"How do you create a company that evolves with its business? How do you fit an organization for its context?Trechos retirados de "An organization fit for its context"
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When the business changes, our organization adapts through experiments."
"Flexible gym contracts which don’t require members to commit to a fixed term are actually better for retention than traditional 12-month tie-ins, according to a new report.Clientes que se sentem e/ou são tratados como prisioneiros fogem assim que podem?
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ukactive’s mid-year Business Performance Benchmarking Insight Report – based on data from more than 600 UK fitness and leisure sites – has found that enabling health club members to leave whenever they want is actually the best way to keep them.
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The report found gyms with a fixed-term minimum 12-month contract saw an average membership length of 11.2 months, whereas gyms not requiring a 12-month commitment and offering more flexible contract lengths saw an average stay of 17.2 months."
"O autarca ressalvou que se trata de trabalho temporário, pago ao dia, entre 30 a 40 euros a jeira, que não tem consequências nas estatísticas oficiais de desemprego e que esbarra com "preconceito que as pessoas ainda têm de que o emprego é um contrato que fazem para a vida"."Depois, esta outra:
"“Fomos contratadas por dois meses e meio. É um trabalho sazonal, mas é muito bom”, afirmou Patrícia Almeida à agência Lusa. Daniela Guedes acredita que esta experiência de trabalho vai ser “enriquecedora a nível pessoal e de currículo”.Depois, a narrativa decorrente da visão do século XX:
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Marta Teixeira é licenciada em animação turística e veio do Porto para trabalhar nesta unidade de enoturismo. “Faço visitas guiadas, mas também faço trabalho de receção e ajudo no serviço das mesas. Está a ser muito bom e estou a gostar muito do que estou a fazer”, salientou a jovem. O contrato dura até dezembro. E depois? “Vamos ver o que acontece. É procurar de novo e estar aberta a novas experiências”, salientou."
"O aumento do número de turistas no Porto fez disparar a necessidade de contratar mais pessoas para os restaurantes, hotéis ou caves de vinho, mas isso não significa necessariamente empregos fixos ou salários mais altos.1º trecho retirado de "Quer trabalhar? Carrazeda precisa de gente para as campanhas da maçã, azeite e vinho"
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"Existe um grande paradoxo: 2013 foi o melhor ano turístico de sempre, 2014 foi melhor e 2015 vai ser ainda melhor, contudo o patronato continua a apostar na desvalorização, desregulamentação e falta de condições de trabalho, congelamento salarial e baixos salários, pondo em causa Portugal como destino turístico de qualidade", disse à Lusa o presidente da direcção do Sindicato dos Trabalhadores da Hotelaria do Norte." [Moi ici: Lembram-se de Luís Veiga? Será que muitos destes patrões ouvem o discurso pessimista do seu presidente associativo e têm muito receio de compromissos de longo prazo]
"In 1999, the national economy supported 1.5 million jobs in that category; by 2014, the number had grown to nearly 1.8 million. This means the creative class modestly outperformed the rest of the economy, making up 1.2 percent of the job market in 2001 compared with 1.3 percent in 2014. Annual income for Group 27-0000 grew by 40 percent, slightly more than the O.E.S. average of 38 percent. From that macro viewpoint, it hardly seems as though the creative economy is in dust-bowl territory.Não me vou alongar mais, porque o artigo está cheio de estatísticas sobre os escritores e actores de filmes e televisão, bem como sobre a sua qualidade.
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From 2002 to 2012, the number of businesses that identify as or employ ‘‘independent artists, writers and performers’’ (which also includes some athletes) grew by almost 40 percent, while the total revenue generated by this group grew by 60 percent, far exceeding the rate of inflation.
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What do these data sets have to tell us about musicians in particular? According to the O.E.S., in 1999 there were nearly 53,000 Americans who considered their primary occupation to be that of a musician, a music director or a composer; in 2014, more than 60,000 people were employed writing, singing or playing music. That’s a rise of 15 percent, compared with overall job-market growth during that period of about 6 percent. The number of self-employed musicians grew at an even faster rate: There were 45 percent more independent musicians in 2014 than in 2001. (Self-employed writers, by contrast, grew by 20 percent over that period.)
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Somehow the turbulence of the last 15 years seems to have created an economy in which more people than ever are writing and performing songs for a living.
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In the post-Napster era, there seems to have been a swing back in a more egalitarian direction. According to one source, the top 100 tours of 2000 captured 90 percent of all revenue, while today the top 100 capture only 43 percent."
"A grande maioria das pessoas com quem discuto ou partilho este tipo de assunto, concordam em ser diferentes, em evitar o confronto directo, em evitar a concorrência pelo preço, então quando se fala em vender mais caro toda a gente fica com um brilho nos olhos, mas na hora de fazer diferente não há coragem e discernimento pessoal suficiente para acreditar nas suas vantagens e capacidades e fazer realmente diferente."Ainda recentemente referi aqui o conselho que em 2009 dei ao PSOE e a Zapatero. Mentes moldadas e temperadas num modelo mental têm muita dificuldade em o ultrapassar. Recordar "and new situations, in which such intuitions are worthless". É a tal história de que não vemos a realidade, vemos a nossa representação da realidade a qual depende da nossa experiência anterior e, fugir dela é muito, muito difícil.
"So, why do not more companies just come up with a new business model and move into a ‘blue ocean’? It is because thinking outside the box is hard to do – mental barriers block the road towards innovative ideas. Managers struggle to turn around the predominant logic of ‘their’ industry, which they have spent their entire careers understanding. First, many managers do not see why they should leave the comfort zone as long as they are still mak-ing profits. Second, it is common knowledge that the harder you try to get away from something, the closer you get to it. Bringing in outside ideas might seem promising in this case – however, the ´not invented here´ (NIH) syndrome is well known and will soon quash any outside idea before it can take off in a company. (fonte)E:
"mental models—ingrained assumptions and theories about the way the world works. Though mental models lie below people’s cognitive awareness, they’re so powerful a determinant of choices and behaviors that many neuroscientists think of them almost as automated algorithms that dictate how people respond to changes and events." (fonte)
"Com exportações totais no valor de 1,846 mil milhões de euros, correspondentes a 77 milhões de pares [Moi ici: O artigo noutro local refere uma produção de 77 milhões de pares], Portugal fechou o ano como 12º maior exportador, um lugar abaixo do ano anterior. O preço médio de exportação português foi de 31,88 dólares, ou seja, 24 euros. Uma valorização de 0,65 euros face a 2013, e que acentua a distância comparativa a Itália: o preço médio do calçado italiano foi de 50,92 dólares, ou seja, 38,33 euros, mais 1,63 euros do que em 2013. [Moi ici: Nunca esquecer o que pode fazer variar este valor médio. Recordar "Comparações enganadoras"] Curiosamente, o preço médio de exportação do calçado mundial não vai além dos 6,11 euros, 12 cêntimos abaixo do ano anterior. Em termos geográficos, saiba que o preço médio de exportação europeu foi de 23,35 euros, enquanto que o asiático não chegou, sequer, aos 4,6 euros."O artigo do JN tem este trecho precioso:
"The importance of contextual influences calls into question our industry’s obsession with target audiences. Perhaps brands should think of target contexts not just target audiences."Recordar este postal recente "Qual é o JTBD?" e este outro "Não começar sem saber qual o trabalho e o contexto seleccionado"
"Today, the rationale for all of our institutions is scalable efficiency. [Moi ici: Recordar as escolas-cidade, os hospitais-cidade, o impulso do século XX e a atracção de Mongo] We justify our institutions because it is easier and lower cost to coordinate activities across a large number of participants if they are within a single institution than if they are spread across many independent organizations.
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The way we have implemented scalable efficiency is to tightly specify all activities, carefully standardize them so they are performed in the same efficient way anywhere in the organization and tightly integrate all activities to remove those inefficient buffers across activities."[Moi ici: Como se a procura fosse uniforme e precisasse toda ela da mesma resposta uniforme e padronizada. Um clássico do "To Big To Care"]
"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled." [Moi ici: Mas, e como isto é profundo] "In essence, creative destruction means that low productivity plants are displaced by high productivity plants."Agora leio "Productivity Is Soaring at Top Firms and Sluggish Everywhere Else" e recordo porque a produtividade é mais baixa em alguns países:
"Our research shows that the slow productivity growth of the “average” firm masks the fact that a small cadre of firms are experiencing robust gains. OECD analysis shows that the productivity of the most productive firms – those on the “global productivity frontier” in economic terms - grew steadily at an average 3.5% per year in the manufacturing sector, or double the speed of the average manufacturing firm over the same period. This gap was even more extreme in services. Private, non-financial service sector firms on the productivity frontier saw productivity growth of 5%, eclipsing the 0.3% average growth rate. Perhaps more importantly, the gap between the globally most productive firms and the rest has been increasing over time, especially in the services sector. Some firms clearly “get it” and others don’t, and the divide between the two groups is growing over time."E em linha com a preocupação da troika em reduzir as barreiras à concorrência interna:
"Seen from this perspective, the productivity problem isn’t a lack of global innovation. It’s a failure by many firms to adopt new technologies and best practices. Indeed, the main source of the productivity slowdown is not a slowing in the rate of innovation by the most globally advanced firms, but rather a slowing of the pace at which innovations spread throughout the economy: a breakdown of the diffusion machine. ... new firms need to be able to enter markets and experiment with new technologies and business models"
"Minimum Viable Products are optimized for learning, not scaling. This is one of the hardest things to convey to people who’ve spent their lives building to build, not building to learn.Trecho retirado de "7 things I’ve Learned About Lean Startup"
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What do you need to learn about the customer? The market? The problem? When you start with learn, it helps soften the blow."
"By adjusting the focus from products to experiences, brands are allowing luxury to continue to embody preciousness. And in terms of sales, it’s working. A 2014 Eventbrite nationwide study found that 78% of Millennials would choose to spend money on a desirable experience or event, over buying a desirable product.
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Brands need to broaden their interests and offering from being manufacturers of luxury goods to facilitators of luxury moments. And it’s not just about standalone experiences and events. In-store experiences need to have a bigger focus on curation and inspiration.
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In order to stand out in today’s new luxury landscape; brands must focus on delivering incredible customer experiences and create a value beyond the product itself.
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Of course, brands must still have a solid product offering. ... However, they need to move beyond product to be seen as luxury in today’s changing market. Brands must give their customers the opportunity to have a unique experience that embodies what they stand for."
"Josko Gravner, a third-generation winemaker, left his family’s grove in Northern Italy, close to the Slovenian border, to visit the vineyards of California. It was 1987 and Gravner, like the rest of the world, had embraced modern winemaking techniques. He had stainless steel vats for fermenting wine. He had fresh oak barrels. In California, he went on a whirlwind tour and what he tasted turned his palate. Chemical manipulation, he realized, was destroying wine. Over the years, additives had been incorporated to take the risk and the time out of winemaking. From stabilizers and sulfur dioxide to help with preservation, to a sickly concentrate of color called Mega Purple to correct the hue of reds, Gravner saw the art of winemaking devolving into a business no longer invested in what the French call terroir. And it wasn’t just America. The trend was spreading across Europe, too.
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Gravner went back to Italy and he ditched technology. He went back to the beginning. He researched the earliest winemaking techniques and learned that until around 1000 AD, wine had been fermented in clay amphorae pots. He studied the traditional winemaking of the Caucasus region in Georgia, and he endeavored to revive these classic techniques and make an honest wine without additives. Gravner would come to use wild yeasts to ferment. He left the skins of the grapes with the juice to macerate in the brew for many months and act as a preservative. Because the skins remained, no chemicals could go on the grapes as they grew. For Gravner, orange wine required great care from soil to bottling. He let nature dictate the process, taking the great risk that a batch might not turn out.
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"Here was a guy who was making world class, traditional oak style wine. He had a list of fans two miles long. To go from making one of the top Italian white wines to giving people orange wine, well it freaked everyone out," Stuckey says."
Pensem em quanto querem ganhar e pesquem menos quantidade deliberadamente, para manterem preços altos durante toda a campanha e poderem prolongar a duração da campanha.Lembrem-se:
Volume é vaidade
Lucro é sanidade.
