coase (Moi ici: A terceira ou quarta vez que se escreve aqui sobre o fim do modelo de Coase neste blogue nos últimos dias) described as part of his 1991 Nobel-prize winning work, which stated that large corporations exist to utilize advantages of scale in transaction costs.
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The upshot of this is the very beginning of exponential growth in which design creates rapid-adoption online meritocracies, with the most popular designs enjoying widespread appeal and ready mimicry."
"He says department stores can promote huge holiday inventories, but coffee shops just have coffee. “What they need to do is come up with special items to break the habit consumers have of getting the same thing in the same way every single day.”Por exemplo, por que é que uma padaria não pode fazer o mesmo? Por que é que não se podem criar produtos sazonais, como o bolo-rei, apostando na escassez, numa tradição, num ciclo natural, para obter margens mais interessantes?
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Even if it’s just putting plain coffee in a pretty red cup."
"There was a time when a commodity was defined as something that is standardised, fungible, provided without differentiation. And companies moved heaven and earth to try and find a way to differentiate.E claro que neste blogue a missão é a de promover a fuga ao estatuto, à classificação de "commodity".
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There’s a new definition of commodity emerging: a product or service where there is no relationship between customer and company. Companies in that position will go the way of all flesh."
"Every Nov. 11, millions of Chinese shoppers flock to the e-commerce websites operated by Alibaba Group Holding Ltd. They spend more on those sites during that one day of discounts than Americans do on all online retailers on Black Friday and Cyber Monday combined.
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By one measure, Alibaba is the world's largest e-commerce platform: The total volume of merchandise handled last year by Taobao and Tmall, the company's two main shopping sites, topped one trillion yuan ($160 billion), larger than last year's totals for Amazon.com and eBay combined."
"By early 2009, his company, River Pools and Spas, a 20-employee installer of in-ground fiberglass pools in Virginia and Maryland, had a decline in orders from an average of six a month to barely two. That winter, four customers who had planned to install pools costing more than $50,000 each demanded their deposits back. For three consecutive weeks, the company overdrew its bank account.Muitas vezes tento convencer as PMEs a criarem e a animarem blogues sobre a sua actividade e o que os seus clientes consideram valor... a minha taxa de sucesso é muito baixa.
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Around this time, Mr. Sheridan began to overhaul his marketing. The company had been spending about $250,000 a year on radio, television and pay-per-click advertising. It would now cut the budget to about a tenth of that and focus on generating sales through informational blog posts and videos, what has become known as content marketing. But Mr. Sheridan took an unconventional approach to his content.
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As a result, River Pools has recovered to exceed its peak pre-2007 revenue, and Mr. Sheridan, a 35-year-old father of four, has become something of a Web marketing guru. While he still owns a 33 percent interest in the pool company, his partners manage it day to day while he concentrates on his new venture, TheSalesLion.com."
"Independent of the term, we all agree value comes from the creative source of a connected human. And to the earlier point, networks are the new companies. Connected individuals can now do what once only large organizations could. That tosses Ronald Coase’s work out the window. And those strategic constructs from the Porter frame of mind that suggest you can have an advantage over time are largely moot because sustainable advantages aren’t so sustainable anymore."Ainda ontem ouvi na primeira pessoa, um relato sobre a evolução da Casa da Prisca. Vários dos presentes manifestaram alguma surpresa ao saberem que já exportam para mais de 30 países, apesar da sua dimensão. Quando questionado sobre como o faziam, como o conseguiam fazer, António Plácido não deixou de referir o poder, a importância do networking com outras empresas com produtos complementares, como factor de potenciação de resultados que há 10 anos só seriam atingidos como um estrutura muito mais pesada.
"value today comes from connected humans; not monolithic structures."
"“Fewer than 5 percent of Fortune 500 companies have a full-time function dedicated to pricing, according to data from the professional pricing society.” Moreover, McKinsey & Company estimates that fewer than 15 percent of companies do systematic pricing research. As article authors Andreas Hinterhuber and Stephan Liozu note, “This neglect is puzzling, as numerous studies have confirmed that pricing has a substantial and immediate effect on company profitability…. [In fact,] small variations in price can raise or lower profitability by as much as 20 percent or 50 percent.”"O truque passa por uma das minhas outras paixões, a criação de valor:
"“Instead of asking, ‘How can we realize higher prices despite intense competition?’ customer value-based pricing asks, ‘How can we create additional customer value and increase customer willingness to pay, despite intense competition?’”"
"WHEN the first commercially successful steamship traveled the Hudson River in 1807, it didn’t appear to be much of a competitive threat to transoceanic sailing ships. It was more expensive, less reliable and couldn’t travel very far. Sailors (Moi ici: Os incumbentes instalados) dismissed the idea that steam technology could ever measure up — the vast reach of the Atlantic Ocean surely demanded sails. And so steam power gained its foothold as a “disruptive innovation” in inland waterways, where the ability to move against the wind, or when there was no wind at all, was important. (Moi ici: Podemos alterar o texto a negro para o ajustar a muitos outros exemplos e manter os sublinhados a vermelho)Talvez a melhor forma de actuar não seja tentar incorporar a mudança na empresa incumbente... talvez seja mais fácil criar uma empresa paralela, dar-lhe o capital de semente e atirá-la aos lobos para que se desenrodilhe e aprenda a criar um novo modelo de negócio adequado à nova realidade que aí virá. Se o não fizer e se houver suficiente liberdade económica, a sua empresa de hoje acabará como esta "Blockbuster fechará lojas e centros de distribuição nos EUA em janeiro".
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In 1819, the technology vastly improved, the S.S. Savannah made the first Atlantic crossing powered by steam and sail (in truth, only 80 of the 633-hour voyage was by steam). Sailing ship companies didn’t completely ignore the advancement. They built hybrid ships, adding steam engines to their sailing vessels, but never entered the pure steamship market. Ultimately, they paid the price for this decision. By the early 1900s, with steam able to power a ship across the ocean on its own, and do so faster than the wind, customers migrated to steamships. Every single transoceanic sailing-ship company went out of business.
Traditional colleges are currently on their hybrid voyage across the ocean.
Like steam, online education is a disruptive innovation — one that introduces more convenient and affordable products or services that over time transform sectors. Yet many bricks-and-mortar colleges are making the same mistake as the once-dominant tall ships: they offer online courses but are not changing the existing model.
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The lessons from any number of industries teach us that those that truly innovate — fundamentally transforming the model, instead of just incorporating the technology into established methods of operation — will have the final say."
"a marked apparent divergence between the core messages companies communicate about their brands and the characteristics their customers value most.
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...Trechos retirados de "How B2B companies talk past their customers"
Even in the digital era, our surveys show that personal interactions with sales reps remain the most influential factor - across touch points - for B2B customers. That makes salespeople a great source of information about the degree to which customers see your products as differentiated or worth a premium. Have an honest dialogue with your sales staff. If you hear about consistent pushback on pricing or an inability to articulate a compelling argument for the value of your products, you’ve got a problem. It could be your product or service, of course. But it also may involve disconnects between what your customers value and the messages you send them in your broader (digital and more traditional) marketing activities."
"Por fim, assistiu-se a um aumento das intenções de investimento nas obras públicas, sobretudo em vias de comunicação, obras hidráulicas e de urbanização, com os concursos abertos até final de Agosto a crescerem, em valor e em termos homólogos, 27,1%, por força da administração central."Não indicie engenharia governamental.
"We need to accept that products are worthless and only become valuable as they are introduced to a situation where they are relevant.
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The new marketing economy says that the context is larger than the product, much larger, and that marketing is about increasing the value of this context - and growing the context itself."
"The key to the Cronuts’ fearsome reign is Ansel’s brutal enforcement of their scarcity. He could always order his eager minions to make more. But efficiently meeting demand would vaporize the sprawling lines that feed the pastry’s towering fame, and in turn Ansel’s brand, which allows him to sell other desserts and eventually, books.Acredito que muitas empresas começam a escrever o seu fim quando não seguem esta orientação. Recordo o caso da Volvo e o mais recente caso da Louis Vuitton.
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He’s made a business decision that hype from Cronut scarcity is worth more than potential additional revenue from increasing Cronut supply. So how to make more money off Cronuts without making more Cronuts? Sell coffee to the frigid folks in line, a cup of which is made for pennies and fetches dollars. Evil. Genius."
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