"Deciding where to focus companies' scarce resources"

"most companies have very similar strategies and business objectives (e.g.,  growth, expansion, product innovation, market leadership) but just a few succeed in achieving them. What do these successful companies do differently?
...
Up to the late 1970s, an organization's main focus was on core activities reflected in the traditional value chain described by Michael Porter
...
Deciding where to focus companies' scarce resources is one of top management's most important challenges.
...
Improving operations is easier than improving projects. Often, operational processes can be mapped, analysed and finally improved by automating or simply removing the inefficient parts. This is not possible with projects: mapping them is very complex, and they are very difficult to improve m most of the time they are one-off.
...
although very few companies succeed in implementing their strategies, there are a few whose strategy execution is successful.
...
To my surprise, some of these successful organizations were not just reaching but were also exceeding their strategic objectives. While their formula included great leadership and maturity, what made all the difference in their ability to exceed their expectations was the fact that they were highly FOCUSED.
.
What I realized is that in todays world most companies and many employees are highly unfocused. As a result, top management has difficulty setting a dear strategy and communicating a ranked list of priorities; and most staff members end up deciding on their own where to concentrate their efforts; most likely on easy and irrelevant task, This lack of focus results in much wasted money and resources, the inability to execute the strategy, project failures, and unhappy and uncommitted employees. Successful individuals are highly focused, and the same applies lo organizations. In fact, every business is focused when it is just starting up but only those companies that manage to stay focused will likely succeed and remain in business."

Trechos retirados de "The Focused Organization - How Concentrating on a Few Key Initiatives Can Dramatically Improve Strategy Execution" de Antonio Nieto-Rodriguez

O meu radar

• Tem radar? (parte II) (Maio de 2017)
• Cuidado com a absolutização do que a nossa empresa produz (Março de 2017)
• No caminho da "magia" (Março de 2015)
• Conseguem imaginar os job-to-be-done? (Fevereiro de 2015)
• O tempo é a variável mais escassa que temos (Junho de 2011)

E agora "The first dexterous and sentient hand prosthesis has been successfully implanted"... como não relacionar com "It’s Ecosystems, Not Inventions That Truly Change the World" e sentir no ar um cheiro a "instantaneous phase transition".

Análise do contexto no calçado

"Há "uma fusão de várias tempestades perfeitas" no ar, a abalar a indústria do calçado à escala global e, também em Portugal.
...
No diagnóstico do quadro atual, a afetar Portugal, mas também os outros países produtores, pesam fatores vários, das alterações climáticas, à retração do consumo na Europa ou ao "novo comportamento dos clientes", com as vendas online e diretas ao consumidor a trazerem alterações de peso à cadeia de retalho e ao modelo habitual de negócio. E é ainda preciso considerar a viragem nas tendências de moda para o calçado desportivo, quando a indústria nacional ganhou fama internacional nos modelos mais clássicos.
...
as mudanças em curso no padrão do retalho, por força do mundo digital, tenderão a acentuar-se com a chegada dos consumidores mais jovens ao mercado, alerta.
.
Na resposta, as empresas têm de ajustar-se e tornar-se cada vez mais ágeis. "Esta realidade não é surpresa para ninguém na cadeia de retalho e o sector do calçado está a dar grandes passos para que, num futuro muito próximo, a maioria dos sapatos sejam adquiridos online", diz o presidente da FDRA.
...
Flexibilidade e tiragens limitadas, podem ajudar as empresas a responder à nova conjuntura de consumo.
...
Quanto aos sapatos a fazer, o presidente da FDRA não tem dúvidas de que independentemente do estilo, cor ou forma, "terão sempre de ser confortáveis"."

Trechos retirados de "Calçado. Uma indústria debaixo de “várias tempestades perfeitas”"

To break through marketing clutter

"To break through marketing clutter, companies need to understand customer processes and the processes of their customer’s customer.
...
Value chain marketing requires marketers to develop an enhanced understanding of their industry, including activity at successive steps throughout the value chain, and to apply marketing tools to maximize effectiveness of the marketing programme up and down the value chain. New analytic tools to understand the industry must be deployed, and new tools to maximize marketing effectiveness must be developed. Value chain marketing challenges marketers to step into a broader framework where the dividing line between business strategy and market development is sometimes blurred.
...
The basic building block for understanding any industry is the macro business system. It includes all industry participants, connected in a successive chain of value added, from raw material production to OEM customers, wholesalers, retailers, retail customers and in some cases recycling. As in macroeconomics, where macro denotes the behaviour of the economy as a whole, the term ‘macro business system’ applies to an entire industry and all players upstream and downstream from a given competitor.
...
No industry business system is likely to resemble another.
...
Upstream component and material suppliers
...
Downstream manufacturers and processors
...
Secondary users or OEMs
...
Wholesalers
...
Retailers
...
Consumers and end users
...
Recyclers"

Trechos retirados de "Value Chain Marketing" de Jean-Pierre Jeannet

"Thinking about the future"

"If somebody tells you they can predict the future, don't believe them. Nobody can predict large socio-technical transformations and what exactly these are going to look like.
...
So, if no one can predict the future, why think about it? Because doing so helps you to inoculate yourself. In the medical field, inoculating yourself prevents you from falling ill. In futures thinking, if you've considered a whole range of possibilities, you're kind of inoculating yourself. If one of these possibilities comes about, you're better prepared.
...
Thinking about the future is also about imagining. It's about transforming how we think. It's about creating a map to the future and looking for the big areas of opportunity. We like to think about transformations, for example, in learning and work, and how they get connected and intertwined in various ways. And then we start thinking about zones of opportunity. How can we shape the future to make it more equitable? How can we amplify learning outcomes? What do we need to do to achieve these outcomes?
.
The future doesn't just happen to us. We have agency in imagining and creating the kind of future we want to live in, and we can take actions to get us there.
...
I said earlier that there is no data about the future; the only data we have is about the past. While we cannot fully rely on past data to help us see the future, there are larger patterns in history that we tend to repeat over and over again. Thus, we need to look back to see forward.
...
At its best, futures thinking is not about predicting the future; rather, it is about engaging people in thinking deeply about complex issues, imagining new possibilities, connecting signals into larger patterns, connecting the past with the present and the future, and making better choices today. Futures thinking skills are essential for everyone to learn in order to better navigate their own lives and to make better decisions in the face of so many transformations in our basic technologies and organizational structures. The more you practice futures thinking, the better you get. The five principles outlined above—not focusing on predictions, uncovering signals, understanding historical trajectories, weaving together larger patterns, and bringing diverse voices into the conversation—should help you on your journey of making futures thinking a way of life for you and your community."

Trechos retirados "Five Principles for Thinking Like a Futurist"

"Why Hypotheses Beat Goals"

"companies should focus organizational energy on hypothesis generation and testing. Hypotheses force individuals to articulate in advance why they believe a given course of action will succeed. A failure then exposes an incorrect hypothesis — which can more reliably convert into organizational learning.
...
A hypothesis emerges from a set of underlying assumptions. It is an articulation of how those assumptions are expected to play out in a given context. In short, a hypothesis is an intelligent, articulated guess that is the basis for taking action and assessing outcomes.
...
Hypothesis generation in companies becomes powerful if people are forced to articulate and justify their assumptions. It makes the path from hypothesis to expected outcomes clear enough that, should the anticipated outcomes fail to materialize, people will agree that the hypothesis was faulty.
.
Building a culture of effective hypothesizing can lead to more thoughtful actions and a better understanding of outcomes. Not only will failures be more likely to lead to future successes, but successes will foster future successes."

Aposto que o meu colega das conversas oxigenadoras vai apreciar a técnica usada pela cadeia de lojas japonesas Seven-Eleven Japan:

"Each week, Seven-Eleven Japan counselors visited the stores and asked salesclerks three questions:

• What did you hypothesize this week? (That is, what did you order?)

• How did you do? (That is, did you sell what you ordered?)

• How will you do better next week? (That is, how will you incorporate the learning?)

By repeatedly asking these questions and checking the data for results, counselors helped people throughout the company hypothesize, test, and learn. The result was consistently strong inventory turnover and profitability."

Trechos retirados de "Why Hypotheses Beat Goals"

"Customers expect your attention to be on them"

Um excelente texto que recomendo para reflexão, sobretudo para os adeptos de Dick Dastardly, "The New Retail: Sell to Me in a Me2B World":

"Jeff Bezos said, “If we can keep our competitors focused on us while we stay focused on the customer, ultimately we´ll turn out all right.”
.
Many retailers today seem to do exactly this and try to compete with Amazon.com. It's not rare that I have conversations with retailers about implementing strategies to compete with, or even leapfrog, Amazon. I usually provocatively ask the question, “which part of Amazon would you aim to overtake?”
.
Focusing on competing with Amazon isn't a winning strategy. Retailers, instead, need to laser-focus on their customers and not primarily on the competition.
...
Consumers say, “Treat me like a person, not as a sales opportunity. Don´t just sell products. Sell to me!” [Moi ici: Pensar nos inputs do cliente e não nos outputs]
...
Consumers are willing to pay more for positive experiences. Making individual consumers happy will be the ultimate driver for loyalty and differentiation. However, companies must first be able to see their own business through the eyes of the customer,
...
How you sell what you sell is important! Customers expect your attention to be on them, not your competitors. It's all about more empathy, more fun and less friction, which results in happy customers for life."

Acerca da data de chegada

"Time is one of the major characteristics of projects in that, unless there is an articulated compelling, official and public announced deadline, there is a good chance that the project will be delivered later than originally planned. Delays in project mean, besides extra costs, a loss of benefits and expected revenues, both having a tremendous negative impact on the business case of the initiative. A project without a deadline should not be considered a project - better call it an experiment, an exploration or daily business activities."

Trecho retirado de "The Project Revolution" de Antonio Nieto-Rodriguez

"their business model is fundamentally broken"

O mundo está em permanente mudança, mudança que acelerou nas últimas décadas com a disseminação da internet. Enquanto as mentes dominadas pelo locus de controlo externo apelam ao papá-estado e ao seu apoio pedo-mafioso, a minoria, com o locus de controlo interno, olha as coisas de frente e procura construir uma alternativa.

Em "Perilous Times" encontramos um bom exemplo dos que experimentam coisas novas e dos que esperam que o mau tempo desapareça, por artes mágicas, como aquela empresa em 2007:

"But the real challenge facing many colleges and universities at the moment is that their business model is fundamentally broken. “Business model” isn’t a popular phrase in higher education, either, but all colleges have one. When we use the term, we are referring to the revenue that an institution must take in to support the resources and processes it uses to deliver on its value proposition.
.
Many colleges and universities are increasingly unable to bring in enough revenue to cover their costs.
...
What makes this even worse is that the natural pressure in higher education is for costs to increase -- thanks to the lack of economies of scale and the complexity of higher education operations. A major reason for the complexity of those operations is that many colleges and universities have multiple value propositions with multiple business models for multiple stakeholders. Managing that complexity has driven up the cost of administrative overhead over time.
...
First, in the competition to attract students, colleges and universities will continue their arms race. For many, that will mean adopting copycat sustaining innovations -- more faculty, more extravagant facilities, more administrative positions -- that add cost. But this will further strain their business model, because they are already struggling to bring in enough revenue from a mixture of tuition, government funding, endowment returns and donations. For those institutions that are largely dependent on tuition for revenue and have small endowments, they will be in big trouble.
.
Second, for those that can’t keep up and those that experience enrollment declines, their large fixed costs -- thanks to tenured faculty, debt payments associated with financing their many buildings, and associated building-maintenance costs -- place them in peril without an easy ability to adjust.
...
But standing still, avoiding innovation and trying to be many things to many people is a nonstarter. We look forward to many individual colleges innovating, defying the odds and proving our predictions wrong."

Quem pensa no depois de amanhã concentra-se nisto:

“Against this backdrop, it is true that the emergence of the first disruptive innovation in education since the printing press -- online learning -- will also play a role as more students enroll in online learning experiences. The full impact of disruption in higher education will take at least a generation to be felt, however, not overnight. … the opportunity to carve out a specific focus around a meaningful “job to be done” -- the progress that an individual is trying to make in a particular circumstance -- in the lives of its students.” 

E imagina um mundo de oportunidades muito para lá dos estudantes, pensa num mundo que exige mais informação e formação, pensa num mundo onde essa informação até está disponível gratuitamente, mas pensa na curadoria necessária para filtrar o trigo do joio, pensa na necessidade de confiança e de experiência, pensa na necessidade de interacção. Será, no entanto, um mudo que não vai ser para professores de carreira, formados em pedagogia e sem experiência da vida...

"Successful businesses know exactly who their target customers are"

"Successful businesses know exactly who their target customers are. They strive to cater to specific and strategic customer needs. They focus on the most important customers to the business, and sometimes even refocus on a more lucrative target market. But it’s not uncommon for even successful businesses to become unfocused as they seek to grow by catering to a broadening spread of customer demands. And even with a conscious refocusing there are pitfalls; changing target customer isn’t easy and it doesn’t always go to plan.
...
Of course, it is quite possible to shift customer focus without disastrous results. Some years ago, I was CEO of a company that made trusses and frames for houses. The company was losing money and I had to confront a key business question: Who is our target customer? We had all sorts. Large companies that built hundreds of homes a year; mid-size builders who constructed several homes per annum; and “mums and dads” doing small projects who shopped mainly on Saturday mornings.
.
After some agonizing we narrowed our target customer down to “the professional builder.” Out went the mums and dads. They were a distraction. As a result, our product range shrank beautifully. I say “beautifully” because this refocus enabled us to reduce the stock of timber in our warehouse, thereby releasing cash and cutting our expenses. This refocus was one of the key ingredients in the turnaround’s success.
...
when you shift target customer you also shift the competitors you confront.
...
Identifying the target customer is a key part of strategic planning. The choice determines how what you sell, how you brand it, what price you charge, and whom you’re competing with. And as your strategy evolves, you may well discover that the customer focus of your business has shifted as well. It can happen without knowing. You cater for this acquisition here, you adapt to those regional markets there, and soon you’re trying to be all things to all customers. Or, ... you may make a change in customer focus without carefully considering the ramifications, and end up losing a packet because the strategy that goes with your new target doesn’t fit the new market you’re in. Either way, not paying attention to your choice of customer and what it implies is a recipe for strategic failure."

Trechos retirados de "Are You Ready to Change Your Target Customer?"

"Warns of Margin Threat as Niche Brands Disrupt Industry" (parte II)

Há um mês a parte I.

Agora, outro texto sobre os nichos e sobre o seu poder em "Niche is the New Black in China’s Luxury Landscape":

"Over the last few years, a quiet but steady shift has been taking place among Chinese luxury shoppers. Big logos are no longer a priority, and in their place, niche high-end labels and boutique products have been reshaping the retail landscape and are now becoming the new signifiers of luxury consumption.
.
This swing has been propelled by changes within the market itself, which has become younger and increasingly more sophisticated.
...
they’re also looking for authenticity, originality, and a sense of personality. Niche brands often capture all that.”
...
“The smaller you are the easier it is to have a one-to-one conversation,” she said. “As a niche brand, you have to be better than the larger brands at placing the consumer first. [Moi ici: Trabalhar para a miudagem versus trabalhar com o Miguel ou Maria] The more consumer-centric the better. The other very important attribute of being niche is the team you build and how their passion translates into a more special experience for the consumer. [And then there is] the power of the consumers themselves. They have become our most important ambassadors. From the day they discover us, they learn and engage until they become part of who we are.”
...
“Many of the major brands have started looking similar, and innovation has slowed,” she explained, “while smaller labels are offering something novel and exciting to the market. They have a story to share and are captivating customers with that story or journey. Shoppers want more, and niche brands are able to connect on an intimate level with them.” [Moi ici: Este sublinhado final faz-me lembrar este postal ""-Tu não és meu irmão de sangue!""]

Animador

"A study by PwC that reviewed 10,640 projects from 200 companies in 30 countries and across various industries found that only 2.5% of the companies successfully completed 100% of their projects.
McKinsey & Company studied over 5,000 projects and found that 56% delivered less value than expected, 45% were over budget and 17% unfolded so badly that they threatened the company's very survival.
According to Gartner, 85% of big data projects fail to move past preliminary stages." .
A study published by the Association of Spanish Geographers estimates that between 1995 and 2016 Spanish government agencies spent more than €8I billion on "infrastructure that was unnecessary, abandoned, underutilized or poorly programmed". And this figure could surpass €97 billion in the near future, factoring in the amounts that have already been pledged. The report says: "All of it was done without a proper cost/benefit analysis, and often on the basis of estimates of future users or earnings supported by a scenario of economic euphoria that was as evident as it was fleeting." 

Não, não é primeiro de Abril.

Trecho retirado de "The Project Revolution" de Antonio Nieto-Rodriguez

Para reflexão

Pensar a sério na mensagem deste postal de Seth Godin, "Busy is not the point":

"No points for busy.
.
Points for successful prioritization. Points for efficiency and productivity. Points for doing work that matters."

Value Chain Marketing (parte II)

Parte I.

Quando faz sentido aplicar o value chain marketing?

Em "Value Chain Marketing - A Marketing Strategy to Overcome Immediate Customer Innovation Resistance" de  Stephanie Hintze pode ler-se:,

"In order to target downstream customers, a supplier firm must offer added value. That is often the only way to create downstream customers’ preferences. If supplier products have no positive differentiation value compared to available alternatives or competition, the prerequisite to pursue VCM is not fulfilled. This implicates that supplier firms would have no ‘sales’ arguments, and downstream customers would have no reason to prefer final products that contain a particular supplier’s material. More to the point, products sold on price like commodities do not provide innovative attributes or distinguishing characteristics which can be promoted down the value chain. By contrast, specialty goods like coatings and sealants often provide a benefit for downstream customers by improving the performance of final products. Still, this benefit must be communicable to relevant end applicators. It implicates that only if they are convinced that using a specific supplier’s material is particularly advantageous, they are willing to change their buyer behavior. To overcome this problem, suppliers can present prototypes, delivers samples, or results of product tests to demonstrate the benefit of their products. Also, suppliers have to ensure the identification of their materials at subsequent stages."

Em "Which types of multi-stage marketing increase direct customers' willingness-to-pay? Evidence from a scenario-based experiment in a B2B setting" de Ingmar Geiger, Florian Dost, Alejandro Schönhoff, e Michael Kleinaltenkamp, publicado por Industrial Marketing Management pode ler-se:

"1) A supplier's offering has to offer superior value compared to competitors or substitutes to some actors down the value chain.
(2) This value needs to be communicable.
(3) The supplier's offering needs to be identifiable in downstream
market stages.
(4) The supplier needs to possess a minimum of relevant marketing
know-how.
(5) There need to be a sufficient degree of certainty that the desired
demand pull cannot be obstructed by opposing measures by intermediate market stages." 

"Sorry folks, but not even one of these responses is a strategy"

"At the start of my public seminars on strategic planning I ask attendees, who rank from board members and CEOs to middle management, to write down an example of a strategy on a sheet of paper. They look at me quizzically at first as they realize that this is a tough assignment. I reassure them that this is indeed a hard question and they plow ahead.
.
The results are always astonishing to me and them. Here are some of the responses from the list I received at my most recent session: actions (“launch a new service”; “review our suitability to the retirement business”); activities (“marketing our products through the right channels”); objectives (“achieve $100m net revenue”) and broad descriptions of what goes on (“planning process from beginning to end of product”; “working for your stakeholders”).
.
Sorry folks, but not even one of these responses is a strategy."

Trecho retirado de "Your Strategic Plans Probably Aren’t Strategic, or Even Plans"

"One must first understand the main source(s) of value"

"One must first understand the main source(s) of value; only then is it possible to have the real value reflected in the price. This statement does not imply that the general model of value leads directly to a pricing decision or that there is some formulaic relationship between value and price, only that once one truly understands the value provided, the pricing potential becomes much more apparent."

Trecho retirado de "Understanding Value Beyond Mere Metrics" de E. M. (Mick) Kolassa

Não é nem roubo nem desigualdade

Recomendo uma reflexão baseada em dois textos de Niraj Dawar.

O primeiro texto é "The Critical Role Of Context In Building Brands" e parte do vídeo com alguns anos, que muitos terão visto, de um reputado violinista a tocar anonimamente no metro de Washington, quando dias antes tinha enchido o Symphony Hall de Boston com os bilhetes a $100. A mensagem de Dawar é: o contexto é tudo.

"But ultimately, where does context reside? In the mind of the customer. By creating context, marketers play with the customers’ mind. They shape it to create the most receptive setting for the brand and the product."

O meu ponto de vista é: não podemos servir todo o tipo de clientes e para alguns, ainda que o nosso produto ou serviço seja de topo, não seremos a melhor solução pois o resultado que procuram obter nas suas vidas pode ser conseguido com uma oferta alternativa, ou mais barata, ou mais fácil, ou mais luxuosa, ou mais amizade genuína, ou mais ...

O segundo texto é "Brands And The Consumer Hourglass Theory" e vai de encontro a muitos desabafos que faço quando vejo empresas a deixarem dinheiro em cima da mesa - Damn! It's not about the price!!!

"Citigroup calls it the Hourglass Theory. As income inequality increases, consumers are polarizing into two groups – the few looking for high-end, highly differentiated and high value-added products, and the many looking for value, and sometimes extreme value.
.
The middle, which was the staple target market of consumer goods companies since at least the mid-twentieth century, has shrunk, and continues to shrink." [Moi ici: Isto faz-nos recuar a 2005 e à polarização dos mercados]

O ponto de Dawar, com o qual estou totalmente de acordo, é que isto, o desaparecimento do mercado do meio termo, não acontece por causa do aumento das desigualdades económicas. Quantas pessoas conhecem com um bruto carrão, e que não têm onde cair mortas com dívidas? Quantos estudantes não querem gastar um cêntimo em livros e propinas, mas não hesitam em ir à discoteca da moda derreter dinheiro? [Apesar desta linguagem não faço julgamentos de valor, cada um é livre de decidir onde e como gastar o seu dinheiro, a menos que depois eu tenha de contribuir para fazer o bail-out de uns quaisquer lesados-[colocar nome dos maus de turno]]

"But while the data on income inequality are incontrovertible, there is another explanation for the hourglass that marketers should not rule out: attention scarcity.
.
What if the scarce commodity at the source of the hour glass is not so much consumer income or spending, but consumer interest and attention?
.
Consider for a moment that consumers now make thousands of purchase decisions in hundreds of product categories every year. They can’t possibly be experts in all of these product categories, nor do they have an interest in optimizing their choice in each product category. They just want something that will do the job."

Acredito profundamente nisto que se segue:

"for most of the thousands of choices consumers make, they merely want a reasonable product – give me something that works at a price that makes sense. This is the very definition of value.
Some consumers are willing to spend the time to learn about product categories about which they are passionate, and are usually also willing to spend more money on the better products in those categories. For all other product categories, they couldn’t care less.
...
So the bifurcation of the market into what looks like an hourglass occurs, but due to attention disparity, not income disparity.
.
If it is interest and consumer attention that are creating the hourglass"

Por isso, tento convencer os empresários que quando um concorrente conquista um cliente que entra num mercado pela primeira vez, o mais certo é que esse cliente ainda não esteja no patamar [de atenção] que os torna como a oferta mais adequada. O seu interesse e conhecimento vai ter de aumentar porque, por exemplo, querem subir na escala de valor, só nessa altura estarão maduros para uma outra oferta.

E no seu caso, como é?

Value Chain Marketing

O que tenho feito nos últimos 15 anos com tantas empresas, quando trabalhamos o ecossistema da procura.

"To deal with the consequences of derived demand, he argues that B2B sellers need to consider not only the next immediate customer in their marketing plans but also aim their marketing activities at subsequent stages.
...
VCM goes beyond traditional marketing, missionary selling, as well as primary demand stimulation. It represents a holistic marketing strategy which covers the entire marketing mix and thus encounters the complexities of the value chain in which a firm operates. As mentioned before, the pull strategy is frequently limited to the promotional part of the marketing mix. The author uses the term VCM “to refer to the practice of influencing an entire industry value chain for the benefit of the marketing function”. The ultimate goal of VCM is to develop comprehensive marketing intelligence and to promote innovations across all levels of the value chain. To stay competitive in the market, B2B marketers have to cover a broader framework to analyze the chain. They “must understand not only the cost and revenue dynamics of its intermediate target buyer firms, but also the cost and revenue dynamics facing the buyers’ buyers, from whose demand the demand of the immediate market is derived”. [Moi ici: Recordar "aplicar a análise Value Stream Mapping o fizessem à utilização do produto durante o ciclo de vida do utilizador final,"]
...

This mapping process requires a high degree of market orientation. [Moi ici: O trecho que se segue parece tirado aqui do blogue. Basta recordar a figura deste postal] Also, they should integrate influencers like procurement and engineering consultants, industrial designers, experts for complementary products, lawyers, or architects when mapping the value chain. Their special characteristic is to influence both the buying decision of immediate and downstream customers. They are well- informed on present upstream and downstream marketing projects and are open to innovative ideas. Furthermore, influencers establish relationships to manufacturers and applicators and are able to get them interested and to induce them to stimulate demand for supplier innovations.

...
Instead of relying on just one marketing strategy, VCM comprises push and pull marketing equally and covers the whole marketing mix. It includes the kind of product, how it is promoted to customers in a value chain, the method for distributing products to customers, and the amount the customers are willing to pay for a product. The crucial point is that in VCM the adapted and tailored marketing activities of the push and the pull strategy complement each other and are incorporated into one universal marketing strategy.
...

...
First, VCM reduces the risk of substitutability of suppliers’ materials or product inputs by demonstrating their importance for the end product. This means that suppliers no longer operate anonymously and address customers down the value chain directly. They create problem awareness among downstream customers by presenting the distinguishing features of their innovative products. As VCM allows a two-way communication, it increases the efficiency of the entire marketing mix. It implies that suppliers receive unfiltered feedback from downstream customers and the chance to better solve their problems in real time. As a result, suppliers gather valuable market information and translate this information into product improvements or innovations. If suppliers succeed in positioning and differentiating their products in a favorable way, substitutability becomes less likely. By creating preferences at the stage of downstream customers, VCM assures suppliers’ sales-political independence in the vertical production and distribution process. VCM allows suppliers to strengthen their position in a value chain and motivate downstream customers to invest in long-term partnerships. In consequence, suppliers are able to enhance control over different value-chain activities and anticipate fluctuations in demand more readily."

Trechos retirados de "Value Chain Marketing - A Marketing Strategy to Overcome Immediate Customer Innovation Resistance" de  Stephanie Hintze,

"creative destruction means that low productivity plants are displaced by high productivity plants"

O Nuno enviou-me um artigo que me pôs a pensar. Vários tópicos positivos e um sinal de preocupação.

"A TrimNW foi criada em Março de 2015 na sequência do fecho da antiga Ipetex do Cartaxo, que abriu insolvência nesse ano. Vários trabalhadores acreditaram na mais-valia de uma das áreas de negócio – a do sector automóvel – e avançaram por sua conta e risco, sendo bem sucedidos.[Moi ici: Este parágrafo faz-me lembrar Maliranta e Taleb. A empresa fechou e foram os trabalhadores num novo projecto, com skin in the game, que encontraram uma resposta para o aumento da produtividade necessária]

...
A empresa produz para nichos de mercado e tem vários clientes importantes, incluindo marcas de automóveis de luxo do Reino Unido, para quem chega a produzir séries limitadas de até 10 mil peças por ano.
.
A experiência e conhecimento adquiridos ao longo dos anos, juntamente com a qualidade dos seus produtos e da prática de preços competitivos, fazem da TrimNW um nome forte na Europa na produção daqueles materiais. [Moi ici: Este é o trecho que me deixa alguma preocupação. Se trabalham para nichos e fazem séries limitadas o preço não devia ser um factor crítico]
...
Os negócios fazem-se desde que a gente corra atrás deles. Se ficarmos aqui quietos à espera que venham ter connosco eles não vêm. O nosso material é muito específico, temos de procurar os nossos clientes, procurar as oportunidades que eles nos possam dar."[Moi ici: Proactividade, uma postura tão necessária nos tempos que correm]

Nunca esquecer:

"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."Mas, e como isto é profundo:"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação. Pensem nos teóricos que dizem que a produtividade só cresce com mais educação académica.

Trechos retirados de "TrimNW é uma empresa de Santarém à conquista do mercado europeu"

"suppliers are in a weak position in the value chain and operate anonymously"

Há cerca de 15 anos que comecei a ajudar empresas a fugir do push marketing:

Há cerca de 15 anos que comecei a trabalhar o conceito de ecossistema porque acredito que é fundamental para subir na escala de valor, para aumentar preços, para aumentar a produtividade sem ser pela via cancerosa do crescimento a todo o custo.

Ontem, ao ler os trechos que se seguem, retirados de "Value Chain Marketing - A Marketing Strategy to Overcome Immediate Customer Innovation Resistance" de  Stephanie Hintze, estava sempre a pensar: está aqui muita da razão porque temos uma produtividade tão baixa. Como não temos marcas somos fornecedores de materiais ou produtos que outros vão ainda processar e/ou vender e continuamos anónimos, sem capacidade de intervenção e com pouco reconhecimento:

"By solely relying on immediate customers, suppliers are faced with the problem of limited and distorted information and are also confronted with a loss of control over their product quality. More to the point, immediate customers withhold information about application trends and needs. They act as gatekeepers by controlling the types of information the supplier receives. Their aim is to remain the channel of communication between the supplier and the end applicator and thus stay in control of the business relationship. For that reason, supplier firms are unable to anticipate change and plan product improvements or new ideas. Due to isolation from the application market, suppliers are in a weak position in the value chain and operate anonymously. Even if they develop innovations, these rest with the intermediaries, i.e. the manufacturers, as the former are often unwilling to promote supplier innovations aggressively. That is why suppliers cannot demonstrate the importance of their product inputs for the final product. Manufacturers prefer to wait until they receive strong signals from their customers indicating the need for an innovation. They do not want to jeopardize their goal of efficiency. As a result, only standardized and highly substitutable materials that restrict suppliers’ profits and margins are sold in the value chain. Instead of pursuing a proactive product innovations management, suppliers are forced to be reactive. Due to the absence of suppliers’ contact with end applicators, the distance to the application market remains big. Suppliers have no chance to build long-term relationships with downstream customers which could reduce their dependence on manufacturers."