"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
.
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.
...
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.
...
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.
.
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.
...
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.
...
People don’t hate progress, they just prefer inertia. This stops them from buying your product, even when it’s the logical choice.
...
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.
...
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.
...
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.
.
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.
.
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?"
...
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.
.
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?
...
"Blockchain can be used to create a trading platform that is secure, low-cost and fast,"
...
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
...
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:
...
the global economy is still integrating at a steady pace
...
Absent some truly cataclysmic shock—something akin to a world war or a depression—the best bet is that globalization will march on.”
...
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”.
.
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.
.
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.”
...
“Independent business bring originality and variety in a world that’s becoming increasingly homogenized.”
...
“Independent businesses are where innovation happens – it’s where things move forward.”
...
“Independent businesses create and offer choice.”
...
“Independent businesses feel like home.”
...
“Independent businesses are where most interesting concepts and new ideas are generated.”
...
“They’re the ones that are actually of, and not just in, a community.”
...
“They’re authentic, they’re original, and they care.”
...
“It’s where genuine, not-watered-down creativity lives.”
...
“It’s important to support people who put their heart, soul, and last dollar into something they believe in.”
...
“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.
...
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.
...
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]
...
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.
.
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.
...
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."
Needy, unprofitable customers are usually LOUD.— Justin Jackson (@mijustin) November 25, 2016
Professional, profitable customers are generally quiet.
Who should you pay attention to?
"Quando falamos de Região Norte falamos de uma média, que neste caso é a média de 86 municípios. As regiões do interior perderam população e têm de ter tratamentos discriminatórios pela positiva. Mas tem de ser escolhido onde esses tratamentos devem vigorar. Provavelmente, eles não devem tanto ser virados paras questões que têm a ver com a dinâmica do investimento empresarial, mas devem ter a ver com outras dinâmicas de investimento que é preciso promover para conseguir o verdadeiro ovo de Colombo, que é um casamento virtuoso entre a competitividade e a coesão."Este trecho sublinhado é espectacular! Também deve estar contra os EBITDA, essa ferramenta do capitalismo.
"The notions of both rationality and limited processing capacity are consistent with the rowing belief among decision researchers that preferences for options of any complexity or novelty are often constructed, not merely revealed, in making a decision. People often do not have well defined preferences; instead, they may construct them on the spot when needed, such as when they must make a choice. Thus, consumer preference formation may be more like architecture, building some defensible set of values, rather than like archaeology, uncovering values that are already there.Trechos retirados de "Constructive Consumer Choice Processes" de James R. Bettman, Mary Frances Luce, e John W. Payne, publicado por Journal of Consumer Research, Vol. 25, No. 3 (December 1998), pp. 187-217
.
The idea of constructive preferences denies that individuals simply refer to a master list of preferences in memory when making a choice and also asserts that preferences are not necessarily generated by applying some invariant algorithm such as a weighted adding model. Rather than one invariant approach to solving choice problems, consumers appear to utilize a wide variety of approaches, often developed on the spot. Consumers may also develop problem representations on the spot by structuring or restruchuing the available information. One important property of this constructive viewpoint is that preferences will often be highly context dependent. In addition. because decision approaches are developed on the fly, processing will be highly sensitive to the local problem structure. This implies that processing approaches may change as consumers learn more about problem structure during the course of making a decision.
.
Why are preferences constructive? One reason individuals may construct preferences is that they lack the cognitive resources to generate well-defined preferences for many situations. A second important reason is that consumers often bring multiple goals to a given decision problem. Preferences are not always constructed; people do have firm and stable preferences for some objects.
...
choice is contingent"
"The growth strategies introduced in this framework are defined as follows:
.
Differentiated strategy. A company pursues a differentiated strategy when it discovers and targets a population of underserved consumers with a new product or service offering that gets a job (or multiple jobs) done significantly better, but at a significantly higher price.
...
Dominant strategy. A company pursues a dominant strategy when it targets all consumers in a market with a new product or service offering that gets a job done significantly better and for significantly less money.
...
Disruptive strategy. A company pursues a disruptive strategy when it discovers and targets a population of overserved customers or nonconsumers with a new product or service offering that enables them to get a job done more cheaply, but not as well as competing solutions.
...
Discrete strategy. A company pursues a discrete strategy when it targets a population of “restricted” customers with a product that gets the job done worse, yet costs more. This strategy can work in situations where customers are legally, physically, emotionally, or otherwise restricted in how they can get a job done.
...
Sustaining strategy. A company pursues a sustaining strategy when it introduces a new product or service offering that gets the job done only slightly better and/or slightly cheaper."
"Um operário, qualquer operário, mais tarde, ou mais cedo acaba a fazer tarefas repetitivas. Desde que haja formação interna tudo se faz!"Já pensaram bem para que serve a cláusula 7.1.6 da ISO 9001:2015?
"At the heart of the transformation [Moi ici: É preciso ter cuidado com o que se entende por esta transformação. Esta aposta na formação, na competência e na polivalência seria louvável mas pouco contribuiria para o sucesso da empresa se esta não tivesse enveredado por desenvolver produtos novos com maior potencial valor acrescentado. Ver links deste postal] at Marlin is “the matrix,” a color-coded chart that hangs on the bulletin board just off the noisy factory floor. There’s a column for each of the company’s 32 employees (engineers, machine operators, office workers) and 125 rows listing all of the various tasks involved in operating the business (things like generating a cost estimate, performing a stress analysis, operating a fork lift, programming a laser). In each cell is a number from 0-4, signifying the proficiency each employee has achieved in that skill. The higher your total score, the higher your pay. And it’s all there for everyone to see."E ilustro com:
"It’s one of those stats that’s constantly thrown around at conferences: 80% of the companies that existed before 1980 are no longer around—and another 17% probably won’t be here in five years."A longevidade das empresas grandes está a diminuir.
"Small businesses are surviving longer than they have in decades. That may not be entirely good news.
.
A new report from the Ewing Marion Kauffman Foundation, a Kansas City, Mo., nonprofit, tracks the number, survival and density of small businesses (those with fewer than 50 employees) across the U.S. While small companies are making it past their fifth year at a near-record rate, business ownership and firm growth remain historically low, possible reflections of declining dynamism across the U.S. economy."
"An experience strategy is that collection of activities that an organization chooses to undertake to deliver a series of (positive, exceptional) interactions which, when taken together, constitute an (product or service) offering that is superior in some meaningful, hard-to-replicate way; that is unique, distinct & distinguishable from that available from a competitor.Trechos retirados de "What is an Experience Strategy?"
...
Delivering on an experience requires the coordinated effort of many parts of an organization. Whilst the experience vision or theme provides the guiding light for those efforts, the experience strategy takes that vision and articulates the specific areas of focus around which the organization will strive to differentiate itself in the market by crafting that experience in a particular way."
- Quando falas do que fazes falas com uma paixão!Conheci este empresário português em 2012 e logo lhe disse a frase que tinha aprendido dois anos antes num tweet de Osterwalder:
"a paixão numa empresa é inversamente proporcional à sua dimensão"Olha! Consegui recuperá-lo:
:-D RT @vpsingh: The level of passion is inversely related to the size of an organization— Alex Osterwalder (@AlexOsterwalder) November 19, 2010
"We usually think of strategy as a rational, analytic activity, with teams of MBA’s poring over spreadsheets. We often forget that strategy has to have a purpose and that purpose is almost always personal and emotive.O empresário que serve a indústria automóvel lida com uma estratégia de preço, pensa em eficiência, em regras, em planeamento.
...
And that matters. It determines what you can and can’t do.
...
Great businesses, in the final analysis, are built by passion."
"As soon as a smart product or business idea becomes popular, the urge to copy it and commoditize it is the strongest force economics can unleash. Jeff Bezos summed this up when he said “Your margin is my opportunity.”
.
The key to business and investing success isn’t finding an advantage. It’s having a sustainable advantage. Something that others either can’t or aren’t willing to copy once your idea is exposed and patents expire.
...
Finding something others can’t do is nearly impossible.
...
That leaves doing something others aren’t willing to do as the top source of sustainable competitive advantage.
.
Here are five big ones.
.
The ability to learn faster than your competition...
The ability to empathize with customers more than your competition...
The ability to communicate more effectively than your competition...
The willingness to fail more than your competition...
The willingness to wait longer than your competition"[Moi ici: E volto à Purdue e à paciência estratégica]
"Slotting allowances are paid by food manufacturers to retailers in order to get items onto shelves. The money is paid upfront and often varies with the number of stock keeping units (SKUs) introduced and the number of stores in which the products will be stocked. The term comes from the act of creating a space — i.e., a slot — for an item in a warehouse or on a store shelf. The origin story is that retailers at some point started demanding that vendors compensate them for the costs they incur in helping launch new products (which often fail). The reality is that the money involved is now significantly higher than the cost of rearranging products. In effect, retailers are selling off their real estate."A pergunta:
"If one believes that smaller firms are more likely to develop truly novel offerings, then one has to wonder whether paying to gain distribution keeps those new products off of shelves. Paying upfront money to the retailer doesn’t create value for the customer but does create a barrier to entry. This would be particularly true if overall demand for a category is not really growing. A new product then is largely just going to shift sales from Product 1 to Product 2. If Product 1 is made by a deep-pocketed multinational, then it can easily afford to launch a new product (say, 1A), outbid the maker of Product 2 for shelf space and protect its sales."Ao chegar aqui, recordei logo um dos meus heróis de 2010, a Purdue.
"No ano passado a rendibilidade dos capitais próprios das empresas portuguesas situou-se em 7,6%, mais do que duplicando o registado em 2014 (2,8%). Trata-se mesmo do melhor registo desde que este indicador atingiu 10,1% em 2010, ano anterior ao pedido de assistência financeira que Portugal solicitou aos parceiros europeus e ao FMI.Q.E.D.
...
O peso do capital próprio no activo fixou-se em 32,4% no ano passado, o que representa o nível de capitalização mais elevado desde pelo menos 2006.E uma melhoria substancial face aos anos anteriores (30,2% em 204 e 2013 e abaixo de 30% no ano anterior).
.
A autonomia financeira, medida através da relação entre o capital próprio e o activo, aumentou mais de 2 pontos percentuais para 32,4%. E o peso dos empréstimos sobre o total do activo baixou 1,5 pontos percentuais para 32,6%.
.
Este indicador atingiu o nível mais baixo desde 2007 e compara com o máximo de 36% fixado em 2012, o que mostra uma descida do endividamento das empresas portuguesas."
"After years of sales growth, major publishers reported a fall in their e-book sales for the first time this year, introducing new doubts about the potential of e-books in the publishing industry. A Penguin executive even admitted recently that the e-books hype may have driven unwise investment, with the company losing too much confidence in “the power of the word on the page.”
...
Even before the advent of digital technologies, critics have predicted the demise of existing media. After television was invented, many claimed radio would die. But radio ended up surviving by finding new uses; people started listening in cars, during train rides and on factory floors."
"1. “Retailtainment” will take off.
Watch out for the newest aspect of the in-store experience trend to start gaining popularity in Australia in 2017 – “retailtainment”. This is the fusion of retail and entertainment — making the in-store shopping experience enjoyable, entertaining, and encouraging shoppers to step away from online browsing at home and into the shops instead. [Moi ici: Recordar da passada segunda-feira o tema da falha na experiência]
...
2. Personalisation will become increasingly important.
According to an Accenture Interactive study, 56% of consumers are more likely to shop with a retailer that recognises them by name. [Moi ici: Ainda ontem na loja da Springfield no 8ª Avenida em São João da Madeira fui surpreendido por duas pessoas que sabem como receber um cliente, mesmo não sabendo o seu nome. Faz toda a diferença]
...
3. Smaller shops are in, larger shops are out.
When it comes to store size, less will be more in 2017.
...
4. Specialty stores will be more popular than department stores.
Specialty stores that focus on categories such as beauty products, like Mecca Cosmetics, will have an advantage in 2017 as consumers focus on curated selections.
...
5. Retailers that promote product quality and sustainability will flourish.
Customers today want to know more about the goods they’re purchasing – where they’ve come from and how they’ve been sourced and produced. The proliferation of transparent, sustainably conscious companies has initiated a radical shift in the retail industry — one we can expect to gain greater traction in 2017. Shoppers are gravitating toward retailers that reveal the inner workings of their operations."
"Numa análise aos dados estatísticos, reunidos durante os 10 anos do relatório, “conclui-se que a produtividade aparente do trabalho era na Região do Norte a quarta maior em Portugal em 2015 e cresceu 6,5% entre 2008-2015, acima da média nacional”.Foi isto que intuí ao longo de 2006 e 2007 e que cristalizei naquele postal esperançado de Março de 2008, apesar de adivinhar a borrasca que viria, não era tolo, sentia que seria conjuntural.
.
“O setor das indústrias transformadoras destaca-se claramente com um contributo relativo de 7,3%. Sem este contributo, a produtividade total das empresas da região do Norte teria tido um decréscimo em vez dos +6,5% verificados”, indica o relatório.
.
Já no chamado período de recuperação económica, entre 2012 e 2015, a produtividade na região “cresceu 8,0%, bem acima da média nacional (5,2%) e da NUTS II de Lisboa (1,8%)”, acrescenta a CCDR-N.
.
Comparando indicadores estatísticos, nos 10 anos em causa o Norte perdeu pouco mais de 1.300 empresas (uma diminuição de 0,3% entre 2008 e 2015), o que compara com as mais de 100 mil (8,3%) que se extinguiram a nível nacional no mesmo período.
.
Já em termos de pessoal ao serviço, entre 2008 e 2015 o Norte registou uma redução de 80 mil trabalhadores, uma taxa de variação de -6,3%, a menor quando comparada com outras regiões e mesmo a nível nacional.
.
No período de recuperação económica, a variação acumulada de pessoal ao serviço nas PME foi de 72.524 em Portugal e de 55.891 no Norte, de onde se conclui que “a Região do Norte contribuiu com 77,1% para esse acréscimo nacional”, indica o relatório que junta 10 anos de indicadores económicos."
"Testemunha em primeira mão e participante orgulhoso da "luta" das PME industriais portuguesas, para descobrir a alternativa à invasão chinesa durante primeira década do século XXI, e da luta das empresas do mercado interno em colapso, com a chegada da troika."
"As Peter Drucker pointed out, the customer rarely buys what the business thinks it sells him. Sometimes the type of customer will define the job they need done. Sometimes the job itself is the only driving factor. It’s often hard to spot the difference.
...
Jobs-to-be-Done gives you a much better lens to think about your true competitors. It gives you the situational context that triggers people to use products.
...
When you’re blinded by thinking your competitors only exist in the exact same tool category you’re in, disruption or destruction will come from oblique angles.
...
So when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job.
...
The point is, customers don’t experience your product in a vacuum. They experience it alongside every other product, service, and idea fighting for their attention."
"o sumo de 10 entrevistas a quem mudou, porque tinha uma "luta" interior, é mais precioso que mil inquéritos"Depois, ao ler mais un capítulo de "Business Strategies and Competitiveness in Times of Crisis - A Survey on Italian SMEs" de Laura Gavinelli todo baseado nas respostas que 20% dos visados deram a um inquérito com respostas incluídas numa escala de Likert recordei-me da tal frase.
"As a statistician I am particularly worried about the rhetorical power of anecdotes (even though I use them in my own reasoning; see discussion below). But much can be learned from a true anecdote. The rough edges—the places where the anecdote doesn’t fit your thesis—these are where you learn."Interessante! O quanto confiamos em inquéritos quando precisamos deles e, o quanto desconfiamos deles quando os vemos utilizados por outros.
"Disruptors should know better than anyone that we are all vulnerable to being disrupted ourselves, and often faster than we imagine possible. Everybody needs an Act II and maybe Act III and beyond.
...
often we need to be moving on to Plan B while Plan A is still in full hyper-growth swing. By the time another disruptor actually arrives at the door of our dream house, if we haven’t already have moved on to conquer new territory we will be trapped.
...
the time to formulate, and even launch, Plan B is before we need it. If we wait until growth slows or stagnation sets in or the future is beating down the doors, we’re in danger of being left behind. It’s while the First Act is in full swing, well before the curtain falls that Act II needs to be donning its costumes and lining up the props."
"It’s easier to make things people want, than it is to make people want things. The challenge for any company is to understand what products are currently serving those needs, and improve upon that.
...
products don’t match people; they match problems.
.
We learned early the outcome a person wants is much more important than the person themselves.
...
By focusing on the job and the context of customers, you can develop and market products well-tailored to what customers are already trying to do.
...
Some products are better defined by the job they do than the customers they serve.
...
when you’re thinking about competitors, it’s best to ignore product categories and instead ask yourself who else is fighting for that same job."
"We always think about the cost of an item before we buy it, but we don't buy it because of what it costs.Se a sua empresa não tem uma equipa comercial preparada para contar estórias de paixão, de magia, estórias épicas... fica prisioneira dos muggles e das suas folhas de excel.
.
If you find yourself acting like you sell a commodity, saying, "this is category X and the price is Y" then you've ceased doing any sort of marketing. You're a commodity provider by choice, which is fine as long as you're okay with competing in a race to the bottom.
.
The alternative is to do the difficult and risky work of earning attention, earning a reputation and mostly telling a story that takes your product or service out of the commodity category and into a space defined by connection, meaning and possibility instead.
.
Low price is the refuge for the marketer who doesn't have anything more meaningful to offer."
"Duas pessoas terão morrido esta tarde na sequência da derrocada de parte de um prédio na Rua Alexandre Herculano, em Lisboa, segundo a Autoridade para as Condições de Trabalho (ACT). As vítimas serão os trabalhadores da construção civil que trabalhavam no edifício."Imagino que estes trabalhadores falecidos tinham famílias que agora sofrem...
B2B2C ou B2B2B2CApostar em:
M2CNão esquecer os números: 10 para 30 para 90.
"A recent trend in retail is making waves in the industry. Manufacturer to consumer retail (M2C) is helping new brands enter a competitive space and consumers are adopting it faster than could have been imagined. M2C companies espouse high-quality products at lower prices because they make direct relationships with manufacturers rather than working through the traditional importer to brand to buyer relationships. With the rise of mobile tech for retail, companies in the M2C space are leveraging technology to increase their reach.O retalho tradicional de tão concentrado no corte dos custos, descurando a experiência, coloca-se no campo mais fácil para ser trocado pelo e-commerce.
...
most M2C companies tailor their products and shopping experiences to women and moms. "In our experience, Mom's have been an incredibly engaged consumer group. By creating social communities for sharing, focusing on the right product mix, and creating intentional customer service initiatives, we've had success connecting with mom's in the M2C space."
.
If you search manufacturer to consumer brands online, you will find that a majority of them serve a female audience. As these trends make it easier for manufacturer to consumer brands to enter the market, it is important to remember that innovation and solving a need in the market are what drive the success of fledgling companies. M2C companies are well positioned to take increasing percentages of market share from traditional brick and mortar retailers."
"The dream, says Cuka, is that consumers at the grocery store will someday be able to scan a QR code on a tuna can and see the photos of the fish at the moment of capture.Por que não pensar em algo similar para as castanhas, ou para as maçãs, ou para as alfaces ou para a manteiga de amêndoa.
Today, when a Marbelize boat hauls in a catch, the captain stands on deck with a computer tablet in hand taking photos that show the species, the dimensions of individual fish, and the abundance of the catch. The photos record the geolocation of the fishing boat, proving the catch was in legal waters. "We can see all of this in real time long before the boat comes in," says Cuka. Formerly hidden operating inefficiencies, he adds, are now becoming obvious."
"we’re going through a big shift in strategy from strategies of terrain to strategies of trajectory. ... I made the case that strategies of terrain are increasingly dangerous in times of accelerating change, but I left you hanging in terms of what strategies of trajectory might look like.Como não recordar o começar pelo fim.
.
Most strategies (strategies of terrain) tend to look from the present out to the future. Strategies of trajectory start with a view of the future and work back to the implications for action in the present.
.
Here’s the paradox: strategies of trajectory become more and more essential in times of rapid change and uncertainty, while at the same time becoming more and more difficult. But that’s exactly what makes strategies of trajectory so valuable. Most of us tend to fall back into our comfort zone and just focus on the present, leaving us vulnerable to the changes just ahead. Only a few will venture beyond their comfort zone. Those few who craft strategies to focus action today based on an anticipated future that’s quite different from today will be in the best position to reap the rewards of a rapidly changing environment."
"A good outcome means we made the right decisions, right? Not so quick. If we were wise we would not judge performance in any field by results (outcome bias).Cuidado com as políticas fragilistas.
.
Taleb argues that we should judge people by the costs of the alternative, that is if history played out in another way. These “substitute courses of events are called alternative histories.”
...
One can illustrate the strange concept of alternative histories as follows. Imagine an eccentric (and bored) tycoon offering you $ 10 million to play Russian roulette, i.e., to put a revolver containing one bullet in the six available chambers to your head and pull the trigger. Each realization would count as one history, for a total of six possible histories of equal probabilities. Five out of these six histories would lead to enrichment; one would lead to a statistic, that is, an obituary with an embarrassing (but certainly original) cause of death. The problem is that only one of the histories is observed in reality; and the winner of $ 10 million would elicit the admiration and praise of some fatuous journalist (the very same ones who unconditionally admire the Forbes 500 billionaires).
...
Consider the possibility that the Russian roulette winner would be used as a role model by his family, friends, and neighbors.
.
While the remaining five histories are not observable, the wise and thoughtful person could easily make a guess as to their attributes. It requires some thoughtfulness and personal courage. In addition, in time, if the roulette-betting fool keeps playing the game, the bad histories will tend to catch up with him."
"As empresas portuguesas a atuar nos setores de atividade da eletricidade, água e saúde são as mais rentáveis a nível nacional, segundo um relatório divulgado esta quinta-feira pelo Banco de Portugal. Já as empresas de alojamento e restauração são as que apresentam menores índices de rendibilidade."Depois, ao fim do dia li "Business Strategies and Competitiveness in Times of Crisis - A Survey on Italian SMEs" de Laura Gavinelli onde encontrei:
"The two most productive sectors are supply of electricity, gas, steam, and air conditioning, and extractives (mining and quarrying). The least productive sectors are other service activities, accommodation, and catering."
"There is only one thing that will allow you to successfully compete against lower prices. That one thing is the perception of greater value.A sua empresa consegue diferenciar a sua oferta?
...
The impediment to higher prices is the perception of value. The question is what do you do to justify the higher price that your prospects perceive as something worth paying more to obtain?
...
When the perception of greater value exists, it isn’t difficult to command a higher price. There are two cases when selling a higher price is difficult.
...
When you can’t differentiate why your dream client should pay more, they are right not to pay more.
...
some of your prospects won’t perceive what you do that is different or how it makes a difference as having greater value worth paying more to obtain."
"Competitiveness is closely linked to knowledge of the external environment and of the mechanisms that lead to some imperfections in the market. In efficient markets, which are characterized by perfect competition, the homogeneous distribution of resources and information would not allow any real competitive advantage. On the contrary, the edge of a firm over its rivals emerges when the market is imperfect. To achieve a competitive advantage, a firm must have firm knowledge of its own skills and resources, the environment and the industry in which it operates, and the internal and external sources of competitive advantage. To maintain a competitive edge, a firm must implement mechanisms of isolation (barriers), ensure that resources are not imitable, and develop dynamic capabilities.O que é que a sua empresa faz para, deliberadamente, criar imperfeições no mercado a seu favor? Não estará na altura de nos contactar? Talvez possamos ajudá-la a fazer batota, a criar diferenciação que alavanca uma imperfeição que pode funcionar como vantagem competitiva.
Although the probability that a firm will succeed is related to business strategy, there is no magical “right strategy.”[Moi ici: E as estratégias são sempre transientes. O mundo muda e aquilo que funcionava antes deixa de funcionar depois] Different strategies are developed in response to different goals, firms, and competitive contexts."
"The Intellectual Yet Idiot is a production of modernity hence has been accelerating since the mid twentieth century, to reach its local supremum today, along with the broad category of people without skin-in-the-game who have been invading many walks of life. Why? Simply, in most countries, the government’s role is between five and ten times what it was a century ago (expressed in percentage of GDP). The IYI seems ubiquitous in our lives but is still a small minority and is rarely seen outside specialized outlets, think tanks, the media, and universities — most people have proper jobs and there are not many openings for the IYI.Trechos retirados de "The Intellectual Yet Idiot"
...
The IYI pathologizes others for doing things he doesn’t understand without ever realizing it is his understanding that may be limited. He thinks people should act according to their best interests and he knows their interests, particularly if they are “red necks” or English non-crisp-vowel class who voted for Brexit. When plebeians do something that makes sense to them, but not to him, the IYI uses the term “uneducated”. What we generally call participation in the political process, he calls by two distinct designations: “democracy” when it fits the IYI, and “populism” when the plebeians dare voting in a way that contradicts his preferences.
...
The IYI has been wrong, historically, on Stalinism, Maoism, GMOs, Iraq, Libya, Syria, lobotomies, urban planning, low carbohydrate diets, gym machines, behaviorism, transfats, freudianism, portfolio theory, linear regression, Gaussianism, Salafism, dynamic stochastic equilibrium modeling, housing projects, selfish gene, election forecasting models, Bernie Madoff (pre-blowup) and p-values. But he is convinced that his current position is right."
