"Your intentions, while important, are not what produces results. The actions you take are what produce results. In fact, taking action without intellectualizing what you are doing will produce better results than getting these the other way around."Lembrei-me logo dos que fuçam e de Daniel Bessa:
Há 30 anos que não se semeava tão pouca área de cereal. 130 mil ha contra 1 milhão em 1980. Esta é a ausência de visão que nos ataca.— ascenso luís simões (@AscensoSimoes) March 11, 2017
@AscensoSimoes ñ somos competitivos no cereal, há muito e barato. Veja o lado positivo: azeite; frutos secos; regadio; ...— Carlos P da Cruz (@ccz1) March 11, 2017
"Até parece que faz sentido no campo agrícola produzir para substituir importações... por que havemos de destruir os nossos pobres solos a produzir mais cereais e oleaginosas, que podem ser comprados a preços sempre mais baixos no mercado internacional, e não devemos antes produzir mais daquilo em que somos bons ou podemos fazer a diferença?"Recordar "Não é a caridade".
"the town of 7,000 is home to the greatest concentration of world-class watchmakers outside of Switzerland - with a business that’s growing even as Swiss producers retrench.Interessante como isto anda tudo relacionado. Voltando a "aumentar preços unitários ou reduzir custos unitários" ou lucro vs quota de mercado. Quando se opta por quota de mercado entra-se numa espiral perigosa, um atractor para o comportamento de manada. E quando se tropeça... parece que não se consegue voltar atrás com o abastardamento. Não é impunemente que se fazem estas asneiras.
.
Glashuette produced more than 32,000 watches last year, with a total value of at least 500 million euros, according to analyst estimates. These aren’t Swatches: The town’s 10 watchmakers tend toward the high end, and the priciest local producer, A. Lange & Soehne, has built a reputation that rivals those of giants such as Patek Philippe and Audemars Piguet. Some of its watches top 1.9 million euros ($2.1 million), and its average price is roughly 50,000 euros.
.
“Our customers like that not everyone knows what they have around their wrist," says Wilhelm Schmid, chief executive officer of A. Lange & Soehne. "We’re a very well-kept secret, almost like stealth wealth.”
.
The German industry, though far smaller than Switzerland’s, is less dependent on sales to China, where the watch business has been hammered by an anti-corruption drive."
"«Acho que as pessoas associam muito a marca à qualidade. [Moi ici: Marca associada a qualidade] Nós temos as nossas unicamente nos Açores, que tem águas límpidas e onde passa a rota do peixe», [Moi ici: Associar qualidade às águas límpidas dos Açores e à rota do peixe pela região] começa por explicar Maria João Oliveira, adjunta da administração do Mercado Externo. E é a qualidade que tem permitido o caminho que tem sido feito nos últimos anos pelo setor em geral: «Devido a alguns condicionantes da natureza não temos toda a quantidade necessária para a produção total e, por isso, temos que ir buscar fora alguma da matéria-prima." [Moi ici: Lá se vai a qualidade por causa das águas límpidas, lá se vai o nome Açores, lá se vai a rota do peixe]Se a qualidade é assim tanta e se a quantidade é uma restrição:
" «Neste momento, queremos começar a sonhar um pouco mais alto. Queremos começar a entrar nas grandes cadeias de distribuição pela Europa. Quer dizer que temos obviamente de ser dos melhores. Para chegar aos maiores canais de distribuição, temos de estar equiparados às grandes fábricas europeias e restantes concorrentes mundiais. Mas o sonho é esse: chegar à primeira liga das conservas a nível mundial e temos estado a trabalhar para isso», sublinha Maria João Oliveira."Por que não seguir outra via?
"A verdade é que um dos trunfos é ter «um selo de qualidade e segurança», a que se vem somar o facto de existir muita preocupação na forma como é pescado o atum: «A pesca que fazemos nos Açores é uma garantia de sustentabilidade. Pescamos à cana, ou seja, o atum é pescado um a um»"[Moi ici: E os comprados fora?]Isto é só um exercício feito por um outsider anónimo. A empresa tem muito mais informação e um ADN que não lhe permite tomar certas decisões e facilita outras. Minkowski rules!
"Jerónimo de Sousa criticou, este domingo, "a política de obsessão pelo défice", considerando que é a "dívida insustentável que impede o investimento, consome recursos e riquezas nacionais"."O que é a dívida? Défices anteriores acumulados.
"Albert Camus famously said that our lives are the sum of the choices we make. [Moi ici: O espaço de Minkowski] The same holds true for organizations. Executives and their teams are charged with making momentous decisions that will shape the destiny of their organizations and impact, in some cases, thousands or even millions of people.Como isto é difícil de fazer pela primeira vez. Daí muitas empresas só o fazerem quando estão encostadas à parede e desesperadas.
.
Effective decision-making is, however, fraught with difficulties. The world is constantly changing and the future is uncertain. We will never have perfect information, and we are prone to all manner of biases that can trip us up. But one crucial requirement of decisiveness is frequently overlooked: deciding what not to do.
...
A decision is a choice between alternatives in service of a desired outcome. The reality of limited resources makes this a zero-sum game: every additional thing we do subtracts attention and energy from everything else we do. Choosing a series of actions without any subtraction is just “piling it on,” which, eventually, will stifle an organization, blurring its focus and sapping its resources.
.
A choice is not a choice until we decide what we will give up. We must subtract first, then multiply.
...
By deciding not to plant plums, he became one of the most successful farmers in the valley. His success was driven not by expertise in farming, but by skill in decision-making.
.
Deciding what not to do takes courage, particularly in business where it often means turning away from the apparent safety of the herd, and Evans had it in spades.
...
Complexity causes confusion. Confusion creates inconsistency. Inconsistency creates failure.
.
These same rules apply to all organizations, large and small."
"Need for efficiency/effectiveness as aspects of strategy. The need for efficiency or effectiveness follows closely the previous discussion of type of strategy. The two are highly correlated, but the efficiency/effectiveness issue is well kown and important and, accordingly, deserves separate mention.Recordar "When it comes to strategy, however, efficiency and productivity are very different."
.
Strategies may focus on efficiency or effectiveness in a quest to gain competitive advantage. The greater the need for efficiency, the greater usually is the reliance on centralization of structure and the cost controls inherent in it. The greater the need for effectiveness, the more likely it is that an organization will opt for a decentralized structure.
.
Cost-leadership strategies obviously need and rely on cost efficiencies, explaining again why centralized functional structures are critical for strategy execution and organizational success. When strategy focuses on effectiveness in serving different customers or geographical regions with a variety of products and services, emphasis will logically be on decentralization, with different divisional-type structures based on customer, geography, or product line."
"“You move from a product focus (“what do I offer?”) to a benefit focus (“why should the customer care?”) and ultimately to a value focus (“how much is it worth?”).Trecho retirado de Stephan M. Liozu em "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value"
.
I usually spend quite a bit of time on this. When I coach a team, I take their own materials and go through their own spec sheets to translate features into benefits. Let’s say you have half a dozen differentiators. These are your value drivers. You need to name each value driver and then create a logic or a formula to express that value in dollars and cents.”"
"Quando responsáveis de órgãos de vigilância democrática são sujeitos a barragens de insultos e pseudoinvestigações, se quisermos ser conspirativos e suspeitosos, podemos perguntar, com a cara marota da reportagem da SIC: será coincidência?"Trecho retirado de "Assaltos e disparates"
"Value is relative and not an absolute. Unless you have radical disruptive innovation and no reference value, what matters when you sell to your customers is not how much value you deliver, but how much more value do you bring versus the competition. This differential represents your true value, your differentiated value, which becomes the basis for your pricing strategy and price setting. Value is always a number in B2B. You need a rational story about how much value you bring to the customer and the relevant stakeholders, and that rational story must include dollars. Saying you have 20 percent more reliability than competitors is a nice benefit, but that benefit closes sales only when you express it in terms of cost savings, revenue potential, or an emotional benefit, as shown in the value triad in figure 6.1
The language in figure 6.1 is plain and straightforward. You are reducing costs or providing savings. On the cost-reduction side, perhaps your product offers lower weight or greater efficiency. Perhaps the benefit you provide helps the customer grow their revenue, potentially by charging higher prices. You can also provide a benefit through an emotional contribution: reassurance, confidence, lower risk, better relationships."Trechos retirados de Stephan M. Liozu. em "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value"
"Hugo Boss ultrapassa “ano difícil” com roupa mais barata e vendas online" https://t.co/3GJbvdBGA4 #blogs #feedly @ccz1 algum comentário?— Helder Nascimento (@hnascim) March 9, 2017
"How good is your company at problem solving? Probably quite good, if your managers are like those at the companies I’ve studied. What they struggle with, it turns out, is not solving problems but figuring out what the problems are. In surveys of 106 C-suite executives who represented 91 private and public-sector companies in 17 countries, I found that a full 85% strongly agreed or agreed that their organizations were bad at problem diagnosis, and 87% strongly agreed or agreed that this flaw carried significant costs. Fewer than one in 10 said they were unaffected by the issue. The pattern is clear: Spurred by a penchant for action, managers tend to switch quickly into solution mode without checking whether they really understand the problem."Nem de propósito, a minha reacção inicial ao desafio foi:
Não é impunemente que uma marca que quer ser associada ao luxo faz estas jogadas...@hnascim espero comentar no blog. Com a redução de preço evitaram enfrentar a pergunta q importa: pq foi um ano mau?— Carlos P da Cruz (@ccz1) March 10, 2017
"Don’t touch the pricing dial before you understand your customers and their needs."
"Quanto ao setor da cristalaria, as exportações nacionais cresceram 12,3% e alcançaram também o seu máximo histórico"Notável!
"Strategic clients require more from you than other clients. All clients are important, but your strategic clients have a different set of needs. They need you to be more engaged, and they need you to deliver greater outcomes than you would for a client that doesn’t have their same needs.Ao ler isto, fiz logo a ponte para o texto que reli recentemente "The Big Lie of Strategic Planning" e para o tal postal desta semana "Too Big To Care":
...
Your strategic clients require more communication. Because your relationship is deeper, they need to you to be aware of what they’re doing, and they need to know what you are doing. This isn’t just a good idea, it’s critical.
.
You have to communicate with your strategic clients so that you understand their strategy."(Fonte 1)
"Companies in many industries prefer a small slice of a huge market to a large slice of a small one. The thinking is, of course, that the former promises unlimited growth potential. And there’s a certain amount of truth to that. But all too often, the size of the opportunity encourages sloppy strategy making. Why choose where to play or how to win when there’s a huge market to conquer? Anybody is a potential customer, so just go out and sell stuff.
.
But when anyone could be a customer, it is impossible to figure out whom to target and what those people actually want. The results tend to be an offering that is not captivating to anybody and a sales force that doesn’t know where to spend its time. This is when crisp strategy making and clear thinking about opportunities are most important."[Moi ici: Se todos são clientes então nenhum é estratégico]
"In a world without middle men, things get more efficient in unexpected ways. A 1% transaction fee may not seem like much, but down a 15-step supply chain, it adds up. These kinds of little frictions add just enough drag on the global economy that we’re forced to stick with short supply chains and deals done by the container load, because it’s simply too inefficient to have more links in the supply chain and to work with smaller transactions. The decentralization that blockchain provides would change that, which could have huge possible impacts for economies in the developing world. Any transformation which helps small businesses compete with giants will have major global effects.Trecho retirado de "The Promise of Blockchain Is a World Without Middlemen"
.
Blockchains support the formation of more complex value networks than can otherwise be supported. Normally, transaction costs and other sources of friction associated with having more vendors keeps the number of partners in a value network small. But if locating and locking in partners becomes easier, more comprehensive value networks can become profitable, even for quite small transactions."
"Miguel Albuquerque, presidente do Governo da Madeira, caracterizou hoje como “falta de educação” e “deselegância” a postura do Ministério do Planeamento e das Infraestruturas de por em causa a competência da região para alterar o nome do aeroporto da ilha para Aeroporto CR7, em homenagem ao jogador natural de lá.Mais um sintoma da paródia deste país em que Lesboa tudo quer controlar.
.
“O aeroporto é propriedade da Região Autónoma da Madeira. Foi deliberado, e bem, pelo Governo da Região autónoma da Madeira (RAM) homenagear um grande madeirense, um grande atleta e o capitão da Seleção Nacional”, disse o governante na cerimónia comemorativa do 104º aniversário do Corpo da Polícia Florestal do arquipélago, acrescentando que “acho isso uma falta de educação e uma deselegância colocar isso em causa”, segundo os meios de comunicação.
.
Miguel Albuquerque salienta que “nós pagamos o aeroporto. O aeroporto é propriedade da Região Autónoma da Madeira e eu vou pedir autorização a quem?”, no seguimento de estarem a ser postas em causa as competências do governo regional nesta matéria.
.
O Público noticiou hoje que o Ministério do Planeamento e das Infraestruturas “levantou dúvidas sobre a legitimidade do governo madeirense para atribuir o nome do futebolista” ao aeroporto da ilha adiantando que o responsável desse ministério, Pedro Marques, pediu parecer à Aeroportos de Portugal sobre o assunto."
"that strategy is primarily about revenue rather than cost"E a diferença entre Muggles e gente apaixonada:
"There’s a simple reason why revenue planning doesn’t have the same desired result as cost planning. For costs, the company makes the decisions. But for revenue, customers are in charge...Quando se quer acelerar a velocidade de crescimento é fácil cair na armadilha que Seth identificou na parte I.
the predictability of costs is fundamentally different from the predictability of revenue. Planning can’t and won’t make revenue magically appear, and the effort you spend creating revenue plans is a distraction from the strategist’s much harder job: finding ways to acquire and keep customers."
"Inspired by the worldwide success of wine tourism over the past decade, and partly as a way of adding value to “what there is”, Jaén’s regional government has begun promoting “oleoturismo” — olive oil tourism. Its Oleo Tour initiative brings together almazaras (olive mills) that can be visited, specialist shops, farms where guests can stay, spas with olive-based treatments, tour-operators offering 4x4 safaris among the plantations, and fine modern restaurants — most notably Canela en Rama in Linares — that show off the qualities of local extra virgin olive oil in their menus. There’s a website with a searchable map showing all the olive-related attractions, even down to the location of particularly ancient and important individual trees (one, close to the village of La Iruela, is more than 350 years old and has a trunk more than 10 metres in circumference).Xixa!
...
Later, over lunch at Casa Antonio, Jaén’s best restaurant, there was a great deal more oil to be poured. Results had come in that morning from the annual Jaén Selección contest, when the year’s best extra virgin oils are chosen amid Oscars-style excitement. Chef Pedro Sánchez brought eight white saucers for me to taste and sniff the winning oils, helping me identify their complex aromas of freshly cut grass, aromatic herbs, almond, artichoke and fig leaves, and the kick of piquant spice at the back of the throat — a valued characteristic of Jaén’s finest olive oils."
