O imediato e o salto

Um destes Sábados fui a uma empresa familiar para ter uma reunião com o responsável da Produção.
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A certa altura, na sala de reuniões com paredes de vidro, apercebo-me que praticamente todos os membros da família vieram trabalhar nesse dia, um dia em que a fábrica está parada.
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Saltemos agora para "Black Box" de Matthew Syed:

 "By dividing a big challenge into small parts, you are able to create rigorous tests, and thus deliver incremental improvements. Each may seem small or, as Brailsford often says, "virtually negligible," but over time, and with discipline, they accumulate. You eventually reach the optimum point, the summit of the smaller hill. This is the Local Maximum. It is often the difference between winning and losing, whether in sports, business, or speed-eating hot dogs. But this visualization also reveals the inherent limitations of marginal gains. Often in business, technology, and life, progress is not about small, well-delivered steps, but creative leaps. It is about acts of imagination that can transform the entire landscape of a problem. Indeed, these are sometimes the most important drivers of change in the modem world."

Depois de ler este trecho não pude deixar de recordar aquela gente empenhada da fábrica daquele Sábado..

Quando se está tão assoberbado pelo imediato, é difícil o distanciamento para pensar na "Innovative Change". Lembro-me de ler, há muitos anos, que essa era uma das lições da história de Job no Antigo Testamento.

Já depois de escrever o texto acima li:

"epiphanies often happen when we are in one of two types of environment.
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The first is when we are switching off: having a shower, going for a walk, sipping a cold beer, daydreaming. When we are too focused, when we are thinking too literally, we can't spot the obscure associations that are so important to creativity. We have to take a step back for the "associative state" to emerge." 

Amazing Portugal

Esta tarde circulava de carro enquanto ouvi um noticiário da Rádio Renascença. A certa altura oiço Mário Nogueira, líder da FENPROF, enunciar as conclusões (eu escrevi bem, enunciar as conclusões) de um estudo que vai ser liderado por Raquel Varela e que vai durar vários meses. O estudo ainda nem começou e já têm as conclusões. Extraordinário.

Este é um país onde estas coisas acontecem e os media toleram sem perguntas, sem dúvidas, sem noção do ridículo.

Ontem, o presidente do sindicato dos oficiais de justiça pedia um regime excepcional para aposentação aos 60 anos. Hoje, entre as conclusões que Mário Nogueira enunciou estava: a necessidade de u regime excepcional de aposentação para os professores.

Este é um país que não se enxerga. Criam excepções para quem não está sujeito à Lex Rhodia:

"Now while they jettisoned particular goods, all owners were to be proportioned the costs of the lost merchandise, not just the specific owners. For it turned out that they were following a practice that dates to at least 800 B.C., codified in Lex Rhodia, Rhodian Law, after the mercantile Aegean island of Rhodes; the code is no longer extant but has been cited since antiquity. It stipulates that the risks and costs for contingencies are to incurred equally, with no concern of responsibility. Justinian’s code[6] summarizes it:
“It is provided by the Rhodian Law that where merchandise is thrown overboard for the purpose of lightening a ship, what has been lost for the benefit of all must be made up by the contribution of all.”"[Moi ici: Em caso de crise das contas públicas quem é que cai no desemprego?]

O que é que isto quer dizer?

Esta manhã numa fábrica de calçado, enquanto aguardava ser atendido, comecei a folhear uma revista La Conceria (versão inglesa).

A certa altura deparo com uma nota de rodapé nas páginas iniciais que me pôs a pensar: 1 em cada 4 pares de sapatos comprados na Alemanha são comprados online.

O que é que isto quer dizer para quem produz?

Como alguém, numa outra fábrica de calçado, costuma dizer: os sapatos terão de ser produzidos por alguém.

Sim, mas como é que quem produz estabelece relação com os donos das novas prateleiras? Em que feiras é que eles estão? Será que vão a feiras? Será que eles pensam em épocas ou têm outra frequência mais acelerada? Quem faz parte dos seus ecossistemas?

"To defeat a network, we had become a network"

"There is no such thing as an organizational panacea—the details will always be different for different people, places, and objectives—but we believe that our model provides a good blueprint.
Eventually, we all have to take a leap of faith and dive into the swirl. Our destination is a future whose form we may not find comforting, but which has just as much beauty and potential as the straight lines and right angles of the past century of reductionism: this future will take the form of organic networks, resilience engineering, controlled flooding—a world without stop signs.
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To defeat a network, we had become a network. We had become a team of teams."

E relacionar este "To defeat a network, we had become a network." com a tendência para trabalhar com ecossistemas e plataformas para moldar um mercado? É claro que a guerra não é uma boa metáfora para o mundo económico, mas dá que pensar.


Trechos retirados de "Team of Teams: The Power of Small Groups in a Fragmented World" de Stanley McChrystal e Chris Fussell.

"Giants invariably descend into suckiness" (parte IV)

Parte I, parte II e parte III.

Há dias apanhei este texto, "Craft Beer Is the Strangest, Happiest Economic Story in America". O texto, face ao que se escreve há anos neste blogue, não traz nada de novo. No entanto, é interessante um artigo do mainstream trazer um conjunto de mensagens que por cá são pouco pensadas por quem tem obrigação de preparar as pessoas que vão viver na economia do depois de amanhã.

Ora vejamos:

"The monopolies are coming. In almost every economic sector, including television, books, music, groceries, pharmacies, and advertising, a handful of companies control a prodigious share of the market.[Moi ici: Foi até aqui que nos trouxe o modelo económico do século XX, a crença no eficientismo e, no preço/custo como o principal factor para ganhar clientes/consumidores. Convém não esquecer que nos anos 60 nos Estados Unidos havia um académico, Chamberlin, que queria acabar com as marcas porque iludiam o paradigma da concorrência perfeita introduzindo uma coisa horrorosa, as preferências irracionais]
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The beer industry has been one of the worst offenders.[Moi ici: Basta pesquisar o marcador cerveja para perceber o quanto é um tema que se segue aqui há anos e até se sonhou no longínquo ano de 2007]"

O artigo começa com factos, 90% da produção de cerveja é da responsabilidade de um duopólio.

"This sort of industry consolidation troubles economists. Research has found that the existence of corporate behemoths stamps out innovation and hurts workers. Indeed, between 2002 and 2007, employment at breweries actually declined in the midst of an economic expansion.[Moi ici: É o eficientismo a funcionar, concentração, automatização, redução da variedade, redução de trabalhadores, unidades cada vez mais produtivas e mais volumosas]
But in the last decade, something strange and extraordinary has happened. Between 2008 and 2016, the number of brewery establishments expanded by a factor of six, and the number of brewery workers grew by 120 percent. Yes, a 200-year-old industry has sextupled its establishments and more than doubled its workforce in less than a decade. Even more incredibly, this has happened during a time when U.S. beer consumption declined.[Moi ici: Por favor, PARAR!!! E voltar a ler este parágrafo]
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Preliminary mid-2017 numbers from government data are even better. They count nearly 70,000 brewery employees, nearly three times the figure just 10 years ago. Average beer prices have grown nearly 50 percent. So while Americans are drinking less beer than they did in the 2000s (probably a good thing) they’re often paying more for a superior product (another good thing). Meanwhile, the best-selling beers in the country are all in steep decline, as are their producers. Between 2007 and 2016, shipments from five major brewers—Anheuser-Busch, MillerCoors, Heineken, Pabst, and Diageo, which owns Guinness—fell by 14 percent. Goliaths are tumbling, Davids are ascendant, and beer is one of the unambiguously happy stories in the U.S. economy." 

Depois dos factos vêm as interrogações e as estranheza:

"When I first came across these statistics, I couldn’t quite believe them. Technology and globalization are supposed to make modern industries more efficient, but today’s breweries require more people to produce fewer barrels of beer. Moreover, consolidation is supposed to crush innovation and destroy entrepreneurs, but breweries are multiplying, even as sales shrink for each of the four most popular beers:
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The source of these new jobs and new establishments is no mystery to beer fans. It’s the craft-beer revolution, that Cambrian explosion of small-scale breweries that have sprouted across the country.
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But what explains the nature of the craft-beer boom?
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The first cause is something simple yet capricious—consumer tastes. “At the end of the day, the craft-beer movement was driven by consumer demand,” said Bart Watson, the chief economist at the Brewers Association, a trade group. “We’ve seen three main markers in the rise of craft beer—fuller flavor, greater variety, and more intense support for local businesses.”[Moi ici: Tudo coisas que encaixam no nosso modelo de Mongo - não somos plankton, explosão de diversidade e tribos, proximidade e autenticidade]
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Craft breweries have focused on tastes that were underrepresented in the hyper-consolidated beer market. Large breweries ignored burgeoning niches, ... It’s also significant that the craft beer movement took off during the Great Recession, as joblessness created a generation of “necessity entrepreneurs” who, lacking formal offers, opened small-time breweries.
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A phalanx of small businesses doesn’t automatically constitute a perfect economy. There are benefits to size. Larger companies can support greater production, and as a result they often pay the highest wages and attract the best talent. But what the U.S. economy seems to suffer from now isn't a fetish for smallness, but a complacency with enormity. The craft-beer movement is an exception to that rule. It ought to be a model for the country."

Os gigantes não resvalam para a "suckiness" por causa de má gestão, mas porque está-lhes no sangue. As vantagens de ser gigante só existem se se produzir grandes séries iguais. Grandes séries iguais têm de apontar ao gosto mais comum, não podem fugir da média. Isto num tempo em que há cada vez mais tribos que valorizam o que é visto pela maioria, cada vez mais pequena, como extremismo. E essas tribos extremistas não transigem.

Esta série não fica por aqui.

Assumir o desafio de mudar um mercado (parte IV)

Parte I, parte II e parte III.

"the host firm of our research study worked actively to shape its markets by embracing not only the new technology and the firm's market offers, but also the unspoken rules, guidelines and evaluation schemes developed over time by the actors in a proposed new market and shared among them.
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A firm aiming to shape a market needs to have in place a conscious and active market strategy, which demands specific skill sets (often new) and competences, a long-term perspective, and dedicated senior managers who recognize the long-term value of these activities, given that market-shaping strategy does not necessarily deliver short-term financial results).
What is evident from our study is that, to succeed in its market- shaping ambitions, a firm needs to build its recognition and legitimacy and secure market access by placing emphasis on all three levels of influence.
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a firm seeking to shape the market needs to carry out multiple activities aimed at all three levels of influence and commit multiple resources to that effort if it is to be effective.
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A market-shaping firm must also be able to balance a range of time horizons and influence levels effectively, so that the inherent activities form reinforcing cycles and support each other.
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A market-shaping firm thus needs to be proficient in working at different levels of tangibility in its offers, such as abstract levels that cater to general audiences in one-to-many interactions and concrete levels that, for example, demonstrate value propositions in one-to-one interactions. It therefore needs to recruit and develop different competences and skills, such as in customizing the type of information and delivery mode to many customers in different situations. Strategies employed to build the appropriate competences often focus on the training of sales and R & D staff to interact with a variety of kinds of target audiences and communicate different types of information"

"Giants invariably descend into suckiness" (parte III)

Parte I e parte II.

"Not only did print on demand provide an easy way to offer my customers more options, but it was also a simple way to spread brand awareness without having to fill my apartment with inventory.
The world of print-on-demand fashion has revolutionized the side hustle and merchandising game for many entrepreneurs. There is no risk in launching a new T-shirt design in your store because there is no preprinting and inventory required.
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“E-commerce is all about finding ways to do things faster, cheaper, and easier,” ... “The fact that I can run a profitable business out of my home, with no office space, employees, or startup costs is pretty phenomenal.”
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Some store owners have taken advantage of these same tools to make hyper-personalized items.
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Despite these advantages, one of the largest downsides to print on demand remains the price. When no quantities are guaranteed up front, the prices for printing are not cheap, leaving a low profit margin for the seller.
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Print-on-demand platforms make it easy for artists to list their work on a multitude of shirts, posters, mugs, and so on without testing them in advance. Companies make this variety tempting to give customers a greater selection and increase the chances they’ll make a purchase.
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In our fast-paced era of online content creation, social media stars with big fan bases are becoming much more common. For smaller stars with dedicated followings, these on-demand opportunities can also be fantastic for creating branded merchandise. YouTubers and podcasters can let their fans be brand ambassadors, spreading the word and growing the hype.
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But on-demand printing is not limited to fashion. It’s also a wonderful way for writers to self-publish.
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Overall, on-demand printing and its integration with various platforms is empowering designers and creators alike to take charge over their creative ventures and not be limited by traditional business or industry barriers. It makes small fashion businesses more accessible and brings buyers a more custom experience."

Recordar todos aqueles que têm sempre na boca a inovação, a Indústria 4.0, a IA e, continuam a acreditar que a escala é tudo:

"Hoje em dia, na grande parte das actividades, a escala é muito importante."

E não percebem a dispersão crescente da procura, de como a autenticidade é cada vez mais importante e de como há cada vez menos barreiras à entrada: a democratização da produção.




Trechos retirados de "Technology Shaping the Fashion Industry"

"price fairness perception" (Parte V)

Parte I, parte II, parte III e Parte IV.

"Proposition 5: Managerial overemphasis on customer price fairness perception is negatively related to the extent to which firms practice value-based pricing." 

"“[P]erhaps few ideas have wider currency than the mistaken impression that prices are or should be determined by costs of production”. The prevalence of this notion is perhaps surpassed only by the incorrect perception among both customers and suppliers that cost-based prices are fair. Research in psychology suggests that egocentrism leads to biased fairness judgments —a proposition corroborated by marketing research on price fairness.
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As deviations from the norm also have a negative influence on price fairness perception, the predominant focus on cost-based pricing in many industries may better explain the biased per- ception of value-based pricing as unfair.
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Pricing, then, should be based on value rather than costs. Drawing on service-dominant logic ... pricing is a co-creational practice, characterizing it as
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“a negotiation process in which buyers and sellers jointly assess the value in context for the buyer. In this process, prices eventually get influenced by various customer resources, including their ability to trust the seller, anticipate future transactions (‘give now, take later’), argue about price fairness, and resolve conflicts.”
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As pricing is based on both parties' joint evaluation, such practices allow both buyer and seller to capture a fair share of value. Nevertheless, firms seem concerned that customers view practices that emphasize value-based pricing as unfair."

Aversão à ambiguidade (parte IV)

Parte I, parte II e parte III.

"Proposition 4: Managerial ambiguity aversion is negatively (positively) related to the extent to which firms practice value-based (cost-based) pricing."

Quanto mais os gestores têm medo da ambiguidade menos praticam o value-based pricing!

"Ambiguity is “the subjective experience of missing information relevant to a prediction”. People tend to avoid decisions based on ambiguous information.
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Although research has traditionally regarded pricing as simple, it is in practice a difficult process involving vague and uncertain information. As pricing decisions are based on uncertain information concerning risks, managerial ambiguity aversion has practical ramifications for price-setting, aggravated by the need to allocate limited managerial resources (e.g., attention, time, money) to different managerial tasks.
In such circumstances, it is perhaps unsurprising that managers often avoid ambiguity when making decisions and instead rely on simple heuristics.
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Managers often lack precise information about customer perceived value, which is difficult to collect and evaluate. In contrast, cost information (e.g., unit cost) is often readily available and may appear precise and unambiguous. Although information about customer perceived value remains the most useful for profitable pricing, it is imprecise, ambiguous, and hard to quantify. For that reason, more certain information is given more weight in decision-making.
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while cost-based pricing is inherently ambiguity- averse, value-based pricing requires managers to accept some degree of ambiguity or vague information. Consequently, only managers who can tolerate ambiguity will be able to commit to value-based pricing practices. In other words, managers should remember “that it is better to be approximately right than to be precisely wrong”

"Giants invariably descend into suckiness" (parte II)

Parte I.

Quem ao longo dos anos segue este blogue, conhece a minha metáfora de Mongo sobre o mundo económico para onde caminhámos, e sobre como esse mundo representa um distanciamento face ao paradigma que formatou as universidades e os cursos de economia e gestão, moldados nos modelos da produção em massa, da escala, daquilo a que chamo de Metropolis ou Magnitogorsk, crentes na racionalidade das decisões.

Quem conhece a metáfora de Mongo, olhe bem para o tweet que se segue:

The explosion of craft brewing could be an early signal of a big shift away from standardized mass market products to tailored creative products, leading to a significant fragmentation of product businesses https://t.co/rF3q7MT48A

— John Hagel (@jhagel) January 27, 2018

Reparem:

"a big shift away from standardized mass market products to tailored creative products, leading to a significant fragmentation of product businesses"

Como isto é nem mais nem menos o que aqui dizemos desde Novembro de 2007:

"Se Chris Anderson tiver razão, e espero bem que sim, trata-se de uma esperança, para as sociedades dos países pequenos. Quanto mais aumentar o poder da cauda longa, mais oportunidades de negócio existirão, para as pequenas empresas, rápidas e flexíveis que apostarem na diferenciação, na diversidade, na variedade. A cabeça pode ficar para os asiáticos, mas a nata das margens, essa ficará para quem, como dizia Jesus Cristo, tiver olhos para ver, e ouvidos para ouvir, a corrente, a tendência de fundo."

Na parte III vamos mergulhar nas implicações das produções "on demand" para na parte IV analisarmos o artigo sobre as cervejas artesanais e o seu simbolismo.

Fugir do preço tout court

Vários exemplos de um caminho viável, pelo menos genericamente, para PME rápidas, com estrutura produtiva ajustada a produções de nicho e com custos de estrutura incompatíveis com a competição pelo volume em:

• Inovafil aposta em fios inovadores para garantir futuro

"quer que 50% da sua produção seja de fios que integrem inovação e sejam um elemento de diferenciação.
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Para a Inovafil, os fios diferenciadores e de valor acrescentando são a grande aposta, sendo que nos próximos anos a empresa pretende mesmo dedicar até 50% da sua produção aos têxteis técnicos e funcionais, elevando assim a fiação para um novo patamar.
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“A nossa estratégia é sermos não só moda, mas também desporto, técnicos e funcionais, porque são têxteis que vão deixar de ser um nicho de mercado quando essas funcionalidades começarem a ser introduzidas naquilo que é o nosso vestuário do dia-a-dia”,[Moi ici: Isto pode ser perigoso, também. Recordar o que aprendi com as salamandras. Entretanto, ontem descobri esta frase "HP co-founder David Packard, she warned me that “more companies die of indigestion than starvation."]

• Têxteis. Como eles (e elas) brilham na Alemanha

"A Ispo, a maior feira de artigos desportivos do mundo ainda não começou, mas os têxteis portugueses já estão a contabilizar prémios e recordes com produtos técnicos e funcionais que prometem tornar a roupa do futuro mais leve, confortável, amiga do ambiente.
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Ao todo, as empresas portuguesas arrecadaram 36 galardões no fórum Ispo Textrends, ... quis, também, lançar um projeto próprio, direcionado para nichos de mercado mais técnicos, onde pode desenvolver o seu gosto por produtos inovadores."

"Giants invariably descend into suckiness"

Pretty good generalization: Giant companies focus on cost cutting/short-term earnings. SMEs focus on value creation/mid- to long-term performance. (Halfway decent generalization: Giants invariably descend into suckiness, some more slowly than others.)

— Tom Peters (@tom_peters) January 25, 2018

Recordar "De que serve a escala em Mongo?"

Recomendo a leitura do texto inicial sobre o plankton, "Are we not plankton?":

"Whales have to eat a lot of plankton. A whale needs an enormous number of these tiny creatures because, let's be honest, one plankton just doesn't make a meal.
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It's unlikely the whale savors each plankton, relishing the value that it brings.
For most modern marketers, quantity isn't the point. What matters is to matter. Lives changed. Work that made an actual difference. Connection.
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You are not a plankton. Neither are your customers."

O efeito da soma nula (parte III)

Parte I e parte II. 

"Proposition 3: Managerial perception of pricing as a fixed-pie problem is negatively related to the extent to which firms practice value-based pricing."

"The fixed-pie bias has been defined as “the judgment that one's own interests are diametrically opposed to [those of] one's opponent”. Commonly found in the negotiation literature, this bias prevents integrative negotiations to increase the metaphorical “pie” for both parties. ... For example, ... “[t]he dominant assumption [of managers regarding pricing] is that what is gained by the firm is lost by the customer and vice versa, and that pricing is, in the end, a zero-sum game”
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A focus on cost-based pricing is common in business markets. As cost-based pricing is myopic (beginning with the product and ending with the customer), marketing must demonstrate value to defend prices. As a consequence, production costs are fixed, and potential customer value is also fixed (or at least constrained). Certainly, pricing appears to be a zero-sum game in such a situation; as price is the only flexible element, one firm's gain is the other's loss. In contrast, value-based pricing begins with the customer and their perception of value; costs and prices are flexible and contingent on customer needs. In other words, the only costs imposed on customers are those necessary to provide the benefits that customers actually want.
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As a customer-focused practice, value-based pricing can potentially turn business relationships into win-win situations through a better understanding of customers' perceived value, so increasing profits for both customers and suppliers. [Moi ici: Porque não percebia isto, quando em 1992 li Marn & Rosiello chamei-lhes burros. Só anos depois percebi que o burro era eu] However, the more common managerial view is to perceive pricing as a win-lose situation. On this view, superior customer value creation and capturing part of that value in the form of reasonable profit are contradictory objectives, thus inhibiting value- based pricing in business markets."

Sintomas do sorrateiramente

• Sorrateiramente ... (Janeiro 2018)
• Sintomas (Novembro 2017)

Há dias o @hnascim chamou-me a atenção para mais este título "Há cada vez menos portugueses disponíveis para aceitar convites de outras empresas" a que acrescento estes outros dois:

• Em breve, jovens não chegarão para satisfazer necessidades do mercado de trabalho (não concordo com esta visão de que as pessoas não têm filhos por questões financeiras, para mim é uma questão cultural)
• Envelhecimento coloca pressão acrescida ao mercado de trabalho

Vai impor grandes mudanças no mercado de trabalho. Algumas como as que o @nticomuna relata no Twitter, por exemplo:

A GRANDE CONVERGÊNCIA pic.twitter.com/qpRwox1zmd

— anti-comuna (@nticomuna) January 24, 2018

De que serve a escala em Mongo?

Este tema faz-me sempre recuar ao plankton e a Golias:

• Plankton? (Março 2014)
• Mongo não é um mundo gigantes-friendly (parte III) (Janeiro 2016)
• E porque não somos plankton (parte VII) (Julho 2016)
• Será o efeito de Mongo? (Outubro 2017)

Mais um exemplo como a Chobani, "Halo Top raises stakes in ice-cream wars":

"Halo Top sales grew 2,500 per cent year-on-year in 2016; it has taken a 5 per cent scoop of the US ice-cream market within two years.
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That rate of growth is enough to make multinational food producers choke, given annual sales growth was languishing at an average of 2-3 per cent last year."

Só demonstra como as empresas grandes não têm a vantagem da escala em Mongo.

"Rise above the culture of victimization you see all around you"

"Life is suffering, Peterson reiterates. Don’t be fooled by the naïve optimism of progressive ideology. Life is about remorseless struggle and pain. Your instinct is to whine, to play the victim, to seek vengeance.
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Rise above the culture of victimization you see all around you. Stop whining. Don’t blame others or seek revenge. “The individual must conduct his or her life in a manner that requires the rejection of immediate gratification, of natural and perverse desires alike.”
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Instead, choose discipline, courage and self-sacrifice. “To stand up straight with your shoulders back is to accept the terrible responsibility of life.” Never lie. Tell your boss what you really think. Be strict with your children. Drop the friends who bring you down. Break free from the needy mother who controls you."

Trechos retirados de "The Jordan Peterson Moment"

"time, attention, and money"

"But no matter what business you think you are in, recognize that because of the rise of today’s Experience Economy you now compete against the world. You may think your competition is only with other retailers, or only with other companies in your geographic area, but in fact you compete with every other company in the world for the time, attention, and money of individual consumers. There is a reason we use the word “spend” in front of each of these three nouns, for they are the currencies of the Experience Economy.
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And time is limited. We can only experience twenty- four hours a day, seven days a week – and we have to fit
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 you need to understand a fundamental principle of the Experience Economy: the experience is the marketing! The best way to generate demand for your retail stores – the mission of marketing – is to create an experience that is so engaging that consumers cannot help but spend time with you, give you their attention, and then buy your merchandise as a result."

Trechos retirados de "Your competition? The world"

Assumir o desafio de mudar um mercado (parte III)

Parte I e parte II.

"Market offer level.
The exchange object – the value proposition or market offer, including the products and services that make up that offer – is a central element of the understanding of markets. ... “markets are created when actors, dyads, triads, complex networks, and service ecosystems evolve through unique service provision efforts”.
...
the importance of defining what should be exchanged, specifically that the different market actors in a collaborative process need to define that object and the potential value it might have. That value might be idiosyncratically understood and thus differ between actors. A market-shaping strategy thus needs to include an interaction between actors in a market or a channel within it as a value proposition emerges. ... from a marketing management perspective, ... suppliers need to include downstream actors to a greater degree when the suppliers try to grow a market. A sales force, for example, can function as a direct link to the direct customer and other actors when a firm tries to shape market expectations."

Trechos retirados de "Unraveling firm-level activities for shaping markets" de Daniel Kindström, Mikael Ottosson, Per Carlborg, publicado por Industrial Marketing Management 68 (2018) 36–45

Aguardemos pelos desenvolvimentos

Eu só sou um anónimo consultor da província, estudo umas coisas, faço outras e vejo outras ainda. A minha experiência formata-me e condiciona o meu pensamento e o campo de possibilidades que antevejo.

Por isso, esta semana, numa empresa com um comportamento semelhante ao das bolas vermelhas da figura:

Perguntaram-me, qual o principal problema das empresas portuguesas (PME)?

Pensei no tecto de vidro, mas evitei a expressão e, apresentei esta figura.

Ontem, ao ler "ACO Shoes cresce à boleia da Europa de Leste" pensei numa frase recente de Nassim Taleb:

"l'entrepreneur peut tout perdre ou travailler sans compter son temps. Mais c'est grâce à ce genre de folie individuelle qu'une société fonctionne."

O que é que sublinhei? Por um lado, aquilo que é a base do sucesso actual:

"Especializada em calçado de conforto, a ACO produz 1,5 milhões de pares de sapatos, cerca de cinco mil pares por cada dia útil da semana."

Depois, por outro lado, aquilo em que a empresa pretende apostar no futuro:

"Para 2018, a empresa está a apostar em produtos de alto valor acrescentado, através da criação de um calçado mais técnico, e que se insere numa estratégia virada para o mercado português." 

Acredito que esta aposta para 2018 foi mal apanhada pela jornalista, justificação mais benévola, tal a falta de alinhamento.

Primeiro: a proposta de valor para vender sapato de conforto é diferente da proposta de valor para vender sapato técnico;
Segundo: os comerciais que vendem uma coisa têm de usar outra argumentação para vender outra;
Terceiro: as prateleiras onde se vendem uns sapatos são diferentes das prateleiras onde se vendem os outros;
Quarto: alto valor acrescentado para o mercado português é quase um oxímoro. Tirando brincadeiras e experiências de bolso o mercado português não suporta produções de alto valor acrescentado.

No entanto, eu só sou um consultor anónimo. Aguardemos pelos desenvolvimentos.

Assumir o desafio de mudar um mercado (parte II)

Parte I.

"System level...
This is the level at which norms and regulations set the boundaries and rules for an entire market. A narrow focus on the customer is essential but not enough for shaping a market; instead, an understanding of the whole system, including a focus on downstream actors, becomes important. To understand the system implies an understanding of the institutions as “humanly devised rules, norms, and meanings that enable and constrain human action”, and also of the institutional arrangements, such as interdependent networks of institutions. As institutions and institutional arrangements are set up by individuals, the arrangements are neither static nor pre-conceived. Instead, they are representations of the interests of different groups and can thus be acted upon and influenced, by means of an iterative and dynamic process described as ‘institutionalization’, which may involve suppliers and customers as well as other actors. As institutions have a strong influence on the actions of firms and individuals, it can be beneficial to try to influence them and thereby influence the direction in which a market develops. Consequently, addressing the system level is an essential aspect of market shaping."

Trechos retirados de "Unraveling firm-level activities for shaping markets" de Daniel Kindström, Mikael Ottosson, Per Carlborg, publicado por Industrial Marketing Management 68 (2018) 36–45