O que é isto senão uma demonstração daquilo a que chamamos aqui de Mongo?I wonder how long it takes to understand that individuals now have industrial power— Esko Kilpi (@EskoKilpi) March 19, 2016
"In a 2002 interview Peter Drucker said, “In the Industrial Age, only industry was in a position to raise capital, manufacture, ship and communicate at scale, across the world. Individuals did not have that power. Now, with the Internet, they do.”"Trecho retirado de "Giving Customers Scale"
"Miguel Cadilhe defende também um imposto extraordinário, aplicado de uma só vez, para abater a dívida pública. Este deveria incidir sobre a riqueza líquida, como depósitos, imobiliário, acções e obrigações."Um terrorista dos depósitos convertido em apóstolo da poupança.
"Os dados mais recentes da Kantar Worldpanel, empresa de estudos de mercado, revelam que o número de ocasiões de consumo dentro de casa (ou seja, os momentos em que confeccionamos e comemos alimentos) passou de 21 para 19. “Esta redução de consumo [em casa] é praticamente transversal a todos os momentos de consumo, ao longo do dia”, diz a consultora. Contudo, é a meio da manhã, ao almoço e a meio da tarde que “mais cresce o consumo fora de casa”.
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Os números da Kantar, válidos para o período de Janeiro a Outubro de 2015, concluem ainda que “em especial nos jantares” se registou um aumento de 25% nos gastos das famílias fora do lar, em comparação com a mesma altura de 2014."
"Um estudo do IPAM – The Marketing School revela que os portugueses comem cada vez menos fora de casa.
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De acordo com um comunicado enviado à redação do i, 80% dos inquiridos admite que a sua situação económica começa a dar sinais de melhoria, mas mais de metade das pessoas que participaram no inquérito (50,5%) admitem ter começado a cortar nas refeições que realizam fora de casa."
"A jornalista da Antena 1 Ana Isabel Costa ouviu Catarina Martins defender uma aposta firme no mercado interno destes sectores.Já se sente no ar esta mudança de clima, de discurso, Costa há dias ensaiou esta variante "bicicletas":
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Isto porque a crise dos suinicultores veio mostrar que o país não pode viver exclusivamente das exportações."
"Costa pede às empresas para não esquecerem mercado interno"Entretanto, a meio da manhã no Twitter o @nticomuna chamou-me a atenção para "Contas externas com défice de 100 ME em janeiro - BdP".
"we define ‘‘service’’ as the application of resources for the benefit of another..
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A key behavior is that service systems interact to co-create value.
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in S-D logic, service is defined as the application of competences (knowledge and skills) for the benefit of another party. The use of the singular ‘‘service’’ as opposed to the plural ‘‘services,’’ represents a shift from thinking about value in terms of operand resources - usually tangible, static resources that require some action to make them valuable - to operant resources - usually intangible, dynamic resources that are capable of creating value. That is, whereas G-D logic sees services as (somewhat inferior to goods) units of output, S-D logic sees service as the process of doing something for and with another party. Value creation, then, moves from the firm, or ‘‘producer,’’ to a collaborative process. In S-D logic, value is always co-created.
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The purpose of economic exchange in S-D logic is service provision for (and in conjunction with) another party to obtain reciprocal service - that is, service is exchanged for service. Whereas goods are sometimes involved in this process, they are appliances for service provision; they are conveyors of competences.
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From S-D logic, service is the application of competence for the benefit of another. So service involves at least two entities, one applying competence and another integrating the applied competences with other resources (value-cocreation) and determining benefit. We call these interacting entities service systems. More precisely, we define a service system as a dynamic value -cocreation configuration of resources, including people, organizations, shared information (language, laws, measures, methods), and technology, all connected internally and externally to other service systems by value propositions.
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The history of a service system is a sequence of interaction episodes with other service systems.
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An interaction episode is a series of activities jointly undertaken by two service systems. Broadly speaking, interactions can be service interactions (interactions that aim to co-create value) or non-service interactions. For an interaction to be a service interaction, a proposal must be made by one party to another, agreement must be reached between the parties, and value must be realized by both."
"As I am reading Charles Duhigg’s new book, Smarter, Faster, Better, I am reminded that a “bias for action” and a “locus of control,” (believing that you have a choice and can complete some arduous task) is the foundation of motivation.
- When we win deals, we talk about what we did to win, as if it was all our volition. When we lose deals, we pretend that certain factors beyond our control caused our loss, that we were powerless. The problem with believing that forces beyond your control are what causes your losses is disempowering. It means that you have no control, that you have to sit passively while the world acts on you.
- The time to take the actions that ensure you win deals - or greatly improve your chances - is now. The time to deal without whatever obstacle you believe will cause you to lose is before you have lost. No one is coming to rescue you and your deal. You are going to have to save yourself."
"De manhã, quando um gestor (no caso do género masculino) de uma empresa deste tipo está a fazer a barba, deve concentrar o seu pensamento num desafio quotidiano: “Onde podemos, hoje, cortar nos custos?”"Depois, há noite, encontrei e li "The Fine Line Between When Low Prices Work and When They Don’t":
"Winning with low prices is not merely a game of math in which you stay one notch below the competition; it is far more a game of culture and attitude. It takes a special kind of company, from the CEO on down, to make a low-price position sustainable and profitable. The skills and traits to pull that off — such as cost-consciousness, relentless efficiency, and customer-driven design — must be anchored in the company and its culture from the very beginning.
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A healthy low-price position has a long-term orientation built on consistency and sustainability, not quick results.
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The allure of discounting and the adrenaline rush of a price war seem irresistible, but they are delusions that have nothing to do with a low-price position. The best cure I have found for these delusions is a cultural one. Don’t start price wars. Don’t fight them. Don’t engage in over-the-top discounting that trains customers, both in B2C and B2B markets, to buy cleverly on price and price alone.
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Large manufacturers such as Honda can indeed compete against ultra-low-price suppliers in emerging markets, but not by cutting prices on their existing products. Success requires a radical reorientation and redesign, massive simplification, local production, and extreme cost consciousness.
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No matter what strategic price position a CEO chooses, he or she must still fulfill two additional and essential roles: aligning each function of the company with that price position, and then defending it against threats from inside and outside the company."
"A APROLEP considera as importações de produtos lácteos, estimadas em 500 milhões de euros, um "escândalo" e reivindica respostas por parte da grande distribuição, exigindo mais compras de leite nacional e regras concretas para a rotulagem de origem do leite."A produção de leite em 2015 cresceu cerca de 3%. O consumo de leite continua em queda "Distribuição desafia produtores de leite a adaptarem-se às novas tendências de consumo":
"A Associação Portuguesa de Empresas de Distribuição (APED) lembrou hoje que o consumo de produtos lácteos está em queda, desceu 6,7% entre 2011 e 2014, e desafiou os produtores a adaptarem-se às novas especificidades e tendência do mercado."Agora visitem este site, entrem nas estatísticas do leite e lacticínios e reparem na evolução das importações e exportações de leite:
Como não um esquecer um título de há alguns anos "Portugal é um país de incumbentes"Portugal é isto. Protege quem está e mata a concorrência. pic.twitter.com/xOwKks8ji4— jcd (@jcaetanodias) March 13, 2016
"When Bali started his company three years ago, his decision to manufacture locally wasn't motivated primarily by a desire to bring back business to dying factories or to ensure that workers were being well treated.
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I simply couldn't produce the clothes I wanted to make overseas."
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Bali wanted to create his own technical fabrics, monitor quality, and have the flexibility to scale up his business as quickly as possible.
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Two years before launching Yogasmoga, it occurred to Bali that a large proportion of yogawear on the market is made of nylon and spandex, both of which are very dated fabrics, invented by DuPont in 1938 and 1958, respectively. [Moi ici: Recordar o recente "Sintomas de Mongo"] And even though he had spent his career at Goldman Sachs and didn't have a lick of textile manufacturing experience, he wanted to see exactly how hard it would be for him to develop new materials that would be ideal to wear for the practice of yoga.
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That search led him to Invista, a company spun-off by DuPont in 2003, which develops synthetic fibers. "It turns out that while many companies are still using nylon in their clothes, there has been a huge amount of technological advancement in textiles," Bali says. However, developing new fabrics is expensive and requires a lot of time collaborating with specialty companies like Invista, which is why it is easier to rely on existing synthetic materials that are abundant and cheap.
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He's spent the last few years working closely with Invista, testing out how different combinations of fibers feel and perform when they come together.
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Bali eventually worked with scientists to create 30 different technical fabrics that use various combinations of synthetic and organic fibers to create specific effects
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Bali explains that it would have been impossible to manufacture these garments overseas. Asian factories would not have had the infrastructure to produce these brand new fabrics: Bali had to source out a speciality mill in California to turn the Invista fibers into cloth. And on a basic level, communication would have been a challenge, especially given that Asian factories would never have encountered the fabrics he had just invented. If there were issues with quality, he would not have been able to spot them until too late, which might result in a lot of expensive fabric going to waste."
Recordar a confusão que por aí anda por causa da suinicultura e o excesso de oferta de um produto comoditizado.cc. @ccz1 Mais um clássico, este à boleia de décadas de valorização do produto que os espanhóis imprimiram ao sector https://t.co/Uq82zf9nR1— highalpha (@veryhighalpha) March 16, 2016
"Nunca haverá soluções justas e sustentadas construídas no imaginário e na ilusão, onde todos sejam inocentes e ninguém seja culpado, ou onde se escolhe um para expiar as culpas de todos. O que esteve mal? Décadas de culpados mascarados de inocentes, onde, porque ninguém confessou, ninguém teve de se arrepender. É por isso que todos estão presos numa rotunda onde não encontram saída."Trecho retirado de "Os culpados inocentes"
"The EU commission will now let dairy trade organisations create voluntary agreements to limit production.Portanto, conversa de biombos e copos mentruais para ninguém ficar mal na foto. Solução: empurrar com a barriga.
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But it is difficult to see how a voluntary scheme will solve the problem.
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Imagine EU country A has a scheme under which its farmers limit milk production. How do you stop producers in country B from flooding the market of country A with cheap milk, EUobserver asked Hogan.
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“You can't,” he told this website and a handful of other journalists on Monday evening."
"With the rising adoption of machine learning and automation, a human touch becomes more important than ever. Companies that have figured out how to utilize data to create deeper personalization are not only improving the overall customer experience by talking in a language customers appreciate; they’re also winning more deals and generating more revenue dollars.Um outro artigo, ainda mais interessante e sobre o mesmo tema "Here’s How An Old Pair of Sneakers Saved Lego":
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[Moi ici: Depois, o artigo começa a dar uma receita para optimizar o Big Data] Prioritize Segments And Personalize Outreach
Both prioritization and personalization are key when it comes to your hyper-segmentation strategy. Rather than creating a few rigid personas or a large list based on broad firmographic characteristics, hyper-segmentation allows you to use all of your customer data to pinpoint specific marketing problems you can solve for smaller customer groups, aka a “segment of one.” [Moi ici: Oh, wait! Com segmentos de um para que preciso de Big Data? Esta é a vantagem das PME!!!]
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With a highly segmented profile, you can speak to each prospect as an individual [Moi ici: Deve haver algo aqui que me escapa. Ignorância minha certamente, como é que gigantes conseguem lidar com segmentos de um?]"
"As accurate as big data can be while connecting millions of data points to generate correlations, it is often compromised whenever humans act like, well, humans. As big data continues helping us cut corners and automate our lives, humans in turn will evolve simultaneously to address and pivot around the changes technology creates. Big data and small data are partners in a dance, a shared quest for balance - and information.
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In our small data lies the greatest evidence of who we are and what we desire, even if, as Lego executives found out more than a decade ago, it’s a pair of old Adidas sneakers with worn-down heels."
