"A recent study by Aon Risk Solutions found that, on average, the percentage of global companies reporting a loss of income due to a supply chain disruption increased from 28% in 2011 to 42% in 2013."E ainda vai crescer muito mais:
"A recent MIT Scale Network study found that even many large companies are unable to create contingency rules and procedures for operations during a complex, high-risk event. In fact, approximately 60% of the surveyed managers either do not actively work on supply chain risk management or do not consider their company’s risk management practices effective."Pense nisto, pense em como poderá estimar estes valores, para que na próxima negociação deixe menos dinheiro em cima da mesa
"As measured by flows of jobs and workers across employers, U.S. labor markets became much less fluid in recent decades.Trechos retirados de "Labor Market Fluidity and Economic Performance" de Steven J. Davis e John Haltiwanger
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An aging workforce and a secular shift away from younger and smaller employers partly account for the long-term decline in labor market fluidity.
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But we also identify strong reasons for concern about the consequences of reduced fluidity for productivity growth and real wages.
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higher training costs as an important factor behind reduced fluidity. The economic consequences are likely to turn on why training costs rose. If they rose in response to technological changes, then returns in the form of more productive workers, better values for consumers, and higher profits presumably compensate for the extra training costs. In contrast, if they rose in response to policies that restrict occupational labor supply and insulate incumbents from competition, they are unlikely to generate net economic benefits.
That brings us to our third reason for concern: the role of government regulations and policies that hamper reallocation. For example, government restrictions on who can work in which jobs have expanded greatly over time.
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the fraction of workers required to hold a government-issued license to do their jobs rose from less than 5 percent in the 1950s to 29 percent in 2008. Adding workers who require government certification, or who are in the process of becoming licensed or certified, brings the share of workers in jobs that require a government-issued license or certification to 38 percent as of 2008. These observations suggest that training costs rose over time, in part, because regulations governing occupational labor supply became increasingly restrictive. In any event, the spread of occupational licensing and certification raises the cost of occupational mobility, one form of job mobility."
"shaped a world in which large companies face increasing performance pressure amidst sinking return on assets, intense competition, and changing workforce dynamics. Individuals are taking advantage of lowered barriers to market entry and commercialization to become creators in their own right. As a result, a new economic landscape is beginning to emerge in which a relatively few large, concentrated players will provide infrastructure, platforms, and services that support many fragmented, niche players.Continua.
In this way, both large players and small will coexist and reinforce each other. Some parts of the economy will be more affected by fragmentation than others, and more quickly, but the fragmentation will be enduring rather than transitory. In this new landscape, much of the world’s economic value will be created by the relationships among participants"
"No, the shortlist requires more than that. Luck, sure, but also the persistence of doing the work in the right place in the right way for a very long time. Not an overnight success, but one that took a decade or three.Trecho retirado de "The shortlist"
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The secret of getting on the shortlist is doing your best work fearlessly for a long time before you get on the list, and (especially) doing it even if you're not on the list."
"Poland’s economy has doubled in size since the fall of communism, while Ukraine’s has stagnated, because Poland made a far more urgent dash in the direction of free markets in labour, capital and trade. Estonia has been the top performing of the former Soviet colonies because Mart Laar, the historian who became prime minister in 1992 at the age of 32, had read only one book on economics, Milton Friedman’s Free to Choose and was in his own words “so ignorant” that he thought flat taxes, privatisation and the abolition of tariffs and subsidies constituted normal policy in the West.Trecho retirado de "Try free enterprise in Europe"
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Mr Laar ignored the warnings from most Estonian economists, who told him what he proposed was as “impossible as walking on water”. There’s a common theme here. Germany’s postwar economic miracle happened because Ludwig Erhard abolished rationing and freed up markets in the teeth of expert advice. When the American general Lucius Clay said his experts thought these policies were a bad idea, Erhard replied “so do mine”, and did it anyway. When Sir John Cowperthwaite turned Hong Kong into a low-tax, free-trade enclave in the 1960s, he had to turn a blind eye to the instructions of his LSE-educated masters in London. Indeed, he kept failing to send them data so they could not see what was happening."
"Different from services.Aplicável também ao B2B. Quantas empresas disponibilizam serviços que apelam à experiência e emoção e, no entanto, depois, com o cliente conquistado, actuam como um banco ou um dentista?
In her study, Susanne H. G. Poulsson uncovers a key distinction between service products and experience products. The two categories meet very different consumer needs.
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There are crucial differences between what we want and what creates value for us when we purchase services from e.g. a bank, garage or dentist, and what creates value when we are after experiences in the form of thrills, shows, travel attractions, culture and entertainment..
When we buy service products, we are looking for help in solving a task, we are keen to save time and energy, and we want to be sure we get the right thing. We buy services because they are useful to us."
"Enjoyment more important.Este Verão senti o desperdício que um bem equipado e simpático parque de campismo estava a fazer ao apenas disponibilizar as suas instalações e rezar pela ajuda de S. Pedro.
When buying experience products, we are less interested in usefulness and all the keener on enjoyment. In this field, consumption is driven not so much by material needs as by psychological wishes.
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“Experiences are what we buy when seeking to enrich our lives in various ways,” the experience researcher explains.
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On the track of magical moments.
Experience products have, according to Poulsson’s study, three main characteristics. These may be summed up as follows:
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A promise of pleasure, flow and magical moments.
The need for physical and mental presence.
A process consisting of interaction between the consumer and the experience product (co-creation).
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The visitor invests time and is involved in creating the experience. The magic is created in the interaction between external stimuli and how each visitor perceives them. This is a personal and subjective process. For this reason, different visitors might see the same experience in very different lights.
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In other words, companies in the experience business must think in terms of developing products which evoke involvement and emotions that make each visitor take part in creating the experiences."
"New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.Quantos gerentes de PMEs estarão dispostos a investir em intangibilidades como o marketing? Quantos continuam agarrados à produção pura e simples?
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a smaller brand can actually benefit if consumers can see the competitive threat it faces from a larger organization.
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we explored the effects of having a large, dominant competitor and found that highlighting a large competitor’s size and close proximity can help smaller brands, instead of harming them.
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Compared to when they are in competition with brands that are similar to them in size or when consumers view them outside of a competitive context, small brands see consumer support go up when they are faced with a competitive threat from large brands. This support translates into higher purchase intention, more purchases and more favorable online reviews.
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we found that shoppers were significantly more likely to make a purchase after reading the “large competitors” version of the in-store ad, compared to the “small competitors” version or the no competition version. ... These results suggest that framing the competitive game and emphasizing a competitive narrative against a larger company can help a small establishment — and spur consumers to make a purchase that supports the smaller competitor."
"A salinicultura deixou há muito de ser rentável - uma tonelada, "bem vendida, fica por 80 euros", adiantou Vergílio Rocha, gerente da empresa Canal do Peixe, detentora do projeto da Ilha dos Puxadoiros que, ontem, a ministra da Agricultura, Assunção Cristas, visitou. Conjugando salinicultura, agricultura, aquacultura e turismo de natureza, o projeto é, segundo a ministra, "é um bom exemplo". Daqueles que "o PROMAR apoia e para os quais ainda há dinheiro e, de futuro, mais dinheiro haverá, através do Mar 2020 [400 milhões de euros]", com o objetivo de "ganharmos escala, criarmos riqueza a partir do mar e postos de trabalho"."Primeiro ponto, por que é que a salinicultura terá de ser um peso morto neste projecto? Recordar gente que fez outro percurso e que vende flor de sal a 100 €/kg, se calhar nem recorreu a subsídios. Não fazia muito mais sentido produzir flor de sal e criar uma marca para aproveitar o canal de venda das ostras?
"Armando Almeida iniciou esta semana funções de presidente executivo da PT Portugal, substituindo Zeinal Bava no cargo.Pergunta um simples anónimo engenheiro da província: Cinco?! Não serão demasiadas prioridades?
Num encontro com quadros da empresa esta semana, Armando Almeida definiu "cinco prioridades estratégicas para o futuro da PT Portugal""
"a aposta na inovação, que é considerada como "fator diferenciador e competitivo" que o novo presidente executivo pretende potenciar.Para mim, um simples anónimo engenheiro da província, resumia tudo à aposta nos clientes: quem são os clientes-alvo da PT? Por que é que um consumidor há-de optar pela PT?
Outra das prioridades é o "foco financeiro", apostando na entrega de valor aos acionistas.
No encontro, Armando Almeida considerou que esta é uma das responsabilidades dos gestores, pelo que "continua a ser fundamental o fortalecimento financeiro, a seleção de investimentos que garantam o maior retorno possível e o aumento do fluxo de caixa", disseram as mesmas fontes.
Armando Almeida sublinhou também que as pequenas e médias empresas (PME) são importantes para a estratégia da PT Portugal, já que "o tecido empresarial português é pedra basilar para o desenvolvimento económico" e a empresa "tem uma capacidade ímpar, não só de estar mais perto das PME, como ajudá-las no seu próprio crescimento e afirmação no mercado".
A aposta nos clientes, incluindo a qualidade de serviço, uma cultura de empresa, onde "mais importante do que o número de horas de trabalho são os resultados" obtidos e a integração numa corporação, já que a PT está em processo de fusão com a brasileira Oi, são as outras prioridades destacadas pelo novo presidente executivo."
"As exportações de vinhos com denominação de origem Douro subiram cerca de 17%, no primeiro semestre deste ano, face ao período homólogo do ano passado."Trecho retirado de "Vinhos do Douro conquistam consumidores. Exportações aumentam"
"Os hotéis nacionais receberam mais de sete milhões de turistas entre Janeiro e Junho (1,6 milhões só neste último mês), mais 12% em comparação com o mesmo período do ano passado."Entretanto, no nosso vizinho:
"Durante los siete primeros meses de 2014, las pernoctaciones se incrementan un 2,8%Há gente a trabalhar bem. Parabéns!!!
respecto al mismo periodo del año anterior."
"Trying to apply management practices uniformly across geographies is a fool’s errand, much as we’d like to think otherwise.Recordo logo várias coisas que a minha cultura rotula de parvoíces infantilizantes, que funcionam na cultura norte-americana mas que cá seriam recebidas de forma pouco abonatória.
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Context matters. This is not news to social scientists, or indeed to my colleagues who study leadership, but we have paid it insufficient attention in the field of management. There is nothing wrong with the analytic tools we have at our disposal, but their application requires careful thought. It requires contextual intelligence: the ability to understand the limits of our knowledge and to adapt that knowledge to an environment different from the one in which it was developed.
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Rather than assume that technical knowledge will trump local conditions, we should expect institutional contextto significantly affect industry structure."
"Are not really making choices Strategy, above all, is about making choices; choices in terms of what you do and what you do not do. ... Most companies don’t concentrate; they cannot resist the temptation of also doing other things that, on an individual basis, look attractive. As a consequence, they end up with a bunch of alternate (sometimes even opposing) strategic directions that appear equally attractive but strangely enough don’t manage to turn into profitable propositions. Too many strategies lack focus.
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Are stuck in the status quo ... companies write up their strategy in such a way that everything fits into what they were already doing anyway. ... Regrettably, more often than not, strategies adapted to what you were doing anyway results in some vague, amorphous marketplace statement that would have been better off in a beginners’ class on esoteric poetry, because it is meaningless and does not imply any real decision about what needs to be done in order to be a vital company in the next one to three years.
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Have no relationship to value creation ... Strategy is not just about making choices; executives need a good explanation why these choices are going to create the company a heck of a lot of value. Without such logic, I cannot call this line of thinking a strategy at all. ... Without a proper rationalisation of why your choices are going to help you create value, it’s not a strategy.
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Are mistaking objectives for strategy We want to be number one or two in all the markets we operate in. Ever heard that one? I think it is bollocks. ... These are goals, possibly very good and lofty ones, but in terms of amounting to a strategy, they do not. You need an actionable idea and a rationale — a strategy — of how you are going to achieve all this. Without a true plan of action, lofty goals are but a tantalising aspiration.
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Keep it a secret The final mistake I have seen, scarily common, as to why CEOs who think they have a strategy don’t actually have one (despite circumventing all of the above pitfalls) is because none of their lower-ranked employees actually know about it. A strategy only becomes a strategy if people in the organisation alter their behaviour as a result of it. And, in order to achieve that, they must know about it."
