O inferno socialista

• "Operadores logísticos criticam o “monstro da burocracia informatizada” nas regras de transporte"
• "Quiosque de Catarina Portas sem licença devido a casa-de-banho"

"Why Change is so hard"

Daqui.

Acerca das curvas de Stobachoff

"Within any given customer base, there will be differences in the revenues customers generate for the firm and in the costs the firm has to incur to secure those revenues. While most firms will know the customer revenues, many firms are unaware of all costs associated with customer relationships.
In general, product costs will be known for each customer, but sales and marketing, service, and support costs are mostly treated as overhead. Customer profitability analysis (CPA) refers to the allocation of revenues and costs to customer segments or individual customers, such that the profitability of those segments and/or individual customers can be calculated.
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customers, too, differ in their consumption of resources. The size and number of orders, the number of sales visits, the use of helpdesks, and various other services can be very different for each customer. Consequently, some customers incur more relationship costs than others, leading to different levels of customer profitability.
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It is considered good industrial marketing practice to build and nurture profitable relationships with customers. To be able to do this, a firm should know how current customer relationships differ in profitability, as well as what customer segments offer higher potential for future profitable customer
relationships."

Trechos retirados de "The implementation of customer profitability analysis: A case study"

Marcos 6, 4

""Portugal poderá, em breve, atingir uma nova época dourada na área têxtil, exactamente através do design e da moda. É importante produzir em sítios de confiança e Portugal é de confiança. Portugal está no bom momento para a criatividade", disse Agatha Ruiz de la Prada, no encerramento da inauguração da IMOD - Incubadora de Moda e Design de Santo Tirso."

Santos da casa não fazem milagres

Trecho retirado de "Agatha Ruiz de la Prada: "Portugal pode atingir em breve uma época dourada no têxtil""

O morto mercado interno

Lembram-se de "O mercado interno não está morto"?
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Fiquei seduzido pelo desafio contido neste título "Aumento da concorrência ajudou a venda recorde de máquinas Bimby" mal o li.
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Marca de topo passou incólume pela crise e, quando aparecem as ofertas low-cost... atinge vendas recorde!!!

"foi a primeira vez que a Vorwerk, em Portugal há 13 anos, conseguiu vendas mensais na ordem das cinco mil unidades.
Os robots de cozinha multifunções invadiram o mercado no último ano e chegaram finalmente às prateleiras da grande distribuição. Em Setembro, o grupo Sonae (dono do PÚBLICO) colocou à venda a Yämmi nas lojas Continente e Worten, por 349 euros, menos de metade do valor actual da concorrente Bimby (que custa 966 euros)." 

Curiosidade do dia

"The economy of the future will not be the economy as it is now"

Um discurso que não anda longe da mensagem deste blogue sobre aquilo a que poderemos chamar emprego em Mongo:

"You can’t avoid peer-to-peer marketplaces.
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They all facilitate integration into the economy without the need to secure employment from a large company.
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Instead, the growing peer economy enables people to monetize skills and assets they already have. Vendors and providers on these platforms choose when to work, what to do and where to do it, sidestepping traditional constraints of geography and scheduling.
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Embedded in this concern are assumptions as to what constitutes a job: that it be full-time, offer benefits, and provide a livable income. These parameters make up a framework, one that is baked into our society. But this framework—which dominated 20th century work—has been on the decline since the late 1970s.
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Though it may seem “timeless”, the 20th century framework for work is not the first such formulation and it will not be the last. There were other mainstream understandings before it—factory work, piece-meal work, craftsmanship and apprenticeship—and undergirding them were a mix of cultural and political factors.
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the peer economy is well positioned to rival our popular understanding of work. The peer economy won’t take over where the framework of full-time employment once sat, but it does change our understanding of what “full work” could mean.
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The economy of the future will not be the economy as it is now. The challenge before us is to reimagine what full work means, not based simply on how we’re used to conceiving of it, but based on a consideration of what we deem most valuable (independence, security, connectedness, etc.).  Thanks to similar movements—from unions to vulnerable workers to urban and rural cooperatives—the threads for that conversation are already there. Let’s make something of it."

Trechos retirados de "The Peer Economy Will Transform Work (or at Least How We Think of It)"

Experience curve...

A "experience curve" vale cada vez menos...

"“The experience curve is the means of measuring probable cost differentials,” BCG wrote in 1973. “A difference (i.e., a ratio) in market share of 2 to 1 should produce about 20 percent or more differential in pretax cost on value added.” In other words, if you command twice as much market share as your nearest competitor, your pretax cost of doing business ought to be 20 percent lower than that competitor’s. This model led, in turn, to another “powerful oversimplification” (Henderson’s term) from the offices of BCG: the “Growth-Share Matrix.”

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If you make 1 million widgets out of the 100 million widgets produced every year, you have a 1 percent market share. If your largest competitor makes only 500,000 widgets, you have a relative market share of two times, and you should have a 20 percent cost advantage over that competitor.
Or you would have up until about 1978. In that year, BCG revised downward the power of the experience curve: from 20 percent to 10 percent. Presumably, this came as an unpleasant surprise to those CEOs who, in the previous decade, had been using the Growth-Share Matrix to make some of their most important decisions. But most likely, it did not come as a surprise to those managers of highly profitable companies who somehow managed to make big returns despite their relatively small market share."

Basta recordar o calçado e o destino dos super-eficientes...
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Agora vejamos isto:

"Claims that 3D printing (also known as digital printing) is poised to shake up the manufacturing industry in dramatic fashion have been on the rise. A September 2013 report from investment advisor the Motley Fool even went so far as to assert that the new technology will “close down 112,000 Chinese factories...and launch a 21st-century industrial revolution right here in the U.S.A.” As much as we would like to see manufacturing return to Western shores, we’re a bit less sanguine than the prognosticators. Indeed, before we send pink slips to millions of Chinese workers, we need to step back and analyze 3D printing through the lens of the experience curve, and how it both drives and responds to consumer adoption of new technologies. And before we predict widespread change to the manufacturing industry’s structure, we must reflect on how economies of scale and total landed cost drive investment decisions."

Os cemitérios estão cada vez mais repletos de empresas que confiaram demais na "experience curve"

"The argument for displacing Chinese workers stems from a questionable assumption that 3D printing eliminates the need to seek economies of scale."

Eheheh a lógica das economias de escala... como se tal explicasse o sucesso das vendas e preços do calçado, ou o retorno do têxtil, ou do mobiliário, ou da cerâmica, ou...

Primeiro trecho retirado de "Where value hides" de Stuart Jackson
Segundo trecho "A Skeptic’s Guide to 3D Printing"

Qual é a relação com o Índice de Gini e o salário mínimo?

Qual é a relação com o Índice de Gini e o salário mínimo?

"In today’s global economy here is what is scarce:
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1. Quality land and natural resources
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2. Intellectual property, or good ideas about what should be produced.
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3. Quality labor with unique skills
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Here is what is not scarce these days:
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1. Unskilled labor, as more countries join the global economy
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2. Money in the bank or held in government securities, which you can think of as simple capital, not attached to any special ownership rights (we know there is a lot of it because it has been earning zero or negative real rates of return)"

Trechos retirados de "Average Is Over: Powering America Beyond the Age of the Great Stagnation"

Acerca da ISO 9001 e das cenas nas auditorias

Uma lista a crescer "The ISO Apocrypha", infelizmentemente cómica e actual.

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ainda este mês, dois projectos ISO com uma ou outra cena destas.

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Acham que faz sentido, na acta da primeira revisão do sistema, discutir as decisões tomadas em anteriores reuniões que ainda não aconteceram?

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Pois...

Curiosidade do dia

"The release also showed the marketing value of no marketing. Typically, to spur sales for high-priority albums, record companies follow Hollywood’s time-tested strategy of pointing consumers — repeatedly, and through every media platform available — to a specific release date in the future, and piggybacking on the promotional might of big consumer brands."

Quando se tem uma ligação directa com os clientes-alvo:

"But at midnight on Thursday, when Beyoncé released her latest album, she did none of those things. Instead, she merely wrote, “Surprise!” to her more than eight million Instagram followers, and the full album — all 14 songs and 17 videos of it — appeared for sale on iTunes.
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The stealth rollout of the album, “Beyoncé,” upended the music industry’s conventional wisdom, and was a smashing success. It sold 365,000 copies in the United States on its first day, according to people with direct knowledge who requested anonymity because they were not authorized to discuss its sales. Depending on how it performed through the weekend, “Beyoncé” will likely have one of the year’s biggest opening sales weeks." 

Mais um sector a precisar de se repensar?

Trecho retirado de "Beyoncé Rejects Tradition for Social Media’s Power"

Value hides

"If you were to study the shareholder returns for the top 1,000 U.S. companies over the past five years, you would discover something very interesting. Look at Figure I.1. 

This is derived from the annual Wall Street Journal “Shareholder Scoreboard.” It reports on shareholder returns for 1,000 of the leading companies listed on U.S. exchanges. In Figure I.1 we show for a range of sectors both the average return for the sector (the shaded bar) and the return for the best and worst company in the sector (the two ends of the I-beam). There is some variation across sectors, but not nearly as much as the variation in company performance within each sector. In fact, in almost every sector, the top-performing company is not 5 or 10 percent better than the worst performer; it’s more like 200, 300, or even 1,000 percent better! So if you accept my premise that value is “hiding” somewhere out there on the competitive landscape—waiting to be discovered and appropriated by the skilled manager—then you either have to make the case that some companies are simply much luckier than others (up to 1,000 percent luckier), or you have to agree with me that those top performers are far better than their competitors at sniffing out value.
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Let me make that same point again in slightly different words. As I do so, keep in mind that I’m not comparing companies in a hot sector with companies in a cool one. I’m comparing apples to apples, mining companies to mining companies, and computer companies to computer companies. Within each industry, there’s an enormous range of performance over a five-year period. Some companies turn in stellar performances. Others go bankrupt."

Trecho retirado de "Where Value Hides" de Stuart Jackson.

Onde competir?

"Wait a minute: The company that’s half as big makes twice as much? How can that be? You’ve already heard the answer: The smaller, more profitable company avoids going head-to-head with the likes of mighty Emerson and GE. It steers most of its investments into segments where (among other things) the giants don’t play. It segments its industry strategically, and puts more eggs into fewer, carefully chosen baskets. As a result, it has a much higher market share in its chosen segments. So yes, market share is good, but only when you get there strategically."

Trecho retirado de "Where Value Hides" de Stuart Jackson.

Conseguirá obter uma sinergia co-evolutiva muito mais poderosa

Um desafio interessante em "Should You Be Thinking More About The Customer… Or Less?".
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Relativamente à frase:

"The truth is that nobody starts a business thinking about the customer.  People start businesses thinking about their dreams."

Quando começo um projecto BSC e avanço para o desenho do mapa da estratégia, a primeira perspectiva a construir é a dos clientes, ou melhor, a das partes interessadas. Contudo, antes de identificar os clientes-alvo, o ecossistema da procura e os pivôs, a rereflexão começa realmente pelo ADN da empresa.
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O que é que temos? O que sabemos fazer bem? Onde e como podemos fazer a diferença? Qual pode ser a batota que podemos fazer para desenvolver uma vantagem competitiva?
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Não comungo da opinião do autor. Sim, a empresa deve ter esse espírito de missão; contudo, se tiver escolhido bem os seus clientes-alvo, conseguirá obter uma sinergia co-evolutiva muito mais poderosa.
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Por outro lado, o autor tem razão quando chama a atenção de que podemos desenhar ecossistemas da procura (scripting markets) onde o cliente efectivamente não é o pivô.

"Don't define your market based on a product"

Via @pauloperes cheguei a esta apresentação de Kaj Storbacka, "Driving Growth by Transforming from Product Sales to Integrated Solutions".
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Uma primeira reflexão:

"It's a really bad starting point to define yourself around product and, specifically to define your market around products
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Today, most companies tend to define themselves around products or, they say, their in a specific industry
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What's the problem with that?
If you define yourself around a product you're pushing yourself against a commodity corner and probably, at the end of the day, the only competitive dimension will be price.
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And if you define yourself around the product, most of the time a key metric will be market share. And there's a lot of evidence that show that product market share in not a very good metric.

Where does growth comes for?"
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"Where to compete" é responsável por dois terços do crescimento enquanto que "How to compete" responde pelo terço restante. Assim é fundamental a definição do mercado.
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Cada vez mais, as empresas avançam por aqui:

Um mundo de oportunidades a abrir-se em tantos e tantos sectores

Primeira citação:

"As exportações que representam 85% das vendas e são dominadas pelo mercado europeu têm beneficiado da subida dos custos de produção na Ásia e do consequente aumento das encomendas feitas em Portugal pelos produtores de café que fornecem chávenas aos seus clientes." 

Segunda citação:

"À boleia da “deschinização” francesa, a Artwear aposta na conceção e produção em Portugal. As canecas e chávenas são produzidas pela Spal e os lápis pela Viarco, por exemplo.
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Segundo os gestores da Artwear, sem fundamentalismos, um dos desígnios da empresa é a sua portugalidade. Um facto que é, aliás, apreciado pelos franceses: “É ordem do Estado francês só contratar a compra de produtos na União Europeia. Eles estão a fazer a ‘deschinização’, não compram nada à China. Nós desenvolvemos um logótipo 100% produzido em Portugal e os franceses pediram-nos para aumentar o tamanho desse logótipo nas embalagens dos produtos”, explicaram Luís Pilar e Duarte Lukas."

Terceira citação:

"China lleva su producción textil a Estados Unidos. Después de tres décadas trasladando la fabricación de artículos textiles de Occidente a Oriente, la deslocalización industrial cambia el sentido. El tejedor chino Keer Group construirá una planta para la producción de hilo de algodón en la localidad de Lancaster County, en Carolina del Sur (Estados Unidos), que dará empleo a 500 trabajadores." 

Curiosidade do dia

"China lleva su producción textil a Estados Unidos. Después de tres décadas trasladando la fabricación de artículos textiles de Occidente a Oriente, la deslocalización industrial cambia el sentido. El tejedor chino Keer Group construirá una planta para la producción de hilo de algodón en la localidad de Lancaster County, en Carolina del Sur (Estados Unidos), que dará empleo a 500 trabajadores."

Trecho retirado de "El tejedor chino Keer Group deslocaliza a Estados Unidos y abre una planta con 500 empleados"

A propósito de ir às causas-raiz

"Chris taught me the difference between single and double-loop learning. Single-loop learning focuses exclusively on actions and outcomes. When we find an outcome we do not like, we tend to revisit and redesign our actions to achieve a better outcome. For instance, when we figure out that stock options do not create the incentives we wish they did, we try deferred stock units instead.
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Double-loop learning does not simply go back to action; it goes further to the theories and thinking that informed that action. It challenges and redesigns the thinking. ... In single-loop mode, we iterate and spin on action, honing and refining without addressing the big questions that can dramatically alter outcomes."

O single-loop learning não põe em causa o sistema, não questiona a sua existência. Promove o tratamento superficial, epidémico, sintomático.
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Trecho retirado de "The pioneering thinking of Chris Argyris"

Acerca da avaliação de pessoas

"it must be a strengths-based system. Current systems are explicitly remedial, built on the belief that to help people get better you must measure them against a series of competency bars, point out where they fall short, and then challenge them to jump higher.
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it must be a system focused on the future. Our current systems are fixated on feedback about the past.
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On another level, though, better performance management dispenses with all this because future-focused coaching is demonstrably a better use of time than past-focused feedback. To accelerate my performance tomorrow, don’t try to grade my personality with feedback from all sides—it will always be hard to give, hard to receive, and net a disproportionately small performance return. Instead, coach me on the few specific work-related activities that I could usefully add to my strengths repertoire tomorrow. Or tell me what skills I should go acquire next week. Or advise me which specific contacts I should seek out next month. None of these will necessarily be easy for me to do, but at least they will be something that I can do. They are in the future. In the new performance system, this is where most of our time and creativity will be focused."

Ao ler isto, lembrei-me logo da carta que Zender pede aos seus alunos no início do semestre. Recordar "to place themselves in the future, looking back, and to report on"

Trecho retirado de "What if Performance Management Focused on Strengths?"

Mongo a entranhar-se

"First 3D Printing Experience Store in Israel"

"Customization & Creation At Your Fingertips.
Unlike 3D printing labs or novelty gift stores, customers at 3D Factory have the opportunity to customize the products – or create their own new products from scratch. A dedicated workstation gives customers the opportunity to use a range of 3D modeling software to create and play around with their own designs. Similarly, customers have the option to send in their files and simply get them printed at the store.
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Interactive Workshops For All Levels.
By hosting workshop events and lectures, 3D Factory plans to foster a fun and interactive learning environment for the complete newcomer to the experienced designer or architect. Industrial designers, science professors, and local studio artists have already approached 3D Factory, looking to connect and collaborate on special events.
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Chance to Take a Desktop 3D Printer Home Right Away.
One of the most appealing aspects of 3D Factory is that customers can purchase a desktop 3D printer and filament material and bring it home right away, as opposed to purchasing online and waiting for delivery.
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Paving the Way for the Future of 3D Printing"

Mongo a entranhar-se...