"What doesn’t get measured doesn’t get managed. But as our research shows, high customer satisfaction can mask low customer engagement. Strategies that boost emotional connection deliver new opportunities for growth and competitive advantage."E low customer satisfaction pode andar de braço dado com fidelização, porque as outras alternativas ainda são piores em algum resultado que o cliente valoriza.
.JPG/250px-Rua_Caldeireiros_placa_(Porto).JPG)
"When an agent chooses its strategy from a fixed set of possible ones, its decision has to take several factors into account: (i) locality, i.e. the subset of those agents, the respective agent most likely interacts with, (ii) heterogeneity, i.e. the possible strategies of these agents, (iii) time horizon, i.e. the number of foreseen interactions with these agents. The best strategy for a rational agent would be the one with the highest payoff for a given situation. To reach this goal, however, can be di fficult for two reasons: uncertainty, i.e. particular realizations are usually subject to random disturbances and can therefore be known only with a certain probability, and co-evolution, i.e. the agent does not operate in a stationary environment, but in an ever-changing one, where its own action influences the decisions of other agents and vice-versa.Trecho retirado de "Distribution of Strategies in a Spatial MultiAgent
.
To reduce the risk of making the wrong decision, it often seems to be appropriate just to copy the successful strategies of others. Such an imitation behavior is widely found in biology, but also in cultural evolution."
"“Triplicámos o volume de negócios e no centro de toda essa estratégia esteve, como não podia deixar de ser, a inovação”
...
“É um objectivo que perseguimos: cerca de 20% do que estamos a vender em determinado ano deve estar relacionado com um projecto que tenha sido desenvolvido internamente nos últimos quatro anos”, argumenta, porque também são estes projectos que trazem mais escala e mais margem de rentabilidade à empresa."
"We try to explain why twenty years ago Italy’s labor productivity stopped growing. We find no evidence that this slowdown is due to the introduction of the euro or to excessively protective labor regulation. By contrast, we find that the stop is associated with small firms’ inability to rise to the challenge posed by the Chinese competition and to Italy’s failure to take full advantage of the ICT revolution. Many institutional features can account for this failure. Yet, a prominent one is the lack of meritocracy in managerial selection and promotion. Familism and cronyism appear to be the ultimate causes of the Italian disease."Em Portugal as PME apanharam um choque bem maior com a China, porque estávamos num patamar abaixo dos italianos e, por isso, mais próximo do dos chineses.
"To explain such a sudden stop in productivity growth, we need to focus on what changed in the surrounding world in the mid- to late-1990s. The main exogenous shock is China’s entry in the World Trade Organization (WTO) in 2001. The second shock is the introduction of the euro in 1999. The third and final one is the information technology revolution that took place starting in the mid-1990s. Since all these shocks are more or less contemporaneous, there is little hope of being able to separate one from the other by relying on the timing of the change alone.Há anos que defendemos aqui no blogue que a causa da doença portuguesa foi a China e que em 2008 o antídoto tinha sido encontrado e estava em disseminação natural por spillover.
To identify the cause of the Italian Disease (as we refer to it), we need to understand why these shocks, which hit all the other major European countries, had much more adverse effects in Italy.
...
Finally, we try and quantify how much of Italy’s productivity gap can be explained by difficulties in the adoption of ICT. Looking at the regression in Table 3, we note that almost half of the difference between the Labor Productivity Gap (19.3%) and the Total Factor Productivity Gap (12.8%) can be directly attributed to scarce ICT capital accumulation. In addition, when we “correct” TFP growth by using the estimated response coefficient to the interaction of meritocracy and ICT capital contribution, the unexplained component of Italy’s labor productivity gap drops to just about 3.5%. The reason why lack of meritocracy can explain so much of Italy’s productivity growth gap during the ICT revolution lies in the fact that the managerial model followed by Italian firms appears to be profoundly different from that of other developed countries. Even after controlling for differences in firm size, the mean performance-oriented management index for Italian firms is about 0.8 standard deviations lower than the average for Austrian, French, German, Hungarian, Spanish, and British firms."
"O ministro lançou ainda um apelo às grandes superfícies – que afirmou que “desempenham um importante papel” no escoamento da produção – para que tenham, “a exemplo do que está a acontecer noutros países e desde logo na vizinha Espanha, uma atenção muito particular à produção nacional”."Recomendo a leitura de "US Farm Economy: How Globalization Soured Milk Market For American Dairy Farmers"... e reflectir.
"That business model died"Não esquecer o pragmatismo do senhor Leary... esquecer os custos afundados, pensar em alternativas, escolher e seguir em frente, subir a um novo pico na paisagem competitiva enrugada.
"Reporters from digital outlets and niche publications now hold more seats in the U.S. Senate Press Gallery than reporters from daily newspapers do, according to a new report from Pew....Journalists from “niche outlets and broad-interest websites” made up 37 percent of the Senate Press Gallery in 2014, a 32 percent increase from 2009."
"Fortunately, the footwear novices [Moi ici: Sem experiência no mundo do calçado, simplesmente com a ideia de que haveria uma lacuna na oferta de sapatos para um determinado segmento] had a veteran to help them through this process. In August 2012, Nelson overheard then-Saks Fifth Avenue brands director Bertrand Guillaume griping in a Manhattan barber shop about having to source a shoe line for the department store. He said he was tired of dealing with agents and distributors instead of designers and craftsmen, Nelson recalls. Six months later, Guillaume was in Spain overseeing a factory and a handful of suppliers as Jack Erwin’s new head of product.E não é o retalho tradicional, é toda a cadeia posta em causa:
...
Although they won’t share financial details, Nelson and Gerson say sales have tripled both years. “We always said we’d like to do $100 million a year after five years,” Nelson says. “So far, we’re right on track.”"
"He said he was tired of dealing with agents and distributors instead of designers and craftsmen,Este é a realidade de Mongo. No Estranhistão a realidade está em permanente mutação. O que funciona hoje, está em risco ou mesmo obsoleto amanhã.
...
As orders stacked up, Nelson and Gerson dug deeper into their supply chain and found more middlemen to cut: the leather distributors, the shoelace guy, the companies that source the eyelets and thread. Once they started doing it all themselves, quality improved, margins went up, and the company’s return rate is now “well under” 30 percent, Gerson says."
"There are very simple and easy ways to reintroduce the creative capacity in our organisations. One is to skip the report altogether and start backwards. Literally.
A company who do it well are Amazon.
After an idea is generated they start by writing a press release as if the product or service is ready for launch. They bring it to life.
It’s mocked up with pictures of the product and quotes from (imaginary) customers about how life changing it has been. It’s passed around internally at the company, so that they can get feedback on the product, and to solicit any questions.
After getting an initial response (did it create a buzz?) and people adding their own ideas (building ideas — never destroying) it’s passed to a product development team to work it up."
"Simply put, pretotyping is the art and science of faking it before making it. Where it refers to an innovative product or service.
...
A pretotype is a partially mocked-up of the intended product or service that can be built in minutes, hours or days instead of weeks, months or years. The art and science of pretotyping is aimed to help innovators:
- Decide what features can – and should – be mocked-up (or dramatically simplified).
- Use mock-ups to test and collect feedback and usage data systematically.
- Analyze usage data to determine their next step."
"One of the most exciting aspects of the technology industry today is the rise of new business models.Recordar ""uma oportunidade tremenda de se diferenciar" (parte IV)"
...
Now comes another new “economy” to think about: the experience economy. IfOnly, a web site started by well-connected San Francisco entrepreneur Trevor Traina, is building a business by selling customers the opportunity to do unique things rather than to own them. The site offers everything from pedaling up Marin County’s Mt. Tam with inventors of the mountain bike to baking with the creators of San Francisco’s Kara’s Cupcakes. “Every trend and every research report points to the fact that people want to live experientially,” Traina says. “People’s lives are pointing to experiences, not things. This is as true for wealthy people as millennials. The goal of IfOnly is to power the experience economy using our technology platform.”
"Mais de metade das empresas portuguesas que exportam bens para Angola só exportam para o mercado angolano, e, entre as restantes, grande parte está altamente dependente deste mercado, de acordo com o INE, numa altura em que a economia angolana enfrenta dificuldades. Exportações de bens para Angola caíram quase 30% nos primeiros nove meses do ano.Quando a ISO 9001:2015 fala em compreender o contexto de uma organização relativamente a factores externos é disto que fala.
...
Segundo o INE, 72,6% das empresas portuguesas que exportam bens para Angola concentram mais de metade dos bens que vendem para o estrangeiro no mercado angolano, e estas vendas correspondem a 73,1% das vendas totais ao país liderado por José Eduardo dos Santos."
"if you give them peanuts you get monkeys"Se o tempo que investe no seu sistema de gestão da qualidade não é de qualidade, se é só para picar o ponto e dar resposta a um requisito que o auditor vai ver... não vai ter resultados de que se orgulhe.
"“We are world leaders when it comes to sliding windows,”
...
“We have totally changed the way a reception looks, and all of our windows are tailor-made.”
.
In fact, Svalson is the creator of the only fireproof automatic sliding window in the world – a niche market, but nevertheless an important one, Spencer says. The window has been tested and approved by European standards and is accepted throughout Europe."
"José Pinto, presidente executivo da Procalçado, em declarações ao Diário Económico mostrou-se orgulhoso uma vez que já o ano passado a sua empresa tinha recebido, no segmento moda, com a marca Lemon Jelly, uma menção honrosa. Com produção 100% nacional, o calçado Wock é feito através de materiais e processos inovadores e usa tecnologias de absorção de impactos, antiderrapante, antiestática. A Wock está registada em mais de 50 países que vão desde o Médio Oriente, Europa de Leste, Ásia, etc. José Pinto estima um crescimento a dois dígitos para este tipo de projectos. A Procalçado facturou, o ano passado, 23 milhões de euros."Recordar "Acerca de um título mal escolhido" e, sobretudo, a série "Comparações enganadoras".
"The Swedish Trade Union Confederation, agrees.Recordo:
.
“We think that close cooperation and fewer barriers to trade and investment from both sides is good for Swedish workers and for the Swedish economy,” she explains. “Sweden is a small export-dependent country, and we would suffer from more protectionism.”"
"La disparition de nos pêcheurs a été actée par l'Union européenne avec la complicité de nos dirigeants." #BourdinDirect
— Marine Le Pen (@MLP_officiel) December 10, 2015
BTW, por cá, tantos defensores do modelo sueco do lado do proteccionismo.
"XVIII 187. There are three types of large corporations: those about to go bankrupt, those that are bankrupt and hide it, those that are bankrupt and don’t know it."
"The existence of high transaction costs outside firms led to the emergence of the firm as we know it, and management as we still have it. A large part of corporate economic activity today is still designed to accomplish what high market transaction costs prevented earlier. But the world has changed.
.
What really matters now is the reverse side of the Coasean argumentation. If the (transaction) costs of exchanging value in the society at large go down drastically as is happening today, the form and logic of economic entities necessarily need to change!
...
For most of the developed world, firms, as much as markets, make up the dominant economic pattern. The Internet is nothing less than an extinction-level event for the traditional firm. ... Very small firms can do things that in the past required very large organizations."
"In fact, creating new taxes seems to be a national sport in Brazil, where an average of 46 new rules are added to the tax code EACH DAY."
"The goal of every business is to defy markets. Any firm at the mercy of supply and demand will find itself unable to make an economic profit - that is profit over and above its cost of capital. In other words, unless a firm can beat Adam’s Smith’s invisible hand, investors would be better off putting their money in the bank.E não esquecer, inovação pode passar por mudar de modelo de negócio, como em "Stitch Fix Combines High Tech And High Touch To Transform Retail".
.
That leaves entrepreneurs and managers with two viable strategies: rent seeking and innovation.
...
Innovation is far more valuable because it raises the productivity of both capital and labor.
...
Unlike rent seeking, innovation creates new value that didn’t exist before."
