"To which the correct response is so what? We’re trying to make consumers better off, not maximise tax revenues."Essa é a arma dos incumbentes, argumentar que os disruptores prejudicam a colecta de impostos.
"A typical customer base contains thousands, even tens of thousands, of customers—businesses, consumers, and distributors. There are nearly infinite ways that you can view a complex customer base built over time. Yet it's worthwhile to take the time to figure out the patterns that best explain the underlying causes of purchase behaviors and basic needs. In some cases, this kind of study can reveal segments of great strength or great potential, now lost in the haze of commerce, on which you can build a coherent strategy.Trecho retirado de "Unstoppable" de Chris Zook
.
The lenses that you use to view the world affect everything, including how you analyze your customers. Changing those lenses can alter your sense of what is possible, the limits you face, the threats around you, and even your core. Often your perception of reality is as important in shaping your actions and your future as reality itself. When these mental maps change, the world is never again the same to you."
"American workers produced less per hour on the job in the first quarter of 2014, continuing a trend of subpar productivity growth."A explicação avançada é:
"“Persistently depressed levels of business investment … have led to an unprecedented period of stagnation in the level of capital per worker,”Hmmm ... e o que faz a impostagem normanda sobre as empresas?
...
“Persistently depressed levels of business investment … have led to an unprecedented period of stagnation in the level of capital per worker,” Morgan Stanley economist Ted Wieseman said in a note to clients today. “We are likely in an unprecedented fifth year of no growth in capital per worker,” Wieseman wrote. He added: “Hollowing out of the capital stock from years of persistent underinvestment is damaging potential GDP growth.”"
"5737 ofertas de emprego por mês por preencher - O sector da agricultura é um dos que mais recorrem a mão de obra estrangeira por não haver portugueses para trabalhar"Por isso, este título "Agricultura dá 'facada' a postos de trabalho" é interessante e sintomático de qualquer coisa:
"A agriculta, hotelaria e restauração estão a destruir empregos. Esta, conta o Jornal de Negócios, é a conclusão Inquérito ao Emprego do Instituto Nacional de Estatística (INE) revelada esta sexta-feira, e que refere ainda que só no setor agrícola foram destruídos 30,3 mil empregos."
"As exportações de bens aumentaram 1,7% e as importações de bens 6,0% no 1º trimestre de 2014, face ao período homólogo"Vamos aplicar o critério Nuno Aguiar, recordar "Exportações: Combustível faz navegar porta-aviões de Portas".
"Where do profits come from?
...
the real answer is that profits come from risk.
.
When a business engages in innovation, it is taking a risk.
...
In other words, risk is an economic positive. There are five possible responses when confronted with risk: avoid it, reduce it, transfer it, accept it or increase it.
...
A business cannot eliminate risk, because that would eliminate profits. The goal is to take calculated risks and choose them prudently. The dilemma in many companies is that they are allocating a disproportionate share of their resources in perpetuating yesterday and today rather than creating tomorrow.
...
There is no theory -- in economics or finance -- that measures the cost of not taking a risk. Yet, it is precisely these losses that cost the most.
For a company to be truly innovative, it must not only do new things, it must stop doing old things. It is not possible to create tomorrow unless one first disposes of yesterday.
Maintaining yesterday is always expensive. The human body has an automatic mechanism to discharge waste, but it appears the corporate body does not -- that requires leadership and vision."
"If we had a nickel for every executive who appeared on CNBC and blamed his or her company’s inability to grow on a weakness in the market, we’d be richer than Croesus. Of course, there’s a reason this explanation for uninspiring performance is so common: It’s readily available. At any given time, roughly half of all industries are growing below the level of GDP. And it’s only natural to blame something external for one’s problems. [Moi ici: Como podem ler, o comportamento não é típico de português, é típico de humano]
.
The trouble is, a weak market isn’t a valid excuse. Plenty of companies that achieve above-average shareholder returns compete in average or below-average industries. [Moi ici: O tal fenómeno da distribuição das produtividades e rentabilidades que leva a que haja mais heterogeneidade dentro de um sector de actividade do que entre sectores de actividade entre si]
...
There are always some companies that find a formula for growth and success in industries that aren’t doing anything special - that are just bumping along with the economy, or underperforming it. If you’re an executive in one of these industries, it’s your job to ignore the excuses and figure out how to join the ranks of overachievers.
...
Between 2003 and 2013, for instance, 30 percent of companies with top-quartile shareholder returns (our proxy for success) were in industries growing at or below the rate of GDP. [Moi ici: Notável]
...
[Moi ici: Primeiro o pântano para onde nos leva a concorrência perfeita] Equilibrium is the state that exists when a set of companies with fundamentally similar offerings compete within a market, getting similar returns and amassing market shares within a few points of one another. Not to put too fine a point on it, but equilibrium isn’t all that interesting.
...
[Moi ici: Agora entra a promoção descarada da concorrência imperfeita] Disequilibrium is much more dynamic. The companies that create the conditions for it generally don’t follow a template, but discover a particular advantage they can use to tilt the market in their direction and keep it that way. [Moi ici: "to tilt the market in their direction and keep it that way" eheheh, quantas teses poderiam ser escritas, pelos bem-pensantes contra esta frase!!!! No entanto, é esta a nossa vida, é este o tema mais sexy com que trabalhamos com as PMEs, co-construir, co-desenhar situações de monopólio informal, de batota pura, de retornos e margens mais acima] These enterprises often become a source of fascination (and envy) among competitors because they offer proof that in business, true advantage can be created and sustained for years, or even for decades, when companies are especially shrewd—no matter the overall state of the industry.
...
Executives who want to create disequilibrium should begin by asking themselves a few questions:
- What do we do that’s unique, that customers value?
- Can our competitors match this capability we have?
...
- Are there any coming technological or regulatory shifts that could transform our market, and if so, do we have a well-thought-out plan for addressing them?
You can make those better returns come to you by figuring out where you have an advantage, or might gain one, in terms of cost, service, selection, or a disruptive new product."
"America's largest vinyl record pressing plant in Nashville, Tennessee, will be expanding its operations to include a second warehouse full of record-making machinery. United Record Pressing LLC told The Tennessean on Monday that it plans to add 16 presses to its present 30, and it will use the remaining space in the new warehouse as storage to meet a robustly growing demand for its product.
...
the company is currently working its 30 presses 24 hours a day, six days a week."
"Foi uma ideia admirável alguém vir dizer que, na internet, a informação está acessível a toda a gente. O problema é que fazer bom jornalismo não é barato, e ainda ninguém percebeu como ganhar dinheiro no digital. No caso da Monocle, continuamos a crescer, em número de leitores e de anunciantes, em parte porque não parecemos hesitantes. Basta pegar na revista para ver que nos esforçamos muito, a nível jornalístico e no design. Se estivéssemos hesitantes, pensando que deveríamos fazer aplicações em vez de revistas, as pessoas sentiriam o cheiro a sangue e afastar-se-iam.Lição válida para a indústria e para os media: não tentar competir pelo custo com a China, ou a Etiópia. Ainda ontem um empresário, numa reunião, recordava as 3 regras lidas aqui:
...
Se as pessoas se basearem apenas no imediatismo do online, temo que não compreendam o verdadeiro valor do jornalismo. É preciso separar os comentários do jornalismo rigoroso e, atualmente, isso nem sempre é claro. [Moi ici: Isto fez-me lembrar quer o lero-lero dos políticos, recordar Pires de Lima, por exemplo, ou os brincalhões no recreio, quer as palavras de Ortega Y Gasset sobre ter ideias sem idear] Se vou ao site da BBC ver as notícias sobre o desaparecimento do avião da Malásia é porque confio na BBC e nos seus correspondentes, não me interessa ver os comentários de pessoas que nem sabem bem do que estão a falar. [Moi ici: Nunca me esquecerei do CAA a discorrer na televisão sobre o Katrina] Essa é uma das razões para não termos comentários no nosso site, os nossos leitores confiam nos nossos editores e estão-se nas tintas para o que diga uma pessoa qualquer na caixa dos comentários.
...
Não se pode, simplesmente, pôr um paywall e pronto. Tem de haver um reconhecimento do valor do jornalismo. Os donos dos media têm de pensar se acreditam que a informação tem valor, que o exclusivo tem valor, que um colunista tem valor. Se a resposta for "sim", então podem avançar para um novo modelo de negócio. Tem de haver uma valorização da reportagem original. Neste momento, esse valor não é reconhecido pelas redações, nem pelas administrações. [Moi ici: Basta contar a frequência de notícias da Lusa, por exemplo]
...
O público começa a perceber, devagar, mas começa a perceber que recebe em proporção daquilo que paga. De repente, se o colunista que gostavam de ler desaparece, as pessoas percebem que é preciso pagar, e que vale a pena pagar."
"An industry enthralled with tonnage is an industry headed over the cliff. We decided to focus on the highest-quality product that appealed to real consumer need and make it as simple as we could. As a result, the automotive OEM companies sometimes made more profit on the sound system than on the rest of the car, and part of it was the premium for the consumer endorsement of the best high-fidelity system, which we represented. Those systems were branded and nothing else was. I bought a BMW and found one beautiful BMW logo on the steer-ing wheel and nine elsewhere for Harrnan/Kardon in the car. I like that ratio. We can afford to stay loyal to the view that we will do margin, not tonnage."
"The basis of executive power is shifting from being in charge to being connected. New leaders understand that power with people is much more effective than power over people. It is about integrating the best of networked thinking and leveraging the new platforms for value creation."
"What used to be called “public goods” is today called “platforms”. A new form of a company is being born!A par disto, outro tema comum aqui no blogue, o ecossistema da procura:
.
Once the up-front costs have been incurred and the platform is established, the more people there are who are sharing the benefits, the greater the net present value of the whole value system becomes. A platform company should therefore be as open, as accessible and as supportive as possible, to as many users as possible. This is unequivocally the route to optimum value creation. Moreover, the higher the value of the system, the costlier it becomes to all its members to replace it – creating a major barrier to entry.
.
Restructuring a firm for the new world would require concurrent relative downsizing of legacy systems and upsizing of the new open platforms. [Moi ici: Recordar isto, os "greenfield investments"] As both are explicitly costly things to do and the financial rewards of the latter are typically deferred, the exercise becomes challenging for incumbents to implement within the constraints of the existing financial frameworks. But it is happening!
.
Internet scale economies can create almost boundless returns without the company growing at all.
...
The sheer size of an enterprise will tend to mean less in the digital network business than in the world of physical goods. Companies don’t grow any more in the way they used to! It is the networks that grow!"
"But something else needs to change too: customer focus has been the dominant mantra in business. Everybody knows that everything should focus on the customer. However this is not enough any more.[Moi ici: Recordar "Acerca do ecossistema da procura"]Trecho retirado de "Why companies don’t grow – The idea of the platform company"
...
The central aggregator of enterprise value will no longer be a value chain, but a network space, where these platform companies are fully market-facing and the customer experience is defined by applications connecting to the platform.
.
The basis of executive power is shifting from being in charge to being connected. New leaders understand that power with people is much more effective than power over people. It is about integrating the best of networked thinking and leveraging the new platforms for value creation."
"there has been one channel of innovation that has always led the pack in product development - the end user.
.
End-user innovation consists of hobbyists, tinkerers, pro users and people that are simply passionate about whatever it is they are doing on a daily basis. These are people that want to make their experience better and more efficient. The end user tinkerer armed with passion for their craft has always been the most productive channel of innovation.
.
Today, these tinkerers have the ability to develop their ideas in a distributed fashion on their own, rather than relying on traditionally centralized channels like professional prototyping organizations that have traditionally priced out these developments."
""Eu acho que quem defende que o problema [da produtividade] está nos trabalhadores não está a fazer o diagnóstico certo", disse António Pires de Lima durante o CEO Fórum 2014,"Ainda sou do tempo dos 7% à conta de mais meia-hora por dia.
"Os sectores tradicionais, como os têxteis e o calçado, são exemplos de sucesso e servem de farol à economia nacional: exportam cada vez mais e somam mercados extra-UE
.
Estiveram moribundas, mas souberam renascer. Com visão mundial. A revolução nas indústrias têxteis e calçado foi colossal, demorou vários anos a reconquistar o terreno perdido. Mas a troika ainda cá não estava, já os dois sectores tinham feito o trabalho de casa para se tornarem exemplos de sucesso, corporizando o novo desígnio nacional: exportar, exportar, exportar.
Veja-se o caso dos sapatos nacionais: as exportações da "indústria mais sexy da Europa" aumentaram mais de 40% nos últimos quatro anos, vendendo para mais de 130 países, com as marcas próprias a serem responsáveis por metade das vendas ao exterior.
.
Assiste-se entretanto ao regresso das maiores marcas de luxo mundiais às fábricas portuguesas, havendo ainda multinacionais de calçado a deslocalizar novamente a sua produção para Portugal. E os sapatos nacionais tornaram-se os segundos mais caros do mundo, com os industriais a mostrarem-se agora com ambição para bater o preço italiano ainda esta década
.
A evolução do sector têxtil e do vestuário bate ainda mais forte: abandonada à sua sorte durante alguns anos, reergueu-se e está a dar provas de crescimento robusto e sustentado. Fechou o ano de 2013 com 4,257 mil milhões de euros, mais 11% do que em 2010, tornando-se o melhor ano dos últimos cinco. E já lá vai o tempo em que a Europa era o seu único cliente. Vende para 184 países - até para a imensa e "low cosf' China, onde pretende duplicar as vendas para 60 milhões até ao final da década.
Mais: as grandes marcas internacionais, que chegaram a deslocalizar em massa a sua
produção para o Leste, estão de regresso a Portugal.
.
Já a indústria do metal continua com uma performance de excelência vendendo ao exterior quase metade dos 12,6 mil milhões que factura
.
Passados os anos de crise profunda, a indústria da cortiça voltou a crescer.
.
E a fileira agrícola volta a medrar optimismo."
"while I would agree that focusing on improving performance and results is great, what was really going wrong back in the day was that we were focused on trying to improve our performance results to improve our Balanced Scorecard SCORE – not to improve the way our organization worked (or didn’t work!) to produce better customer, and by extension, financial outcomes.
.
It’s a subtle but critically important difference."
"Quality: Portuguese people are very qualified.Pois, o cumprimento dos prazos precisa de ser melhorado...
.
Reactivity: It is easy to get a production done with short lead times, and to have reorders.
.
Proximity and Accessibility: Portugal is approximately 2 hours’ flight from Paris or London. It is in the same time zone as the UK, 1h behind France. There are frequent flights run by both established airlines and low-cost carriers. It is also typically cheaper and faster to ship merchandise from Portugal to Continental Europe.
.
Flexibility: It is possible to produce small quantities.
.
Creativity: Brands appreciate the fact that when they are stuck with a missing fabric or accessory, the factory always finds an suitable and creative solution."
"Failure to understand segmentation is a form of failure to understand your customers. It can pass unnoticed, a missed opportunity, but it can be much more costly.É sempre aquela pergunta: Quem são os clientes-alvo? Qual é o ecossistema da procura? Qual é o perfil da curva de Stobachoff da sua empresa?
.
If competitors recognize distinct customer segments that can be attacked with very different strategies - and your company doesn't you can be vulnerable to a pincer movement from competitors, which can pick off your customers with more focused offerings.
...
Failure to recognize segmentation, even in the absence of competitive attack, can also be a form of inefficiency. It means that you are significantly overserving some segments and underserving others, wasting resources that could be put to better use. This is a mismatch that competitors can exploit.
.
Incorrect segmentation means that you probably do not understand your market position.
...
Finally, segment blindness means you probably do not understand your profit pool or where you really make money.
...
What are some of the signs that hidden segments, with true strategic implications, might exist unrecognized in your business? My experience, and our research, reveals a few clear indicators. The first occurs when the key measure of customer loyalty in your business varies widely among customers, and you do not know why.
...
This suggests that there are groups of customers you do not understand in basic ways.
.
Another indicator is an unexplained loss in market share in part of your historic customer base, suggesting that there is a distinct segment of customers being suddenly underserved (or better served elsewhere). A third indicator occurs when you or your largest competitor has not changed customer segment strategies for a long time. If this is true in a dynamic industry, perhaps you understand neither your customers nor their profitability. That constitutes a big opportunity to refocus."
