Curiosidade do dia

"“Many negative emotions such as anger, fear, and frustration become problematic when those emotions turn into a more permanent disposition or a habitual outlook on the world,”
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This way of thinking may also hurt your heart. A 2009 study from the journal Circulation looked at data from nearly 100,000 women and found that the most cynical participants were more likely to have heart disease than the least cynical folks. The more pessimistic women also had a higher chance of dying over the study period, versus those who were more optimistic about humanity.
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Our thoughts and emotions have widespread effects on bodily processes like metabolism, hormone release, and immune function, Simon-Thomas says. One theory is that when you’re stressed or depressed, cortisol levels increase, making your immune system less able to control inflammation, which could lead to disease over time."

Recordar “Tell me something good that happened today.”

Trecho retirado de "Can Negative Thinking Make You Sick?"

Arriscar

Uma metáfora sobre o arriscar antes de ser claro, sobre ser o que abre o caminho, sobre ser o que tenta quando o resultado é incerto:

"You need to press the buzzer before you know the answer.
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As soon as you realize that you probably will be able to identify the answer by the time you're asked, buzz. Between the time you buzz and the time you're supposed to speak, the answer will come to you. And if it doesn't, the penalty for being wrong is small compared to the opportunity to get it right.
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This feels wrong in so many ways. It feels reckless, careless and selfish. Of course we're supposed to wait until we're sure before we buzz. But the waiting leads to a pattern of not buzzing.
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The act of buzzing leads to leaping, and leaping leads to great work. Not the other way around."

Trechos retirados de "Buzzer management"

Não há alternativa, não se pode ser neutro (parte IV)

Parte I, parte II e parte III.

Como as empresas não se mexem, julgando que podem ser neutras e estacionar algures num local confortável:

"While categories are expanding thanks to the law of division, something sinister is happening. Despite all the attention paid to branding these days, more and more of these categories are sliding into commoditization. In other words, fewer and fewer of the brands in these categories are well differentiated.

...

[Moi ici: Por que é que a Starbucks tem pricing power?] Today everybody from clothing designers to celebrities claims to be a brand, but ultimately the products and services must face the realities of the marketplace—and the consumers. Consumers ask, ‘‘What do you have on offer? How are you different from others in

the category? How are you better? Do you represent values that are valuable to me and make me feel valued? How are you differentiated from the others?’’

.

‘‘It’s no secret that more and more companies are having problems differentiating themselves from their competitors. [Moi ici: E agora um tema caro a este blogue. Caro porque foi aqui que começamos a nossa vida profissional e, porque percebemos que se trata de um grupo que não percebeu a mudança que ocorreu no mundo com a globalização e com a mass customization e o advento de Mongo. O mundo da qualidade continua tão concentrado a construir a Torre de Babel, a combater a variabilidade que nem se apercebe do tesouro que é a variedade]

The Total Quality and Process Re-Engineering movements of the last two decades of the 20th century pretty much guaranteed that companies that actually made it to the 21st century were going to be virtually indistinguishable from one another,’’

O que faz a sua empresa para se diferenciar?
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Trechos retirados de "Differentiate or Die: Survival in Our Era of Killer Competition" de Jack Trout.

Como se ganha pricing power?

Reparem no título "Starbucks Raises Prices Despite Declining Coffee Costs", ou neste outro "Starbucks is hiking prices, again".

"The Seattle company, like other coffee purveyors, often raises prices for its products when coffee prices increase, but the latest move comes despite a decline of about 42% in Arabica futures prices from a peak late last year."

Por que é que a Starbucks consegue aumentar os preços, várias vezes, apesar da descida dos custos da matéria-prima?
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Acham que uma PME típica pode justificar um aumento de preço com um aumento dos seus custos? Poder pode, mas qual é o resultado? Insatisfação dos clientes!!!
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Como é que uma Starbucks consegue aumentar preços?
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Porque pode!

Preço não tem relação matemática com os custos, apesar do que digam os economistas.
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Como se ganha pricing power?
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Com diferenciação e oferecendo propostas de valor percebidas como superiores pelos clientes.
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Com estratégia...
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Pois, o que é que a sua empresa está a fazer para ganhar pricing power? Nope, não olhe para dentro, olhe para fora!

Workshop - Abordagem Baseada no Risco (ISO 9001:2015)

Interessados em trabalhar com o novo conceito introduzido pela ISO 9001:2015?

Tem curiosidade em saber o que é a abordagem baseada no risco (RBT)?

Quer participar numa sessão que conjuga a análise das cláusulas ISO  9001 relevantes para a RBT, com a realização de exercícios e a análise de exemplos e casos práticos?

Um Workshop de 7 horas, com o seguinte programa:

Atenção! Não se trata de mais um Workshop para percorrer a norma ISO 9001:2015 cláusula a cláusula. Acreditamos que a principal alteração é a introdução da RBT e, é sobre ela que o Workshop se debruça:

Valor do investimento: 80€ (mais IVA)
Local: Porto
Inscrições: código RBT01 para o e-mail metanoia@metanoia.pt

NOTA: Aquando da realização dO workshop será utilizado o referencial em vigor no momento (versão DIS, ou FDIS, ou ISO).

Curiosidade do dia

Para mais um banho de humildade sobre a capacidade dos humanos preverem o futuro:

"The limitations come from what people actually do with computers, as opposed to what the marketers expect them to do. On the whole, people don't want to lug a computer with them to the beach or on a train to while away hours they would rather spend reading the sports or business section of the newspaper. Somehow, the microcomputer industry has assumed that everyone would love to have a keyboard grafted on as an extension of their fingers. It just is not so.
...
But the real future of the laptop computer will remain in the specialized niche markets. Because no matter how inexpensive the machines become, and no matter how sophisticated their software, I still can't imagine the average user taking one along when going fishing."

Trechos retirados de "THE EXECUTIVE COMPUTER" (Dezembro de 1985)


HT ‏@ValaAfshar

Contra as importações mas a favor do consumo das famílias... entendam-se

"Em 2013, França era o país que maior contributo positivo dava ao saldo comercial português, tendo sido ultrapassada no ano passado por Angola. A seguir, surgem: Estados Unidos, Reino Unido e Marrocos. Por outro lado, as economias que vendem mais que nos compram são, em primeiro lugar, Espanha, seguida por Alemanha, Itália, Holanda e Cazaquistão.
 .
Ou seja, no primeiro grupo estão os países cuja relação comercial com Portugal mais ajuda o nosso crescimento. No segundo grupo estão os que mais o prejudicam."

Há qualquer coisa de perverso nesta linguagem típica de burocratas fechados numa sala e enterrados em folhas de cálculo. Os tais que sabem tudo sobre preços e custos e nada sobre valor.
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Ao fim do dia, quando regressam a casa, aposto que o fazem num automóvel alemão.
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Só ao chegar a esta linha, juro, é que me lembrei de quem podia ser o autor destas palavras... não falhei, era fácil.
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E de que falamos quando falamos de crescimento? Crescimento por crescer ou crescimento associado a produtos e serviços com maiores propostas de valor? Será que um crescimento das exportações para Angola não tem um ou mais lados negativos?
Será que as importações espanholas, que fazem mexer a economia têxtil do vale do Ave e, depois de traduzidas em emprego são exportadas para a Inditex, são negativas?
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Este discurso, no tempo da filosofia e da coerência do discurso e da narrativa não teria pernas para andar. É um discurso contra as importações no geral mas que elege o consumo das famílias como a saída da crise... ooops os pópós alemães é que estão a dar.

Trechos retirados de "Relação comercial com Angola é a que mais ajuda o crescimento da economia"

  

Não há alternativa, não se pode ser neutro (parte III)

Parte I e parte II.
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E continuo a leitura de "Differentiate or Die: Survival in Our Era of Killer Competition" de Jack Trout.

"Choice Can Be a Turnoff
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Choice can actually hinder the motivation to buy.
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Too many choices spelled confusion. And confusion spelled, ‘‘No thanks.’’
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People are so overwhelmed with choice that it tends to paralyze them. Too much choice makes people more likely to defer decisions. It raises expectations and makes people blame themselves for choosing poorly. You don’t expect much if there are only two pairs of jeans to choose from. If there are hundreds, you expect one to be perfect.
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Choice Can Be Cruel
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With the enormous competition, markets today are driven by choice. The customer has so many good alternatives that you pay dearly for your mistakes. Your competitors get your business and you don’t get it back very easily. Companies that don’t understand this will not survive. (Now that’s cruel.)
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You Have to Be CarefulIf you ignore your uniqueness and try to be everything for everybody, you quickly undermine what makes you different....
If you ignore changes in the market, your difference can become less important.
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Don’t bet that all this will calm down. We believe that it will get worse for the simple reason that choice appears to beget more choice."

E reforço o sentido do título desta série...
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Não se pode ser neutro, não se pode ficar parado...

Num arquétipo de escalada, ficar parado é ficar para trás.
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O que é que a sua empresa está fazer para não ficar para trás?

Os princípios de gestão do século XX

Um tema desenvolvido por este blogue há anos e anos, o contraste entre a mentalidade do século XX, com o seu eficientismo, e Mongo:

"The summary is that 20th century management and economic theory has created a gap between customers and companies. And as companies are seeing that the traditional tools for improving company excellence (operational efficiency and standardization) isn’t churning out the results they used to, they are turning their eyes back to the customers in order to extract value. The problem is that the customer centric approach – often marketed by glorified slogans of customer experience – isn’t connected to the existing organizational culture (goals, collaboration and metrics). So companies can’t just flick the switch, and win with customer orientation – they need a fundamental shift in how they are managed and compete.
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Creating customers have become the problem (marketing is the expense department), while organizational efficiency and standardizing employees task has become the solution (20th century management principles)."

E pensar que tanto e tanto comentador, político e economista continua preso ao século XX... a velha frase de Napoleão:

"Napoleon said: To understand someone, you have to understand what the world looked like when they were twenty." 

 Trecho retirado de "The Customer Is The Strategy"

Controlar, controlar, controlar...

E na linha da "Curiosidade do dia" de ontem:

Este artigo "Exponential Organizations Are The Future Of Global Business And Innovation":

"Here’s a strange thought: Not very long ago, vertical integration was the cutting edge of global business. Indeed, well into the last century, the companies considered to be at the forefront of innovation were those resting atop the largest and most sprawling networks of operation.
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Today’s business leaders stake their success on the opposite model of development. Increasingly, “agility” is the determining factor of market competitiveness, “leanness” its new underlying impetus.
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One of the last persistent hangovers from the previous mindset is the presumption of scarcity. For businesses operating under the notion that the resources available to them are fixed and at a premium, the goal has been and always will be to control as many stages of production and distribution as possible."

E recordo tantos artigos que, ainda enterrados no século XX, alertam para o perigo da perda de controlo.
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Como não recordar "The Power of Co-creation" e a percepção de que cada vez mais as empresas têm de perceber que não controlam parcelas crescentes da cadeia de valor...

Curiosidade do dia

Esta imagem:

Quer dizer muito...
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O que significa face ao paradigma do século XX?

Resultados são consequência de...

Resultados são consequência de exigência e planeamento.
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Atenção a este vídeo "What Sets Top Sales Teams Apart".
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Equipas de vendas de topo têm objectivos exigentes e planeamento:

"Structure - Expectations are followed up on and processes are put in place
11. High-performing sales organizations hold their team members to a higher level of accountability.
12. High-performing sales organizations are quicker to terminate underperforming salespeople.
13. Sales managers at high-performing sales organizations reported a higher percentage of their salespeople achieved their annual quotas.
14. High-performing sales organizations employ a morestructured sales process.
15. High-performing sales organizations more closely monitor their lead follow-up process."

Trecho retirado de "Sales Organization Performance Gap Research Report"

E começar pelos resultados?

A batota é um tema clássico neste blogue.
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A batota é o tema de "A Three-Step Guide to the Ultimate Customer Experience".
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O autor, pessoa que muito estimo, propõe esta sequência:

• 1. What if everything went exactly right?
• 2. What does it take to make it work out that way?
• 3. What are the road blocks?

No final da primeira leitura acabei a pensar na inversão da ordem... tal como prefiro o CAPD em vez do PDCA. Uma loja não começa do zero, já existe, já está aberta e, constata que as contas não vão bem.

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A loja de hoje é uma plataforma que existe para servir que tipo de clientes, em que contextos da sua vida?
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Em vez de começar pelo planeamento, como se se começasse com uma folha em branco, talvez faça sentido começar pelo que corre mal e começar a remover os obstáculos. Ou seja, começar pela análise do desempenho actual.

"Crise fecha 13 empresas por dia"

Segundo uma fonte, o Barómetro BD Informa, a evolução dos encerramentos de empresas em Portugal nos últimos anos foi esta:

Em 2014 já encerraram menos empresas que em 2010.
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A mesma fonte dá este desempenho para 2015:

2015 ainda está melhor que 2014.
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E o que resolve escrever o JN, um jornal do Norte, a região que está a reganhar algo que tinha perdido desde os anos 80 do século passado?

Pois, isto está tudo relacionado:

Quem vai relacionar-se com as tribos de Mongo?

Uma grande verdade:

"Organizations want customers to have relationships with their brands without the expense of the brands having actual relationships with customers.
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Loyalty for most organizations is a one-way street. The customer is expected to be loyal to the brand. The idea of loyalty to the customer is not even considered.
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Real human relationships take time and effort. To become a good and loyal friend does not happen quickly. But loyalty and caring are powerful human emotions and brands seem to want to have these emotions on the cheap.
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Technology has been used to replace expensive human-to-human, face-to-face relationships, because these relationships are the most expensive of all."

No Estranhistão, planeta cheio de tribos, quem as vai servir?
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As empresas grandes ou as pequenas?
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Qual delas aposta mais na relação?


Trechos retirados de "Relationships are expensive"

Curiosidade do dia

Mongo a bombar

"Local Motors: The Ex-Marine on a Mission to Fix the Auto Industry"

Vale a pena ouvir.

"but you can pick your clients"

"You can’t pick your family, but you can pick your clients.
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Ideal Clients rock! They value what we offer, communicate well, are forward thinking and reasonable, have a good sense of humor, and will give the time, money, and resources to make our business projects successful. When we work with our Ideal Clients, our sales time collapses, productivity soars, deals are larger, and they help us get referrals to others like themselves.
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And then there’s the opposite—the PITA client.
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Working with PITA clients isn’t just an unpleasant experience; it’s an opportunity cost. PITA clients push you to do more for less. Once you say yes, you’ve locked yourself into a downward spiral.
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Part of the problem was with the sales team, who had the mentality that any business was good business—even clients with tiny budgets and huge demands. But the sales reps at this firm didn’t deal with the clients after signing them on. They got their commission checks and the terrible clients became an engineer’s problem. “This is why the engineers at this company hate the sales team … and hate their jobs,”
...
1. Create a crisp profile of your Ideal Client. This way, you recognize perfect opportunities when they arise and can help your Referral Sources make great connections for you. Consider the ideal industries, job titles, and locations of the prospects you most want to meet. Also stress the ideal personality traits, and the typical situation or need your company addresses.
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2. Ensure everyone in your organization focuses on attracting only Ideal Clients. If you’re a sales leader, empower your team to recognize PITA prospects and to get rid of them before they ever get into the pipeline. No questions asked.
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3. Ask your current Ideal Clients for referrals. When you implement a rigorous referral program, you continue to attract only Ideal Clients to your company."

Trechos retirados de "Want to Choose Your Clients? Get Referrals"

Optimizar a customização

A propósito deste postal, "Subir na escala de valor - customização", pensei para comigo como esta abordagem da customização no calçado é difícil.
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PME habituadas a outro modelo de produção, a outro modelo de negócio, torcem-se todas ao tentar enveredar pela customização.
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Ao ler "Contextual variety, Internet-of-Things and the choice of tailoring over platform: Mass customisation strategy in supply chain management" de Irene Ng, Kimberley Scharf, Ganna Pogrebna e RogerMaull, publicado por Int. J. Production Economics 159 (2015) 76–87, percebe-se o quanto há por estudar pelas PME para optimizar esta actividade:

Acerca do poder do contexto

Acerca do poder do contexto:

"while we’re ooh’ing and aah’ing, we’re missing the details that really matter: the billions of small moments that happen every day that are revolutionizing the way consumers behave and choose and live and, with it, the way we need to reach them.
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But then there are those moments that really matter—the I want-to-know moments, I want-to-go moments, I want-to-do moments, and I want-to-buy moments. They matter to consumers and they matter to brands. These moments, or “micro-moments,” are when we act on a need—to learn something, do something, discover something, watch something or buy something. They are intentrich moments where decisions are being made and preferences being shaped. We see them constantly, across billions of monthly searches, billions of hours of videos watched every month, billions of interactions with various sites and apps. These aren’t just people inattentively tapping things into their phone; they rather are the new battleground for hearts, minds and, with them, the dollars their attention brings along.
...
In these micro-moments, consumer expectations are higher than ever. The powerful computers we carry in our pockets have trained us to expect brands to deliver exactly what we are looking for – the moment we are looking. We want things right, and we want things right away. In fact, 69% of online consumers agree that the quality, timing, or relevance of a company’s message influence their perception of a brand."

Trechos retirados de "Outside Voices: Why Mobile Advertising May Be All About Micro-Targeting Moments"