"When the Chinese clothing manufacturer Tianyuan Garments Company opens its newest factory in 2018, it will be in Arkansas, not China, and instead of workers hunched over sewing machines, the factory will be filled with fully autonomous robots and their human supervisors.Algo que não está alinhado com a tendência de Mongo, algo alinhado com o modelo do século XX.
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Once the system is fully operational, each of the 21 production lines in the factory will be capable of making 1.2 million T-shirts a year, at a total cost of production that can compete in terms of cost with apparel companies that manufacture and ship clothing from the lowest-wage countries in the world. The factory will be one of the first to use a technology that could herald immense changes in how the apparel industry works."
"Venture capital taught Etsy that making money wasn’t a skill it needed to learn early on. Go on, it said, spend the millions. And when you’ve spent those, come back and get some more. So Etsy did. They came back for a B round, then a C round, then D, E, and F rounds. Just shy of $100 million in total.Como não recordar:
That experience deluded Etsy into thinking that they, uniquely, could ferry the scorpion across the river without getting stung. That a cool hundred million wouldn’t ever need to be paid back or corrupt its noble mission.
But the party only lasts until the music stops."
que parolice https://t.co/1bNuefiRph que parolice mesmo. empreender ñ é lifestyle nem show, é seduzir clientes ou morrer— Carlos P da Cruz (@ccz1) October 31, 2016
Oh boy... torrar €€ à fartazana. Arranjar clientes e MVP vai ser a última coisa https://t.co/0jzUR9qA1g— Carlos P da Cruz (@ccz1) March 8, 2016
estilo de vida:— Carlos P da Cruz (@ccz1) June 26, 2017
-o q fazes?
-tenho uma startup
-já tens clientes?
-ñ preciso, com apoios e subsídios tenho vida por + 10 anos sem clientes
"We wanted to unpack the how by identifying what sets these teams apart in terms of how they spend their time and the critical behaviors they engage in.Muito, muito bom!!!
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Commit to an identity. The first tenet of their framework is that an organization must commit to an identity through a shared understanding of its value proposition and distinctive capabilities. In short, the organization must commit to focus on what it is good at and then go after it
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Translate strategy into everyday processes and capabilities. Our analysis of how senior teams spend their time shows that for this dimension:
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High-performing teams spend over 25% more time focusing the enterprise than their lower-performing peers. That time is spent establishing financial and operational metrics, aligning goals with overarching strategy, allocating resources, and reviewing key metrics.[Moi ici: Daí a importância de um balanced scorecard da 3ª geração]
High-performing teams spend 14% more time checking their progress against strategic goals by reviewing key metrics and shifting resources accordingly.
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Concentrate on the unique cultural factors that fuel success. Implicit in this assumption is resisting the temptation to drive traditional change programs based on addressing gaps or weaknesses.
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The academic literature as well as our consulting experience suggest that the ability to prioritize is a key ingredient to an enterprise leadership team’s success. This is no small task, given the constant and overwhelming demands on most teams. What do our data suggest about how teams go about this?
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High-performing teams, compared to lower-performing teams, spend 54% more time first setting direction, crafting a vision that serves as a guiding light for decisions regarding resources.
When it comes to execution, lower-performing teams spend an astounding 83% more time fire-fighting and dealing with issues at a tactical rather than strategic level.[Moi ici: Quando deixaremos esta mania de nas empresas praticar o mesmo que vimos à dias quanto ao Infarmed? ]
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Shape the future. High-performing teams successfully shape the future, rather than always being in a reactive mode in the present. How do they do it?
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They spend 25.3% more time influencing high-level stakeholders by identifying their needs and managing their expectations.
Unsurprisingly, though easier said than done, the high-performing teams spend 13.2% more time planning for the future by setting direction, creating a vision, and defining their strategy.
Finally, they shape the future by responding to change in the present (20.7% more effectively than lower-performing teams), positioning the enterprise for future success. This is consistent with much of the existing literature around the importance of agility in high-performing teams."
Como é possível ser um chico esperto tão incompetente… #worten https://t.co/zUXFh8nKSO— poingg (@poingg) November 25, 2017
"False profits...E na sua empresa?
Some brands have even institutionalised false profits. I have learned of an airline that instituted a bonus system based on the over-weight baggage charges they manage to accumulate, as well as of a rental car company who offers gift vouchers to the rep having claimed the most damages on vehicles being returned (I wonder if these vouchers expire?).
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But even if you are less aggressive about what surely are not long-term profit maximising practices, it is probably worth conducting a thorough analysis of your company profits, maybe guided by customer complaints. What is the percentage of profits that can be linked to customer complaints? Are these worth it? Common sense says no. But you can go further and observe the behaviour of customers hit with complaint-generating profits."
"A azeitona sai daqui a granel e não colocamos nós as nossas marcas no mercado internacional”, salientou. O responsável considerou ainda que, com esta venda direta, “não há mais-valia para o azeite de Trás-os-Montes”."Quem segue este blogue sabe o quanto valorizo a aposta:
"esta situação pode “condicionar a vida das próprias cooperativas”."Até que ponto as cooperativas estão a fazer o seu trabalho? Até que ponto as cooperativas estão a tratar os produtores como partes interessadas livres que devem ser cativadas e seduzidas para um projecto de longo prazo? Até que ponto as cooperativas estão a recompensar convenientemente os produtores? Até que ponto as cooperativas têm elas próprias uma gestão suficientemente ágil? Para eventualmente melhorar preços a pagar aos produtores e negociar melhores condições com a procura? Para aproveitar oportunidades e colocar em novas prateleiras o seu azeite numa altura de escassez? Para subir preços em tempos de escassez?
“If you’re selling the same merchandise that’s commonly available, and you’ve got no point of differentiation, you’re dead,” Mr. Rubin said. “It’s just a question of when you die.”Comecei a perceber como materializar isto com um artigo na revista Business Week em 2005 sobre o fim das linhas de montagem da Canon. E com a leitura em 2006 do livro "How We Compete: What Companies Around the World Are Doing to Make" onde encontrei trechos como este sobre a Kenwood:
"When Kenwood moved production of portable mini-disk players from a factory in Malaysia to their Yamagata, Japan, plant in 2003, they discovered they could exploit short-lived consumer trends."Em 2017, esta abordagem continua a ser notícia, no país dos gringos:
"When Alejandro Villanueva, a Pittsburgh Steelers offensive lineman, stood for the anthem and the rest of the team stayed in the locker room, his name began trending on Twitter. Fanatics quickly posted a rendering of his No. 78 jersey on its website and on the N.F.L.’s online shop, which it also operates.Trechos retirados de "Fanatics, Maker of Sports Apparel, Thrives by Seizing the Moment"
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Sales skyrocketed. Manufacturing facilities in Kentucky and Florida went to work pressing Mr. Villanueva’s name and number onto thousands of blank Pittsburgh jerseys for next-day shipping. Overnight, a player who had never caught a pass or scored a touchdown had the N.F.L.’s best-selling jersey.
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“That moment happened, people wanted to immediately buy that jersey,” Michael Rubin, the company’s chairman and principal owner said. “A week later, that moment is mostly over.”
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These micro-moments, as Mr. Rubin calls them, happen all the time in sports: A player reaches a milestone, has a breakout performance or is traded to a new team. Apparel companies have traditionally been poorly positioned to meet the accompanying fan demand as it surges. Fanatics is changing that and, in the process, carving out a lucrative niche in a fiercely competitive online-retail industry largely dominated by Amazon."
"To lead your customer to a thoughtful decision where they choose you over the competition, you need to help them form compelling beliefs about why you are the best choice. Your customers don’t form these beliefs just by listening to you talk, or by reading your marketing materials. You’ll be much more successful if you look at the customer’s entire purchase decision process as a conversation between you and them."Trecho retirado de "A Sale is the Result of a Great Conversation"
"the value mantra is: it's not how little you pay, it's how much you get. That's the basic difference and tension between price and value. And today's procurement professionals not only need to understand this difference, they should use their procurement toolkit to help them put the concepts into practice.
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When used, best-value approaches become the bridge that spans that tension, because determining the true cost and value equation assures companies they are getting the best "deal".
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Unfortunately, the usual modus operandi for many businesses is to seek price reductions that provide immediate gratification rather than buying on best value, which for many managers is too long-term, involves too many departments, ad is too complicated and abstract."
"Já apresentamos cotação e perdemos, por preço..."Confesso que na altura não processei esta resposta convenientemente.
"A 10-year longitudinal study on executive transitions that my organization conducted found that more than 50% of executives who inherit a mess fail within their first 18 months on the job. We also uncovered numerous landmines for leaders in this situation. And, with the best of intentions, my client was about to step on a number of them. When a leader inherits a mess created by others, especially when arriving as an outsider, the situation can feel fragile and knowing where to begin the long journey of change can feel precarious. Based on our research and my experience, there are six things the most effective leaders do to avoid failing in a new role.Trechos retirados de "Leading Effectively When You Inherit a Mess"
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Resist the temptation to emotionally distance yourself. Difficult and unfamiliar circumstances can make leaders feel vulnerable. To combat their anxiety, they actively avoid being implicated in the mess in subtle but damaging ways. Four weeks after my client’s arrival, I noticed a distinctive pattern in her language. When referring to the significant challenges of her new organization, she consistently spoke in third-person references — they, them, those people. And when speaking about possible changes that needed to be made, she spoke only in first-person language: I will, I don’t.
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Never blame your predecessor. It’s a natural temptation to blame the past regime when entering organizations in disarray. In one meeting, my client’s frustration got the best of her, and while looking over the past quarter’s budget, she blurted out, “What on earth was he thinking?” Well, since “he” isn’t there anymore, everyone else in the room was implicated by proxy. Nobody knows better about the mess they are in than the people in it, much less about how it came to be. You are better off simply making no references to decisions or actions taken prior to your arrival. Your best response when being baited to blame those that came before you is simply, “We can’t change what happened then, but we can change what we do going forward.” People appreciate when you take the high road.
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Minimize references to past successes. Absent any substantial experience in your new environment, the likely place to reference your track record is past successes. Chances are that you were hired into the role because you had relevant experiences. But talking about those experiences doesn’t help you leverage the wisdom from them.
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Test the reliability of your data. While unvarnished data can be hard to come by when facing harsh headwinds, it’s even harder to come by when everyone wants to appear innocent and important.
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Be transparent about how you will make changes. There are lots of rules about how fast an entering leader should make changes and how big they should be. Some suggest waiting 90 days, even up to a year, to learn the organization before upending anything. Some say clean house on day one. The speed of change will depend on your particular situation and what the business can tolerate. If immediate change is needed, make it. If you aren’t sure, then investigate and diagnose before you make your moves. My client’s thoughtful approach served her well in this regard. She was very transparent up front about how she would assess the organization, how she would approach making changes, and in what time frame. Her “leading out loud” allowed others not to wait in dread and also not to remain in denial. My client’s approach was to start with small wins championed by people in her organization."
"In an era of explosive growth for online buying, retailers and shoppers are showing renewed interest in a humble purchasing device that uses paper instead of pixels.E isto:
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For the first time since 2011, Sears Holdings sent out the Sears Wish Book, a holiday tradition for generations of children. Although this year’s catalog has the heft of a magazine rather than the phone-book size that the department store produced back when it was a retail juggernaut, the offerings are more extensive and searchable online.
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The ability to stand out in that physical mailbox is easier than it was 10 years ago.
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In 2016. the response to catalogs increased 23% from the year before, ... In terms of catalogs, which make up one third of all direct mail, that means they were more likely to buy something than in the past several years.
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Companies are using print catalogs to cut through email clutter and social-media saturation,
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print catalogs will never be as popular as they once were, but that retailers appear to be using them as part of what he called an “omnichannel” approach that tries to more closely integrate a store’s website with its physical stores, such as buying online and picking up at the store the same day."
"A survey included in a recent DMA report found that nearly one-third of those polled said getting a catalog drove them to shop online."
"For many leaders, the taxing nature of enterprise-level leadership is too great. Being sufficiently knowledgeable about context requires a huge tolerance for ambiguity and the acceptance of a perpetual learning curve. Making hard trade-offs means saying no to people and facing the many dysfunctional ways people deal with being disappointed by their leader. Shifting organizational designs means having to address the harsh realities of instigating major change — organization-wide anxiety, intensified political dynamics, and sometimes having to part ways with those not prepared for the new world you are creating. It’s no surprise that mental and physical stress-related illnesses are high among executives. While some executives thrive on the challenges inherent in the trailblazing work of strategy, many simply collapse under the emotional toll it takes. In our research, 38% of executives said they didn’t expect the loneliness and isolation that accompanied their jobs and 54% said they felt they were being held accountable for problems outside their control. Given the ruthlessly unforgiving nature of executive jobs, I encourage all my clients to have a team of professionals around them, including an executive coach, a licensed therapist, a personal trainer, and a nutritionist. That kind of “scaffolding” helps leaders bear the harsh realities of strategic leadership in healthier ways.Uma descrição crua da realidade.
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The work required to effectively craft and execute a company strategy is extraordinarily difficult. It’s no surprise that many try to oversimplify it, or dilute it to match whatever level of competence they have. But if organizations actually invested in preparing executives for the real requirements of these roles, we would see failure rates decline and companies more consistently adapt and thrive."
"So, if your pricing isn’t working, what can you do about it? Well, you have several options, but here are a few to consider:Trechos retirados de "Pricing for Profitability: You Are in Control, Even If It Doesn’t Feel That Way Yet"
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Raise your prices. Raising your prices allows you to work with fewer clients [Moi ici: Não percebo porque mais empresas não aprendem esta verdade. Recordar "Um euro de crescimento em preço..."] and gives you more time to deliver great results. What you do is valuable -- own that fact and know your worth.
Change your target audience. If you know that what you are offering provides value, but are still experiencing low conversion rates and/or hearing complaints, this could mean that you are barking up the wrong tree. It may be time to consider other markets or pivot in a new direction to find your ideal clients. Also, if you are spending time with people who don't see your value or complain about your pricing, it is definitely time for you to move on. Remember, if they can't see the value, it’s their problem, not yours.
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Look at your systems. Recognizing when your current systems aren't working and investing in your processes, could be the time-saving boost that you need to get your cycle back into alignment and get your business back to growth.
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In short, if you discover your pricing strategy isn’t working, it’s imperative to take an honest look at yourself, your business, and your current customers. This means pulling data, examining your metrics, and asking others their perspective about what’s working or not working."
"We explore the implications of a real and common alternative to attempting the transformation required to embrace a new, dominant, technology—the choice to maintain focus on the old technology. In considering this choice, we distinguish between “racing” strategies, which attempt to fight off the rise of the new technology by extending the performance of the old technology, and “retreat” strategies, which attempt to accommodate the rise of the new technology by repositioning the old technology in the demand environment."Agora em "How Independent Bookstores Haved Thrived in Spite of Amazon.com" encontro:
"When Amazon.com burst onto the nascent online retail scene in 1995, the future seemed bleak for brick-and-mortar independent bookstores—which already faced competition from superstores like Barnes & Noble and Borders. Indeed, between 1995 and 2000, the number of independent bookstores in the United States plummeted 43 percent, according to the American Booksellers Association (ABA), a nonprofit trade association dedicated to the promotion of independent bookstores.E agora ler isto:
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But then a funny thing happened. While pressure from Amazon forced Borders out of business in 2011, indie bookstores staged an unexpected comeback. Between 2009 and 2015, the ABA reported a 35 percent growth in the number of independent booksellers, from 1,651 stores to 2,227.
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Independent bookstores provide a story of hope by focusing on core values that include community, curation, and convening."
"While all this was happening on a local level, there was important top-down work going on at the American Booksellers Association (ABA), a nonprofit trade association dedicated to the promotion of independent bookstores. The ABA served as a glue to bind likeminded players together—facilitating partnerships between bookstores and other local businesses, for example. The ABA also strengthened the collective identity of indie bookstores by helping its members share best practices, such as how to use social media to promote special events."Para depois recordar "Gente de outra estirpe" e o poder da liderança nas associações.
"Druker: We relied largely on discussions that we’d had with customers, with people in the industry that we worked in, the dairy industry in particular. We’d talk to nutritionists and to dairy producers, asking, “What are some of your biggest issues?” We mainly focused on the nutritionists, who are the people the dairy producer hires to help put together the ration to feed the cows. Our products go into those rations, so even though the dairy producers are buying the products, most of our efforts were focused on the nutritionists.Mais um exemplo sobre a importância de estudar o ecossistema das partes interessadas e perceber quais são as relevantes e quais são os seus requisitos relevantes.
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Druker: We’ve always known the end customer is the dairy producer, and ultimately the dairy cow, but yeah, we were basically getting our innovation information from a consultant that was being hired by the dairy producer. So yeah, I think absolutely part of our issue was we weren’t identifying the right people to speak to."
"Apresentar um destino ambicioso, conversar abertamente sobre como é viver nesse destino, que resultados obtêm a empresa e os clientes, o que dizem os clientes da empresa, o que dizem os trabalhadores da empresa e do que fazem. Deixar a visão da terra onde corre leite e mel seduzi-los, deixar que contribuam para a descrição de como é essa terra, eles já lá estão, eles já lá vivem, o que vêem, o que fazem, o que sentem? Depois, capturar o gap, a lacuna entre o que ainda somos e o que queremos ser no futuro desejado para construir o programa de transformação."E recordo o acrónimo, "S-CRT":
"People might hear what you say, but they always remember what you do."Como não recuar a Abril de 2006 e recordar:
"Qualquer subordinado, é o melhor estudioso do comportamento do seu chefe, não interessa o que o seu chefe diz, ou proclama; interessa o que o seu chefe faz, onde ocupa o tempo da sua agenda. Assim, o que a gestão de topo mede é uma poderosa mensagem para o resto da organização, o que se mede é o que interessa, é o que tem de ser atingido."Trecho inicial retirado de "The boss goes first"
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