Mais uma vez o exemplo do têxtil e vestuário

"As exportações da indústria têxtil portuguesa cresceram 10% nos primeiros 7 meses do ano, face ao mesmo período de 2013, para atingirem os 2,819 milhões de euros."

Trecho retirado de "Exportações têxteis mantêm crescimento"

E que histórias sobre a sua oferta costuma divulgar?

"An experience can consist of a product, for example a theatre play. An experience can also be a supplement to the product, such as a dinner at a certain restaurant, or the experience can be the whole package, making the experience not just a product, but a mental process, a state of mind, for instance an evening out combining dining and seeing a play. The main point here is that experiences are always more than just the product. The core of the product might be an experience, like a theatre play, but it is always more than this: it includes where it takes place, the décor, whether the seats are good or not and so forth. One can also gain an experience via technology, such as the web net or watching television. The experience can also be a supplement to a good or a service. It is not the product, but the supplements of it which provide the consumer with the experience. It is not the shoes, but the fact that these shoes are fashionable and show who you are, which is the experience.
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This is an experience you cannot get from just any pair of shoes. It is the design, the marketing, the usage and symbolic value of the shoes that makes them an experience. The shoes acquire a story or a theme and it is the story or the theme, rather than the product, which the consumers buy and cherish in the experience economy. The story or the theme is constructed to sell whatever the product might be, whether tangible or intangible: shoes, vacations, music, films, food, museum visits or events."

E que histórias sobre a sua oferta costuma divulgar? E que histórias sobre a sua oferta ganham ressonância no mercado?
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Quanto tempo dedica a pensar nas histórias que podem ajudar a criar a experiência adequada aos seus clientes-alvo?

Trecho retirado de "Introduction to experience creation" de Per Darmer and Jon Sundbo incluído em "Creating Experiences in the Experience Economy"

´Mais uma vez o exemplo do mobiliário

As exportações de mobiliário luso cresceram 10% em 2013.
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Nada mau!
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E como está a correr 2014?

"As exportações portuguesas de mobiliário e colchoaria aumentaram 12% até julho, em termos homólogos, para 820 milhões de euros, evidenciando que “o setor é cada vez mais uma certeza nos planos de negócio das empresas”, divulgou esta quinta-feira a APIMA."

Acerca do caminho para Mongo (parte VII)

Parte I, parte II, parte III, parte IV, parte V e parte VI.
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O relatório da Deloitte (ver parte V) prevê, como o fazemos aqui há vários anos, a fragmentação da oferta e procura em nichos e tribos que constituirão Mongo, o Estranhistão:

"Fragmentation will occur at different rates and to varying degrees across the economy. Much of the fragmentation is likely to occur in product design and commercialization activities.
...
As fragmented players focus on product innovation and commercialization, what will happen to the established companies of today, and how will they capitalize on their advantages of scale or scope?"

Um exemplo interessante pode ser encontrado aqui "A Big Mac, Coke and side order of decline":

"Have many big consumer brands peaked? I ask this question because I believe a number of the world’s biggest products appear to be in structural decline....Sugary, carbonated beverages are seen by the younger generation as unhealthy. Once such trends become established they are difficult to reverse....younger customers are visiting McDonald’s less, and going instead to rival fast-casual chains. Diners want fresher, healthier food and a more bespoke offering. And what happens in America is likely to be followed in other territories....It may be that the health issues challenging Coca-Cola and McDonald’s are specific to those market leaders. But I suspect other factors are at play too. Customers younger than 30 are more promiscuous in their brand choices and have less product loyalty. The digital revolution has brought almost total price transparency, diminishing the ability of brands to charge more. Retailers are embracing own-label to defend their margins....
In both alcoholic and soft drinks, for example, almost all the growth is coming from smaller, independent producers."

Curiosidade do dia

Foi bom tê-las por cá.
Lembrem-se que estarei sempre à espera que regressem para anunciar a Primavera.
Já tenho saudades vossas, façam uma boa viagem.

Sempre associei a partida das andorinhas ao abaixamento da temperatura. Este ano surgiu-me uma nova teoria, elas vão embora por causa da redução do número de horas de sol, independentemente da temperatura.

Coisas que deveriam dar que pensar

Parem por um instante. Pensem na quantidade de especialistas, académicos, políticos, consultores, gurus, ... que nos últimos anos afirmam a pés juntos que o Apocalipse vem aí.
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Recordem, por exemplo, esta cena "Indústria nacional "vai sofrer muito com a valorização do euro"" de 29 de Abril de 2011.
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Depois disto o que é que tem acontecido às nossas exportações para fora da zona euro?
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Depois disto o que é que tem acontecido ao emprego nos sectores mais abertos à concorrência internacional?
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Ouviram alguma retratação?

Um primeiro passo

Finalmente uma medida correcta deste senhor, "Governo vai permitir produção de electricidade para autoconsumo".
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Uma medida na linha do que Rifkin prevê e, que acabará com o poder das utilities, a democratização da produção eléctrica.

Um exemplo das consequências do ROA

"72% of all new products don’t meet their revenue targets. And a quarter of companies, according to the same survey, confess that not one of their new offerings met its profitability goals.
...
what’s causing this high failure rate
...
[when a product fails] it’s not a technology problem or a pure R&D problem — it is really around marketing, customer segments, and of course pricing.
...
Your survey also details how hard some companies are finding it to raise prices. For instance, you found that only a third of all planned price increases actually get implemented, and for every 5% price increase attempted, only about 1.9% is achieved. Why are companies having such a hard time raising prices?
...
One of the odder findings in your survey is that 58% of companies say they are currently in a price war – but 89% of those blame their competitors, not themselves, for starting it. Why does pricing feel so out of executives’ hands?
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[Moi ici: ROA - Return of attention. O tempo que se investe numa coisa não pode ser usado para outra] For many years, CEOs and executives have focused on improving the bottom line through cost cutting, finding efficiencies in operations and the supply chain. Companies have gotten better and better at that. Pricing is also a highly impactful driver of revenue, but companies probably spent the least amount of time on it. Often it’s the most misunderstood driver in a corporate boardroom. It’s not something that gets a lot of attention in business school, relatively speaking. However, it is also one of the easiest things to change and companies tend to be more reactionary [than strategic] about it."

Trechos retirados de "The Silent Killer of New Products: Lazy Pricing"

Recordar "Aumentar preços"

Matar a galinha dos ovos de ouro - em directo

"Through the 1970s, Gucci ... stood with Hermès and Chanel in a high-cost, high-willingness-to-pay position, its brand resonating with elegance, wealth, and success."

Em 1984 a Gucci já não passava de uma pálida sombra do que fora como força de marca. Porquê?
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Porque luxo está associado a autenticidade e escassez. No entanto, a partir de 1975 a marca Gucci começou a ser aplicada a:

"the Gucci name proliferated like some kind of illness-inducing bacteria. Unbridled licensing plastered the name, along with the red-and-green logo, on sneakers, packs of playing cards, whiskey—in fact, on a total of 22,000 different products."

Ontem o JdN trazia esta história "“Chairman” da Ferrari abandona cargo depois de desacordos com CEO da Fiat". Contudo, a BloombergBusinessWeek  conta melhor a história em "Ferrari's Old Guard Fights Back Against Fiat's Marchionne":

"Marchionne wants to the put the Ferrari brand to work as he pushes to expand Fiat Chrysler’s lineup of high-end cars. Di Montezemelo, who has run Ferrari for 23 years and began his career as an assistant to founder Enzo Ferrari, wants to maintain the company as an autonomous unit within Fiat and safeguard its exclusivity by limiting sales to about 7,000 cars a year.
...
Marchionne, who wants to develop new markets for Ferrari, said earlier this year that he could envision boosting annual sales to 10,000. That number is minuscule compared to the 4.4 million cars sold by Fiat Chrysler last year. But the profit margins are enormous: Ferrari accounted for 12 percent of Fiat’s operating profit. And with sticker prices ranging from about $200,000 to more than $400,000, Ferrari wants buyers to feel they are members of an exclusive club—owners of “a desirable object par excellence,” as di Montezemelo has put it. His fear is that Fiat Chrysler will over-expose the brand."

Já adivinho a bastardização da marca Ferrari, dentro de uns anos pode estar ao nível da Audi ou da BMW.

Citações sobre a Gucci retiradas de "The Strategist" de Cynthia A. Montgomery

"On Experiences as Economic Offerings" (parte III)

Parte I e parte II.
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Terminei a leitura da tese "On Experiences as Economic Offerings" de Susanne H. G. Poulsson e, recomendo o seu estudo a quem quiser desenvolver o marketing de serviços, sobretudo em sectores não transaccionáveis. Por exemplo, promover um parque de campismo, um ginásio, um evento desportivo ou musical, uma feira ou uma festa religiosa.

Curiosidade do dia

Sei que a foto ficou desfocada com a ampliação. No entanto, não podia deixar passar este exemplo de simbiose, com uma Bubulcus ibis (garça-boieira) encavalitada no dorso de uma vaca prestando serviço de limpeza de insectos.
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Bioria em Salreu.

Acerca da produtividade

Escrito para pessoas, julgo que o mesmo se aplica às empresas:

"So what is it about productive people that separates them from the bumbling, distracted masses? A lot of it has to do with self-awareness and recognition of one’s own behavior.
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As we know, recognizing your productivity patterns is one key step toward becoming more efficient. We may not be able to add hours to the day, but we can make the hours we do have count more by taking better advantage of when we’re at peak productive performance."

Quando é que a empresa tem níveis de desempenho superiores? Com que gente? Com que produtos? Com que encomendas? Com que clientes?
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Encontramos algum padrão que possa ser usado para aumentar esse nível de desempenho?
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Trecho retirado de "A Secret Ingredient in the Recipe for Productivity?"

Acerca do caminho para Mongo (parte VI)

Parte I, parte II, parte III, parte IV e parte V.
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Este artigo "Good Eggs Raises $21 Million From Index Ventures To Deliver The Farmer’s Market To Your Door" é bom para ilustrar o capítulo seguinte do relatório da Deloitte que andamos a rever aqui. O último capítulo era muito claro acerca de Mongo e da consequente fragmentação que vai ocorrer em muitos sectores.
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E como é que os produtores fragmentados e tribos de clientes podem comunicar entre si, para co-produzir, co-criar, trocar?
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Através de plataformas!!!

"Organic food delivery startup Good Eggs wants to change the way people eat, making it easier for customers to buy organic foods produced by independent farmers and vendors nearby.
...
It offers up a marketplace to enable customers to buy from nearby farms and vendors, but then handles all the logistics associated with packaging up their orders and handling delivery.
...
For vendors, the platform provides a way for farms to find new customers, creating new demand for their goods. Rather than going through the hassle of packing up a truck and taking it to a farmer’s market, where a vendor never knows what they will sell, Good Eggs tells them exactly what customers want."

Uma especialização modelo aqui abordado.
Continua.

Tornar a competição imperfeita, alterando as regras

Para um antigo atleta federado e antigo aficionado das provas de atletismo internacional, para alguém que ainda viu Dick Fosbury competir e, lida com os desafios competitivos das PMEs no dia-a-dia, este artigo "The Innovator’s Question: What Would Fosbury Do?" está muito bem esgalhado:

"Fosbury’s breakthrough took his sport to a new level. He did it not by working harder or developing bigger muscles than his competitors, but by recognizing that a convention of his sport was not a rule.
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The same pattern is present in breakthrough innovations in business. Dramatic progress in both macro and micro environments happens when players break rules that aren’t actually rules – in other words, when they rethink assumptions. [Moi ici: Aquele momento especial em que o rato consegue tirar o labirinto que está dentro de si]
...
“In most real life situations the pieces are not given, we just assume they are there. We assume certain perceptions, certain concepts and certain boundaries.
...
We who’ve gotten far by playing by the rules or even writing our own as entrepreneurs have an easy time carving our assumptions about our businesses into stone. We become increasingly entrenched in “this is what matters” and “that’s the way it’s done” the longer we invest.
...
Fosbury recognized that there was no rule in his sport other than “clear the bar” and “jump off of one foot.” He could run from any angle, jump from either foot, twist and flail and land however he wanted. But his peers assumed that the direct approach was the “right” approach, and therefore only made incremental improvement."

Quantas regras, que só existem na nossa cabeça, nos impedem de ir mais além, nos impedem de abordar o desafio do mercado de uma forma diferente e, mais vantajosa para a nossa organização?

Como David ajoelhado, naquele momento em que percebeu que a espada, elmo e armadura de Saúl de nada lhe valeriam, e começou a escolher os seixos do rio, porque já se tinha libertado das regras de combate que ainda aprisionavam os outros.

E os grandes ficarão cada vez mais grandes... Oh, wait!!!

"Under Armour prosigue con su ascenso en el podio del negocio de la moda deportiva. La compañía estadounidense ha arrebatado a Adidas el segundo puesto del ránking de marcas de moda deportiva en Estados Unidos por volumen de negocio."

Trecho retirado de "Under Armour le ‘roba’ a Adidas la plata del negocio de la moda deportiva en EEUU"
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Continua.

Curiosidade do dia

Acabo de ouvir na rádio Sérgio Monteiro:

"O secretário de Estado das Infraestruturas, Sérgio Monteiro, afirmou hoje que as perturbações que afetaram a TAP em junho e julho estão sanadas, considerando que a companhia aprendeu com os erros deste verão, que não se podem repetir.
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"Pareceu-nos uma boa atitude: aprender com os erros que podem existir do ponto de vista do planeamento operacional e fazer tudo para que no próximo ano exista uma resposta diferente da que existiu este ano", considerou Sérgio Monteiro, no final de uma reunião com o presidente da companhia, Fernando Pinto."

Aprender com os erros, isso é sempre bom.
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Aprender com os erros começa por se perceberem as causas que geraram a falha, depois, desenvolver as acções que eliminem as causas.
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O que é que as PMEs preguiçosas fazem quando os erros ocorrem? Em vez de actuarem sobre as causas, actuam sobre os sintomas. Por exemplo, aumentam o controlo da qualidade, e deixam o sistema continuar a gerar os erros.
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O que é que Sérgio Monteiro disse na rádio que a TAP vai fazer?
Melhorar o planeamento?
Não, manter pelo menos dois aviões de reserva para fazer face aos erros...
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Quanto custa manter dois aviões de reserva por dia?
E isto é aprender com os erros?

Mt 11, 25

Ao longo dos anos, aqui no blogue, temos apresentado uma versão da competitividade que não segue, necessariamente, a cartilha seguida por tanta gente conhecida neste país. Gente como: Ferraz da Costa; Vítor Bento; João Duque; Daniel Amaral; João Ferreira do Amaral; Teixeira dos Santos; ...
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Como é que essa cartilha explica o crescimento das exportações portuguesas e do emprego nos sectores mais sujeitos à concorrência internacional nos últimos 4 anos?
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Entretanto, neste relatório "The Shifting Economics of Global Manufacturing" da BCG, sinto-o todo permeado e contaminado até ao tutano por essa mesma cartilha em que o preço, ou custo, é a única variável relevante para conquistar clientes.
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Por isso, sorri com gosto, ao encontrar esta figura:

"Several leading manufacturing export economies didn't fit into our four categories because shifts in their cost structures didn't follow one of the distinct patterns. (See Exhibit 9.) ..."

Interessante

"Large corporations with small boards (around nine to 10 directors) outperformed their peers on shareholder return by 8.5 percentage points, while firms with large boards (13 to 14) underperformed peers by 10.85 percentage points,"

Trecho retirado de "Maybe Your First Layoffs Should Be Board Members"

Ecossistema, B2B e SDL

Esta tabela ajuda a perceber o léxico usado na SDL:

E também relacionável com a temática dos ecossistemas da procura:

"S-D logic moves the orientation of marketing from a ‘market to’ philosophy where customers are promoted to, targeted, and captured, to a ‘market with’ philosophy where the customer and supply chain partners are collaborators in the entire marketing process.
...
S-D logic also recognizes that customers as well as suppliers are resource integrators, consistent with the concept of cocreation of value. S-D logic not only brings the customer into the process of co-creation of value, but organization's partners throughout the value network as well. Consequently, S-D logic recognizes that each entity should collaborate with other entities and integrate resources with them.
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If we want to completely carry out the program of S-D logic and translate it into B2B offering strategies, we must re-establish the balance to the customer's advantage: co-creation is carried out, in a many-to-many approach, between a supplier and his network in interaction with a customer and his network. From an S-D logic viewpoint, it's not only therefore about making an offering to the customer but also to some of the actors in his network thereby co-creating value with them and for them.
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The cocreation of value with the customer network actors has been particularly identified as being the missing link in current B2B offering strategy approaches in terms of solutions."

Fica esta tabela final com informação relevante:

Trechos retirados de "Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors" publicado no Industrial Marketing Management em 2008.

Acerca do caminho para Mongo (parte V)

Parte I, parte II, parte III e parte IV.
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A pressão sobre as empresas e os indivíduos e o abaixamento das barreiras e a democratização da produção e comercialização, criam o caldo perfeito para o que se segue "Fragmentation: Staying niche, nimble, and small is the new goal for many". Por isso, é que durante as caminhadas de Agosto, enquanto lia o relatório pela primeira vez, não me cansava de brincar a dizer que estes tipos me tinham copiado o blogue:

"The erosion of barriers to forming and pursuing a business venture will lead to increasing fragmentation in certain parts of the economy.
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As barriers fall, many small yet viable players will emerge, with increasing influence on the economy
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This proliferation of individual and small business ventures addressing highly differentiated industry and consumer needs will drive significant fragmentation in certain parts of the business landscape. Fragmentation (within a domain) is defined by the following characteristics:
• Each player within the domain has a small, addressable market and is focused on a specific niche
• Collectively, players address a diverse spectrum of customer and market needs
• Both players and niches are proliferating within the domain
• No single player has enough market share to influence the direction of the domain
long term
• A relatively modest level of investment is sufficient to enter and sustain position
• “Diseconomies of scale” are in play—it is more challenging for large players to stay in business
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Fragmentation is likely to be most pronounced in the design, development, and
production of new products and services for specific markets.
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As consumer demand for uniqueness or other specialized attributes causes product
fragmentation, another type of fragmentation will occur in the retail space, as retailers cater to specific consumer preferences with a targeted set of niche products.
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They will increasingly offer targeted experiences to niche customer segments
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the number of small investors could grow with the emergence of a different type of angel investor—one who, now that it is easier for individual investors to connect with individual makers, artists, or entrepreneurs, values his or her connection to a specific product or mission more than tenfold returns.
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Fragmentation will be a permanent feature of the business landscape
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Today’s consumers expect offerings that exactly fit their needs and lifestyle requirements. The good news is that digital technologies allow niche products to reach consumers. The bad news is that, given the fragmentation of the consumer base, it is harder to get an offering adopted by the mass market, earn market share, and generate large returns. Indeed, the whole idea of the “mass market” may become less relevant as niche market proliferate. Revenue opportunities may be limited to capturing a relevant niche segment instead of an entire market.
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Increased competition and disruption are shortening product life cycles, reducing the total return for each product.
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a decrease in consumer loyalty. Consumers are increasingly willing to switch between brands to find products that best address their needs.
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Niche players that scale will have difficulty retaining creative talent, given the
increasing ability of talent to pursue other ventures.
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As an organization scales, it often becomes focused on efficiency, tightly scripting processes and governance models and thus limiting workers’ autonomy and creativity.
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fragmentation will be a sustained and even desirable outcome in the new business landscape."