"não é para produzir EBITDA"Com esta evolução recente do preço do trigo a nível mundial:
"Generally, the concept of value is associated with the usefulness and merit of something, be it an activity or its output. Thus, value is about what is important, whether in life in general, in human action or in the operations of an organization, and as such it can be associated with judgement. Consequently, value attains a universalist and a relativist meaning.Trechos retirados de "Value Creation in the Internationalization of SMEs" de Svetla Marinova , Niina Nummela e Jorma Larimo
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The most common universal meaning of value is benefit or worth. Yet, benefit always suggests a perspective, a direction, a beneficiary – someone, be it an actor, a party, an individual or a group of individuals of a sort, and as such value becomes relative, being dependent on the nature, resources and assets, bargaining power, interactions and interdependencies of that actor with others. This makes value actor-dependent and context-specific.
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More recently, it has been widely recognized that an actor, who finds a product or service valuable, may also participate in creating and enhancing its value and consequently, co-create value in a value producing continuous and iterative process based on relational exchanges.
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the value configuration perspective has emerged focusing on the way in which internal company activities are structured and organized to fit external relational attachments."
"let’s say you wanted to build an application that could monitor machines in your factory, respond to voice commands and verify users. No problem. You can access Amazon’s IOT platform to integrate sensors, pull speech recognition and voice identification from Microsoft and access IBM’s Watson to help you make decisions based on the data.A decade ago, even the world’s most sophisticated companies wouldn’t be able to access these capabilities at all. Even if they could, it would entail hiring teams of expensive consultants to spend months working to integrate the technology. Now, it can be done so easily that even non-technical teams can participate in designing solutions."
"Most purchases are made through habit, with no real consideration of alternatives. People order the same type of coffee, in the same coffee shop, every morning, because the cost of reassessing their options every day isn’t worth it. In short people rarely switch, but when they do, there’s an interesting set of dynamics at play. Whether it’s coffee or software most companies take the myopic route, and simply try to make their product look better than everyone else’s. That’s only ever one part of what makes people switch.
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Switching is also about removing fear or hesitation associated with trying out your product and making sure you remind them of the problems with their current solution.
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The way you motivate somebody to make a switch is the same for a friendship, a relationship, or a software product – identify the struggling moments your customers are experiencing and build around that. Emphasize why the existing way does not make sense, why it’s safe to switch to your product, and why they don’t need to worry about leaving the existing way behind. If you can solve all those things, you’ll get customers to switch.
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People don’t hate progress, they just prefer inertia. This stops them from buying your product, even when it’s the logical choice.
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Switching is a big deal, you see. Customers don’t buy a product, they switch to it from something else. Most businesses try to motivate a switch by having the best design, the best performance, or the most features. That only affects your product quality, one piece of the puzzle."
"Knowledge exchange affects everything and redesigns the systems and infrastructure around us. The corporate infrastructure that used to provide a layer of protection now forms a legacy of financial burden in the form of assets that can rapidly become redundant and costly to carry. Probably for the first time since the commencement of the industrial revolution in the late 1700s, it’s better to be small than big in business. So the question any company should be asking is:Trechos retirados de "The Great Fragmentation : why the future of business is small" de Steve Sammartino.
Would I build this same infrastructure today given the choice of a clean slate?
The simple reality of the technology revolution that we’re living through is that it requires ‘clean-slate’ business strategies.
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The power base of industrial companies is breaking up. It’s flipping from the ‘few’ to the ‘many’.
What it means for business The industrial business playbook is being rewritten. Industrial legacy infrastructure is no longer a business advantage."
"So we handed in our craftsman and artisanal skills to help build the one-size-fits-all economy and the consumables that fill it up. It was the only way all of us would be able to own everything. It meant we had to trade in the very personal touch of a craftsman and become part of the machine itself. By becoming part of the machine we were able to have more. We were handed everything earlier generations could only dream about, a standard of living beyond that of gentries and kings when we take into account the upgraded living standards we all acquired. But there was a price to pay: we had a job to do. Our job was to help churn out the items that built the industrial world and to buy the items we churned out. We had to become consumers.
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The industrial revolution didn’t come with a set of terms and conditions; however, there were some unspoken rules that weren’t covered in the text book. The textbook was so focused on how to make widgets and money, it forgot about why any of that mattered. We abided by these terms for the best part of 200 years. The two most important terms were: We’ll enable a more materialistic lifestyle but You’ll need to follow the rules set by the owners of the capital.
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This was a simple way of saying that our individual creativity can’t compete with the industrialists’ aggregated efficiency. It’s something that goes against the basic human spirit — our need for collaboration, creativity and nuance, which is imbedded deeply into our past and, thankfully, our future.
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Consumers and creators were two different classes in the industrial world. The industrialists owned the factors of production. The ability to create independently was taken away from workers and reengineered so it belonged only to the capital class. Without saying it, the deal was: ‘You let us design, make, distribute and advertise and in exchange we’ll give you a higher standard of living.’ They left out the bit about keeping all the profits for themselves. This economic model worked well until we reached the point where we owned everything we needed. But now the deal has entered its final phases and the gig is up. The industrial revolution is putting itself out of business. I wonder if they had a planned-obsolescence in mind."
"The push of what is happening currently: “This mattress is prettyJulgo que é mais rico e intuitivo que:
uncomfortable. I’m waking up multiple times in the night with back
pain.”
The pull of a new solution: “If I get a new mattress, I can sleep better.
I’ll be in a better mood at home and at work.”
The anxiety of what could happen: “What if the new mattress turns
out to be just as bad as the old one? I can only try it out for a few
moments in the store.”
The attachment to what you currently have: “I’ve had this mattress
since college.”"
"Customer Success has also been used as a proxy for customer-centricity. On it’s surface, companies will invest time and resources to engage the customer with free consulting services in order to lock-in that next sale, or subscription payment. But they are always asking “How are We Doing?” and not the more appropriate question, How are You Doing? [Moi ici: Recordar esta reflexão] And even if they were, again, there is no common agreement around the definition of a customer need.Recordar a série "Parte III - O cliente é que é o Luke" e "Mambo jambo de consultor ou faz algum sentido?"
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The only path beyond this chaotic view of the customer is to understand what they are trying to accomplish in their lives, or businesses, in a clear step-by-step way. After all, we spend a lot of time transforming processes and measuring the the resulting activities. So, why wouldn’t you also want to understand the process a customer goes through to get something done?"
"É o sétimo recorde consecutivo nas vendas da fileira ao exterior
Entre janeiro e setembro, as exportações da indústria portuguesa de calçado somaram 60 milhões de pares e 1685 milhões de euros. Com este crescimento de 3,7% face ao mesmo período de 2015, o sector espera bater este ano o seu sétimo recorde consecutivo nas exportações.
Desde 2009, a fileira registou um crescimento de 55% nas suas exportações e criou 9200 postos de trabalho, empregando, atualmente, mais de 43 mil pessoas."(fonte)
"Nos últimos cinco anos, vendas triplicaram nos Estados Unidos e ascendem a cerca de 70 milhões de euros.Quando se aposta no numerador da equação da produtividade o truque deixa de ser o custo e passa a ser a criação de valor potencial aos olhos dos clientes.
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As exportações de calçado para os mercados extracomunitários aumentaram 111% em cinco anos e representam 14% das vendas do setor para o exterior, destacando-se o triplicar dos números para os Estados Unidos e a “descoberta” da Austrália, segundo a associação."(fonte)
"decentralized blockchain system, with its string of trusted nodes all over the world, could align with the decentralized energy system to create something really new. Essentially, the blockchain could complete the job of solar panels in allowing people to sell energy at the price they want and maintain rights to their power whenever they need it.Acham mesmo que os poderosos incumbentes não vão fazer nada?
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"Blockchain can be used to create a trading platform that is secure, low-cost and fast,"
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Blockchain networks offer a way for households to leave the main grid and set up independent co-operative microgrids, where people trade power according to need. They also could help incorporate people without solar panels, allowing them to trade with people who do."
"O euro tem sido "factor da perda de competitividade e desequilíbrio externo", disse Carvalhas, apontando ainda que a moeda única tem sido "um travão a maior expansão nas exportações" e questionando "quantos mais anos serão necessários para se tirarem as devidas conclusões?"."Agora leiam "Não soube dar resposta?"
"O nível de numerário e depósitos do setor público nunca foi, de facto, tão alto, segundo dados do Banco de Portugal. O problema é que tem de se pagar juros por estes recursos.Basta ler este artigo de 2015 para deixar de perceber o título de 2016 e a narrativa nele incluída
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Mas este dinheiro é dívida. Não é um excedente gerado pelo bom desempenho orçamental deste governo, mas antes pelas sucessivas idas aos mercados para contrair mais empréstimos."
"Some economists point to the growing cross-border internet sales as evidence globalization is evolving, not dying.Já quanto à justificação para a redução dos números do comércio, não posso concordar com:
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the global economy is still integrating at a steady pace
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Absent some truly cataclysmic shock—something akin to a world war or a depression—the best bet is that globalization will march on.”
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digital globalization now exerts a larger impact on growth than merchandise goods"
"A substantial portion of the slippage is a decline in commodity prices over the last several years. Although the dollar-value of crude oil traded across the globe plummeted with the price per barrel, the number of barrels traded increased. Along with falling prices of iron ore, wheat and other commodities, “these price adjustments make trade look anemic, but they tell us nothing about the health of globalization,”"A evolução do Baltic Dry Index e a falência de empresas de carga marítima são um sinal de que algo está a acontecer. E esse algo é que estamos a assistir ao encolhimento da China como fábrica do mundo.
"Foi na sexta-feira passada, poucos terão reparado. Numa das muitas entrevistas que deu a propósito do primeiro aniversário do seu Governo, António Costa repisou a ideia de que todos os problemas do Sistema financeiro são culpa do anterior Governo, e concretizou: “Por sua responsabilidade, destruiu um banco como o Banco Espírito Santo”.
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Escusam de esfregar os olhos para ver que aquilo que leram foi mesmo o que António Costa disse: não só foi, como não o desmentiu nem corrigiu (e recomendo que leiam o Fact Check que o Observador realizou logo nesse dia). Ou seja, num daqueles momentos raros em que deixou escapar o que realmente lhe vai no fundo do coração, o primeiro-ministro disse-nos que a destruição do BES não foi obra de Ricardo Salgado e da restante liderança do Grupo Espírito Santo, não decorreu de actos de gestão não apenas inconscientes como provavelmente criminosos e que estão por isso a ser alvo de investigação judicial. Não, nada disso: para António Costa foi Passos Coelho que destrui o BES. Como? Não explica. Mas o que sabemos é que Passos Coelho apenas teve uma intervenção decisiva nesse processo: momento em que disse não a Ricardo Salgado quando este lhe pediu para pressionar a Caixa Geral de Depósitos a fazer um empréstimo de milhares de milhões ao GES – um empréstimo como aquele que levou para o fundo a Portugal Telecom.
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Já o escrevi preto no branco e volto a repeti-lo: se Passos Coelho tivesse feito tudo mal nos seus quatro anos de governação, aquele “não” ao antigo “dono disto tudo” teria sido suficiente para eu lhe estar agradecido. [Moi ici: Já o escrevi várias vezes]"
É par isto que serve o banco público, alimentação das elites caducas, ou não se tratasse de socialismo. pic.twitter.com/u1Y1EfZEOE— Ricardo Oliveira (@rpOliveira) December 3, 2016
"“Most independent businesses are run by people – not by boards, not by stockholders, not by algorithms. And so you get a different kind of care and quality in their product because their work is a reflection of themselves. Instead of focusing on the next market they’re expanding into or the next round of funding they’re raising, they’re focusing on the details and being the best they can be.”
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“Independent business bring originality and variety in a world that’s becoming increasingly homogenized.”
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“Independent businesses are where innovation happens – it’s where things move forward.”
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“Independent businesses create and offer choice.”
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“Independent businesses feel like home.”
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“Independent businesses are where most interesting concepts and new ideas are generated.”
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“They’re the ones that are actually of, and not just in, a community.”
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“They’re authentic, they’re original, and they care.”
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“It’s where genuine, not-watered-down creativity lives.”
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“It’s important to support people who put their heart, soul, and last dollar into something they believe in.”
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“From an independent business you will receive the fruit of their passion. They share with you a little piece of their dream.”"
"A Tupperware Ibéria anunciou hoje um crescimento superior a 10% no volume de negócios em Portugal em 2015, pelo quinto ano consecutivo, tendo destacado que a Tupperware Portugal é "uma das empresas que mais cresceu nestes anos de crise".37 anos! Façam comigo as contas, 2016-37 dá 1979.
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A Tupperware possui uma fábrica em Montalvo, Constância, que emprega 400 trabalhadores e foi fundada há 37 anos."
"o aumento das vendas da Tupperware em Portugal, que registou um crescimento de vendas de 19% no ano passado face a 2012.E a sua empresa?
O bom resultado foi emulado no início deste ano com um aumento de 21% nas vendas face ao mês de Janeiro de 2013, anunciou a empresa esta quinta-feira."
"There is a litany of reasons why Amazon Business should keep industrial supply executives awake at night. Originally, Amazon Business targeted small and medium-sized companies, but it was met with unexpected enthusiasm by its large customers.
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Ryan, bullish, believes his 5,000-strong sales force is key to Grainger's success. Amazon won't be able to replicate that advantage anytime soon, he suggests. However, while the service offerings Grainger supplies with product orders set it apart, there's little to stop Amazon Business from developing these services alongside its product business. Or, they could simply run their margins thin enough to draw off Grainger's customers, who would only return to Grainger for the consultations they offer on energy efficiency, workplace safety, and the like.[Moi ici: Pensei logo na Dow e Xiameter mas aqui estamos no campeonato do retalho, não do fabrico]
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Just as with food distribution, Amazon can bring transformative disruption to an industry that has not significantly innovated in more than a generation. In the process, it would turn many established firms into commoditized merchants relying on Amazon for order fulfillment.
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No matter the value-add provided with a purchase, a screw is a screw and a drill press is a drill press. As long as the product quality doesn't suffer, industrial supply customers will gladly click a different button if it means cost reduction and convenience.
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The right play for an incumbent is not to double down through acquisitions or increasing its salesforce. Instead, incumbents should be looking to go on the offensive by creating an industry-wide marketplace in which competitors participate and become subordinate players to the platform owner. Anyone looking to adopt this strategy should start with the small potatoes and scoop them up into the network and farm loyalty from their customers. Once the demand scales up, bigger players on both sides will be drawn to the network, granting it sought-after critical mass and market power."
