"Here are a few observations I’ve made as to the cause of unnecessary discounting:
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1. We believe buyers are only interested in price
2. We’re afraid that the prospect won’t buy if we don’t discount
3. We do not value or believe in the products or services that we sell"
"Many companies rely on intuitive, cursory, or incomplete analyses when selecting and defining markets. As a result, businesses are frequently defined by accident rather than purposeful designed."adivinhamos um potencial de melhoria interessante.
"Behavioral economics can help us find solutions to the agricultural efficiency challenge by creating financial incentives for bee-friendly farming practices. Outdated monoculture farming subsidies like those that go to corn growers should be diverted to farmers and growers who are planting a diversity of crops, including wildflowers. Federal tax incentives should go to farmers, beekeepers and everyday citizens who opt for permanent pollinator sources."Trecho retirado de "Are Bees Back Up on Their Knees?"
"There is no higher praise these days than being data-driven. A person who is data-driven is free of bias, and cuts through arguments with a sword of truth. No longer do we need to fumble through life. The answers will come. We will know how to respond, just what to do. We will let the data tell us!E:
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as we enter the Age of Big Data, the Age of the Internet, and the like, is that we are also entering an Age of the Axiomatic.
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To be axiomatic, at its best, is to be deductive, but at its worst, it is to assume that a system is consistent and complete.
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Axioms work well in the realm of pure numbers and physics, but they are often superficially applied to biology, and especially so when applied to the social sciences.
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Exactly the point we assume the data of a system to be both consistent and complete. This is when axiomatic logic at its most naïve and dangerous.
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This dangerous kind of axiomatic logic is pronounced when we assume that a user is a collection of “data points” with a consistent or complete identity."
"“alterity,” or otherness—the possibility of being totally blindsided by new facts, to achieve an experience that was before entirely foreign."Trecho retirado de "Love Is Not Algorithmic"
"when are sales people going to understand price is important, but that’s not the only thing people like me care about?”Trechos retirados de "If We Make It About Price, We Force The Customer To Make It About Price"
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It’s our job to get the best value we possibly can get from every other vendor. But I really wish the vendors wouldn’t make it about price, there’s so much more important to us and our purchasing decisions.”
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Price will always be important. But it isn’t the only thing that is important to our customers, so why do we continue to make it the most important thing?"
"Customers construct potential or future service experiences from multiple different sources, such as from their own imagination or stories told by others. If we fail to recognize the role of the customer as the creator or constructor of value, the role of the firm grows out of proportion, reverting the evolution away from value-in-use and users as the creators of value, toward value-in-exchange and value for customers being embedded in producer outputs (e.g., products).Mais um recorte do artigo de Gronroos, "Critical service logic: making sense of value creation and co-creation" de Christian Grönroos e Päivi Voima, publicado por J. of the Acad. Mark. Sci.
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when value creation refers to the customer’s creation of value-in-use, the customer is a value creator. The scope of value creation shifts from a provider driven, all-encompassing process to a customer-driven process. Value is created in the user’s accumulated experiences (individual and collective/social) with resources, processes, and/or their outcomes and contexts accumulating from past, current, and envisioned future experiences in the customer’s life.
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The locus of value creation is the customer’s physical, mental, or possessive activities, practices, and experiences in multiple individual and social contexts. Value is therefore realized through possession, usage, or mental states.
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The customer experiences value by becoming better or worse off over time during the accumulating process, and value creation becomes a structured process in which firms and customers have defined roles and goals (nature of value creation). When the customer creates value through experiences in an accumulating process, the firm as a service provider may facilitate the customer’s value creation by producing and delivering resources and processes that represent potential value, or expected value-in-use, for the customer.
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the role (or roles) that the seller plays in helping customers to create value for themselves” is a defining aspect of a service perspective or logic. The customer is the one who constructs and experiences value by integrating resources/processes/outcomes in his or her own social context. In conclusion, the customer is the value creator, and a firm facilitates value for its customers. Of course, the role of the firm in a customer’s value creation is not unimportant. Facilitating value for customers means that the firm creates potential value that the customer can transform to value-in-use or real value.
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Value co-creation should be analyzed on the basis of the roles of the customer and the firm and in recognition of the value spheres that encompass the provider and the customer. If the system is closed to the customer, co-production cannot take place in the production process. Nor can value co-creation take place if the customer’s process is closed to the provider. In both cases, we would find no joint activities, and no co-creation is possible. Co-creation occurs only when two or more parties influence each other or, using service marketing terminology, interact."
"Embalagens terão a mesma forma, tamanho, cor e tipo de letra. Objectivo é tornarem-se menos atractivas.O marketing é muito mais do que a parte visual, mas basta pensar no efeito da parte visual como um começo.
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Pretende-se assim eliminar o efeito visual das marcas que se julga contribuir para os tornar atractivos."
"Conselho Económico defende crescimento económico como prioridade para 2015"Deixa-me adivinhar, baseado em torrefacção de dinheiro impostado a contribuintes actuais e futuros.
"First, companies develop strategy in many different ways, often idiosyncratic to their organizations, people, and markets. Second, many strategies emerge over time rather than from a process of deliberate formulation"Mergulhamos num texto para animar a reflexão
"Many companies rely on intuitive, cursory, or incomplete analyses when selecting and defining markets. As a result, businesses are frequently defined by accident rather than purposeful designed. [Moi ici: Daí a importância de fazer batota, de alavancar a distinção, quando algo já está a resultar] The product-geography matrix has been the most commonly used way for firms to define themselves and their market. [Moi ici: Por que seguir uma abordagem clássica na definição do mercado? Por que é que a definição do mercado há-de ser vista como uma coisa objectiva? Por que é que a definição do mercado há-de ser vista como um dado do desafio, em vez de ser trabalhado como sendo mais uma variável do desafio?] ... the product-geography matrices tend to hinder firms from identifying opportunities in the adjacencies.
...Trecho retirado de "Finding market focus for solution business development" de S. Nenonen e K. Storbacka, publicado em "J Bus Mark Manag (2013) 3:123–142"
that “there is no single correct way to define the market for a given business unit […] a market not only can but should be defined in several different ways”. ... a firm is not limited to single views of the market; instead firms can benefit from accepting multiple market definitions suitable for particular strategic situations."
"Personalización. “El cliente pide cada vez más un servicio a su medida. Como mínimo, cada instructor debe dirigirse a sus clientes por su nombre”."E foi como a sensação de um balão que subitamente se esvazia...
“the use of interaction as a basis for co-creation is at the crux of our emerging reality.Personalização é muito mais do que simpatia e familiaridade. Personalização é entrar na mente do cliente e perceber quais são os seus objectivos, quais são os seus motivos, qual é o seu propósito. Personalização é perceber que o que se oferece é só um recurso para integrar na vida do cliente, para que ele chegue a um lado escolhido por ele e diferente do do parceiro do lado e isso é que é importante.
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value creation becomes an ongoing process that emphasizes the customer’s experiences, logic, and ability to extract value out of products and other resources used (create value-in-use).
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value creation is the customer’s creation of value-in-use during usage, where value is socially constructed through experiences"
- Têm esses novos serviços que podem realizar para valorizar os produtos dos clientes...O poder da interacção... fortalece a relação, permite que ambas as partes subam na escala de valor e se diferenciem, permite que o fornecedor co-crie valor com o cliente.
- Mas é difícil, os clientes são muito conservadores, estão habituados aquelas referências e não saem dali.
- E o que é que têm feito para os "educar"? Para lhes dar a conhecer as novas possibilidades?
- Tem graça, há dias, para comemorar os 10 anos da empresa fizemos um jantar com um cliente que trabalha muito connosco e conversamos sobre isso. O designer deles ficou admirado, não sabia que ele podia propor alterações e que nós as podíamos concretizar. Desde essa altura, temos trabalhado muito em conjunto e têm surgido umas coisas interessantes.
- Agora, é pensar como é que pode, com outros clientes, desencadear esse tipo de conversas. Por exemplo, está a ver este produto? É "criminoso" o cliente que fabrica este produto não aproveitar o vosso potencial para torná-lo mais atraente.
- Pois é, andamos para marcar uma reunião com eles há algum tempo...
"What am I doing here? Can I, on the fingers of one hand, list the ingredients of success in this industry?Olhar de fora para dentro facilita o pensamento estratégico e minimiza o pensamento operacional.
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How well do we know what our customers want? How well do we know what our suppliers and employees expect? What would it take to meet those needs better than our competitors could?
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I realized I’d been looking at the business from the inside out. From that perspective, all I could see was the activity that consumed my day. I also realized that customers and other stakeholders have the opposite perspective. Their view is outside-in, and that’s what makes them good strategists."
"“Seria necessário pensar (…) em como encontrar formas adequadas de ‘pré-pensionamento’ destes trabalhadores que, por razões ligadas à sua formação, à sua longa história de trabalho e até por razões ligadas à própria inadequação às novas condições [de trabalho], hoje frequentam sobretudo centros de saúde para obter licenças médicas e outros mecanismos de ausência temporária”, afirmou o governador."Não tinha uma mensagem mais interessante, mais relevante neste momento para aquela audiência?
"O grande objectivo do plano estratégico 2014-2020, hoje apresentado, é aumentar vendas e exportações.
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O sector têxtil e vestuário delineou um plano estratégico para os próximos seis anos cujo principal objectivo é incrementar o volume de negócios para 6,5 mil milhões até 2020"
"Paulo Vaz reconheceu que este objectivo implica também uma alteração da estrutura do sector, com a redução do número de empresas e de trabalhadores."Recordar:
"As grandes oportunidades para o sector atingir este desígnio passam pelos acordos de livre comércio com os EUA e o Mercosul, que deverão abrir portas a uma entrada significativa dos têxteis portugueses nesses mercados.[Moi ici: Novas áreas geográficas] Explorar nichos de mercado, apostar em têxteis técnicos e funcionais e adquirir licenças [Moi ici: Isto sim, são escolhas, opções estratégicas] são outros dos caminhos para a indústria, revelou Paulo Vaz. A perda de competitividade por parte da China [Moi ici: Essa também pode ser uma escolha honesta, competir pelo preço mais baixo, sempre na corda bamba... preparem-se para eleger a Etiópia como o próximo malvado] e outros ‘players' mundiais poderá empurrar o sector português que soma a mais-valia da identidade europeia, sublinhou o líder da ATP. Investir no empreendedorismo no sector é também considerado essencial para o futuro." [Moi ici: Pena que não se fale na vantagem da proximidade, da interacção, da rapidez, da flexibilidade, das pequenas séries, e da moda]
"“the use of interaction as a basis for co-creation is at the crux of our emerging reality.” [Moi ici: Algo que permite isto "Move Over ‘Made In China’, ‘Made By Consumer’ Is The New Sheriff In Town" e que o requer] In this view, co-creation functions by activating operant resources
...Continua.
value creation might be described more accurately as value emergence or formation
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Value is perhaps the most ill-defined and elusive concept in service marketing and management
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value creation entails a process that increases the customer’s well-being, such that the user becomes better off in some respect. Yet a service provider’s actions also may make a customer worse off
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When value is perceived as value-in-use for the customer, the focus is no longer predominantly on a customized bundle of products or services exchanged for a price. Instead, value creation becomes an ongoing process that emphasizes the customer’s experiences, logic, and ability to extract value out of products and other resources used (create value-in-use).
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value creation is the customer’s creation of value-in-use during usage, where value is socially constructed through experiences
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Users’ accumulated experiences (individual and social) with resources, processes (and/or their outcomes), and contexts thus are the core of value creation, and value-in-use not only accumulates from past and current experience but also can be envisioned in future experiences.
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Value emerges through the physical or mental use of these resources, and sometimes even from possession of them, so the process of usage is the defining concept.
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Value creation may take place on different levels of consciousness, where becoming “better off” (or “worse off”) may occur in different ways (imagined before, perceived during, or evaluated after) in the experiential use process. Sometimes value is literally created (e.g., driving from one place to another); sometimes it just emerges for the customer (e.g., a feeling of freedom when driving around).
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Value-in-use implies that the customer, as the user, creates value and is the value creator, not just that he or she assesses or determines value. The customer creates and assesses value in a longitudinal and experiential process of usage. Therefore, in the same way that the firm controls the production process and can invite the customer to join it as a co-producer of resources, the customer controls the experiential value creation process and may invite the service provider to join this process as a co-creator of value. For our analytical purposes, we use cocreation to denote the joint process whereby firms and customers together (or customers with other actors), in interactions, create value."
"La industria de la piel de Igualada exporta en la actualidad entre el 80% y el 85% de su producción. Para este año, la patronal local del sector estima un crecimiento de en torno el 3% y el 5% respecto al ejercicio precedente
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“Para adaptarse al nuevo escenario, las empresas apostaron por la especialización, con el objetivo de ganar confianza en los mercados exteriores”,
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desde hace años la industria de la piel de Igualada trabaja para posicionarse en mercados de un elevado valor para impulsar sus exportaciones. El resultado del esfuerzo ha sido situarse como un proveedor estable para el lujo.
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En la actualidad, la industria de la piel de Igualada trabaja para consolidar la estrategia trazada a lo largo de todos estos años. Entre sus planes más inmediatos figura la creación del Clúster de la Piel de Igualada. Y es que además de contar con las empresas del sector, la localidad tiene dos museos dedicados a esta industria, un centro tecnológico específico y un campus universitario en el que se imparte el único máster en España dedicado a la piel."
