terça-feira, setembro 09, 2014

Acerca do caminho para Mongo (parte V)

Parte I, parte II, parte III e parte IV.
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A pressão sobre as empresas e os indivíduos e o abaixamento das barreiras e a democratização da produção e comercialização, criam o caldo perfeito para o que se segue "Fragmentation: Staying niche, nimble, and small is the new goal for many". Por isso, é que durante as caminhadas de Agosto, enquanto lia o relatório pela primeira vez, não me cansava de brincar a dizer que estes tipos me tinham copiado o blogue:
"The erosion of barriers to forming and pursuing a business venture will lead to increasing fragmentation in certain parts of the economy.
...
As barriers fall, many small yet viable players will emerge, with increasing influence on the economy
...
This proliferation of individual and small business ventures addressing highly differentiated industry and consumer needs will drive significant fragmentation in certain parts of the business landscape. Fragmentation (within a domain) is defined by the following characteristics:
• Each player within the domain has a small, addressable market and is focused on a specific niche
• Collectively, players address a diverse spectrum of customer and market needs
• Both players and niches are proliferating within the domain
• No single player has enough market share to influence the direction of the domain
long term
• A relatively modest level of investment is sufficient to enter and sustain position
• “Diseconomies of scale” are in play—it is more challenging for large players to stay in business
...
Fragmentation is likely to be most pronounced in the design, development, and
production of new products and services for specific markets.
...
As consumer demand for uniqueness or other specialized attributes causes product
fragmentation, another type of fragmentation will occur in the retail space, as retailers cater to specific consumer preferences with a targeted set of niche products.
...
They will increasingly offer targeted experiences to niche customer segments
...
the number of small investors could grow with the emergence of a different type of angel investor—one who, now that it is easier for individual investors to connect with individual makers, artists, or entrepreneurs, values his or her connection to a specific product or mission more than tenfold returns.
...
Fragmentation will be a permanent feature of the business landscape
...
Today’s consumers expect offerings that exactly fit their needs and lifestyle requirements. The good news is that digital technologies allow niche products to reach consumers. The bad news is that, given the fragmentation of the consumer base, it is harder to get an offering adopted by the mass market, earn market share, and generate large returns. Indeed, the whole idea of the “mass market” may become less relevant as niche market proliferate. Revenue opportunities may be limited to capturing a relevant niche segment instead of an entire market.
...
Increased competition and disruption are shortening product life cycles, reducing the total return for each product.
...
a decrease in consumer loyalty. Consumers are increasingly willing to switch between brands to find products that best address their needs.
...
Niche players that scale will have difficulty retaining creative talent, given the
increasing ability of talent to pursue other ventures.
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As an organization scales, it often becomes focused on efficiency, tightly scripting processes and governance models and thus limiting workers’ autonomy and creativity.
...
fragmentation will be a sustained and even desirable outcome in the new business landscape."


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