"O socialista promete, porém, não voltar a aumentar os impostos. "Não vou aumentar nem o IRS nem o IVA e o IRC será mantido na próxima legislatura de acordo com a reforma que foi feita", garantiu Seguro na entrevista ao "Diário Económico", admitindo "alterações na taxa do IVA, de modo a introduzir maior justiça ou maior coerência com a estratégia económica". A ideia é "valorizar alguns sectores em detrimento de outros", explicou."Isto deixa-me com uma curiosidade, quais serão os sectores a prejudicar, a perseguir, a destruir?
"Though it manifests differently in different parts of the economy, fragmentation refers to an increase in the number of smaller entities addressing a diverse range of business and consumer needs. In fragmenting parts of the economy, each entity has a small addressable market, often focused on a niche; minimal investment or backing is needed to enter the market. These small entities proliferate rapidly, and no one controls enough market share to influence the industry. Crucially, this fragmentation is not cyclical or transitory; in these parts of the economy, where businesses compete on specialization, personalization, and customization, “diseconomies of scale” mean that growing larger creates a performance disadvantage. At the same time, certain roles in the economy are increasingly dominated by fewer, but larger, entities. In concentrating parts of the economy, an entity cannot profitably compete without having scale or scope, and their value to fragmented players is predicated on their being leaders in the market.Tudo, mas tudo coisas que temos escrito ao longo dos anos aqui no blogue e que contribuem para a caracterização e descrição de Mongo!!!
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Unfortunately, many large companies today don’t yet recognize or understand the
impact of fragmentation in their industries."
"In any business, value is created or destroyed in the market with customers, not in planning sessions or training seminars. Without credible sales input, any strategy runs the risk of dealing with yesterday’s market realities, not today’s. Conversely, daily selling efforts—successful or unsuccessful, smart or stupid—constrain and redirect strategies in often unintended ways. Selling in your firm can’t generate sustained returns if it’s not linked to your strategy."BTW, mais uma fonte para corroborar as consequências da falta de alinhamento entre estratégia e execução:
"Selling is, by far, the most expensive part of implementation for most firms. Yet, relatively few strategies - some studies indicate less than 10% - carry through to successful execution and, on average, companies deliver only 50-60% of the financial performance that their strategies and sales forecasts promise. That’s a lot of wasted effort and money. Similarly, a recent survey of more than 1,800 executives across industries found that their biggest challenges are ensuring that day-to-day decisions are in line with strategy and allocating resources in a way that supports strategy."
"A unidade têxtil Fillobranca detinha a licença exclusiva da Disney e garantia a produção e distribuição para a Europa de vestuário da "Guerra das Estrelas"."Fez-me logo especular sobre o que poderá estar por trás deste fenómeno...
"In the 24 hours after the show aired, the company posted $40,000 in sales, almost doubling its total for the previous six months."Neste caso particular, o que a empreendedora fez foi revelar toda a fraqueza do seu estado, o que estava mal, o que tinha corrido mal e porquê... e as pessoas respondem comprando.
"after a mature forest burns down, and nothing remains but charred topsoil, there is a standard growth pattern and cycle for the way species repopulate the forest. The first returning species are fast-growing grasses and shrubs. These opportunistic fast growth species provide low groundcover. Next, small softwoods start to fill in, also growing quickly and providing some shade canopy. Finally, the slow-growing hardwood trees begin to reappear, offering significant canopies over decades or centuries.O que os caçadores de unicórnios na Europa criaram, muitos deles autênticos Quintas-feiras, nas mãos das extractivas elites económico-políticas sem o saberem, foi uma paisagem competitiva adequada a um sistema ecológico maduro, pesado, burocrático... que já não funciona.
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[Moi ici: O trecho que se segue é precioso] At each phase of development, different organisms are best suited for the network of available ecological resources. Grasses thrive in the bright light and can withstand harsh, unsheltered conditions, but when hardwoods have grown in, these grasses don’t get enough light to thrive. Hardwood saplings aren’t as hardy and quick growing as shrubs, but once there is some groundcover, they can grow to great heights, achieving long life spans. Life’s early stage strategies don’t make sense as the ecological network matures, and later stage strategies don’t take hold until the local conditions are right. By the same token, economic clusters offer different value-capturing opportunities relative to their life stage."
"How much should you charge for a new product? Charge too much and it won't sell—a problem that can be fixed relatively easily by reducing the price. Charging too little is far more dangerous: a company not only forgoes significant revenues and profits but also fixes the product's market value position at a low level. And as companies have found time and again, once prices hit the market it is difficult, even impossible, to raise them. In our experience, 80 to 90 percent of all poorly chosen prices are too low.
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Companies consistently undercharge for products despite spending millions or even billions of dollars to develop or acquire them."
"As medidas tomadas até agora de estímulo à economia são as mais correctas?Condenados a repetirmos-nos:
Sim. Não se trata apenas de colocar dinheiro na economia, mas de pensar como vamos pagar as dívidas assim que os mercados começarem a funcionar. Neste aspecto, vejo algumas diferenças na União Europeia. Penso que a Alemanha e os países escandinavos estão mais inclinados a considerar o futuro e a pensar no que devem fazer quando chegar a recuperação. Não quero especificar, mas alguns países põem muito ênfase no "estímulo, estímulo, estímulo" e não conseguem saber se essas medidas vão funcionar quando a economia crescer. E alguns desses países já têm défices elevados.
Como Portugal.
Sim. Penso que é preciso fazer um equilíbrio entre os pacotes de estímulos e as medidas que é preciso tomar depois da crise. Se isso não acontecer, haverá problemas durante muito tempo. Aumentar a dívida não será um problema apenas para o Governo, os cidadão terão de a pagar de uma forma ou de outra."
"O banco alimentar é provavelmente umas das formas mais ineficientes de ajudar pessoas"Não tenho informação suficiente quer para corroborar, quer para contestar esta afirmação. Contudo, o primeiro pensamento que me veio à cabeça quando a li foi qualquer coisa como:
"Mas para aquela pessoa concreta X, fez toda a diferença do mundo"Fiz este desvio por causa da capacidade de modelar o mercado ao jeito da nossa PME. Quando se fala em modelar o mercado, há empresários que tomam a ideia por absurda pois pensam logo numa alteração com escala, para alterar as estatísticas gerais do sector onde actuam. Uma PME não precisa de mudar o mercado, essa entidade estatística geral, basta-lhe alterar o mercado onde actua, cliente a cliente, relação a relação, troca a troca, interacção a interacção.
"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"
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