Maria Rosa Borges, Full Professor at ISEG Today, 00:14 There seems to be a lot of illiteracy among small business owners when it comes to management principles and taking advantage of business opportunities, which has high costs for the economy. The summer vacations are a necessary and well-deserved break for all of us, allowing us to recharge our batteries for a new working year. But even so, life goes on, observation of reality remains and reflections emerge. My vacation this year was spent on the beautiful Alentejo coast and the days went by with little "surprises", of which I'll tell you just three. The first came when, walking down a small street in the village, I noticed two stores selling various things, next to each other, one closed and the other open. I went into the open store and asked the person at the counter if he knew the opening hours of the closed store. The answer was given very promptly: "I don't know, it opens whenever it wants, no opening hours". A little further on, I went to the only supermarket I could find to buy the goods I needed and almost ran into a closed store. It closes from 1pm to 3pm. I continue through the town, it's not much of a day, and a meal in a local restaurant seems like a good time to enjoy these days of rest. Then comes the third "surprise": I come across several restaurants, all of which are closed on Mondays. Apart from the slight inconvenience I felt this morning, which didn't affect my summer vacation in a village on the Alentejo coast, several thoughts crossed my mind. A store that opens whenever it feels like it doesn't seem to share a good business and management model, restaurants all closing on the same day of the week doesn't seem to be a very well thought-out management decision either. Couldn't the owners get their act together and close for their weekly break on different days, or should they stay open every day of the week and recruit more workers, knowing that the business is seasonal and summer is a time to make additional income? A supermarket with a geographical monopoly does not maximize consumer welfare. It has the luxury of closing for two hours for lunch, and charging prices far above the markets we are used to in our usual homes. Shouldn't we expect potential entrants (other companies) to establish themselves in this market, take advantage of the existence of profits, which economic theory calls abnormal profits, making the market more competitive, having a positive effect on prices and welfare levels? I continued in my thoughts and, unscientifically and without any empirical study based on a sample of adequate size, I generalized this behaviour to the country. There seems to be an excessive illiteracy among small business owners when it comes to management principles and taking advantage of business opportunities and, in a country where small and medium-sized companies represent the overwhelming majority of the business fabric, the multiplication of this behavior by companies has high costs for the economy, most likely limiting the country from growing significantly, as we all wish. Episodes like these, which are more common than desirable, provide plausible arguments for the country's modest growth. Management training for small and medium-sized entrepreneurs is a necessity for the Portuguese economy. This week, the author writes the column "Pensar a Economia" (Thinking the Economy), in partnership with JE | Ordem dos Economistas. Maria Rosa Borges, Full Professor at ISEG Today, 00:14 Maria Rosa Borges, Full Professor at ISEG

The Aerospace Engineering courses at the Universities of Porto and Minho, respectively, have the highest entry averages in the National Competition for Access to Higher Education in 2024/2025. The results were released this Sunday, August 25, by the Ministry of Education, Science and Innovation and you can consult them on JE. Aerospace Engineering is the course with the highest score in the first phase of the 2024 National Access Competition, the results of which were released at the first minute of this Sunday, August 25, by the Ministry of Education, Science and Innovation. You can consult the list of places, grades and unfilled vacancies course by course and institution by institution here: cna2024_1f_resultados The Aerospace Engineering degree, created this year at the Faculty of Engineering of the University of Porto, has filled all 30 places, with the last student entering with a miraculous 19.45 marks. The new degree is financed by funds from the Next Generation EU program of the Recovery and Resilience Plan (PRR), through the U.Porto Multidisciplinary Training Program - Impulso Jovens STEAM & Impulso Adultos. The same Aerospace Engineering, but this time taught at the University of Minho, which topped the podium last year, comes second in the table, with 19.14 points. Mathematics Applied to Economics and Management catapults the centenary ISEG into third place with 18.90 points, in what is probably the most surprising rise in the podium. This year's competition also has a new "tenant" in fourth place compared to last year: Artificial Intelligence and Data Science. The course at the Faculty of Sciences of the University of Porto filled all 60 places, with the last entrant scoring 18.75 marks. In fifth place is Aerospace Engineering, from the Instituto Superior Técnico, a pioneering course and for many years the only course in Portugal in this area of knowledge. The last entry grade was 18.73. The remaining five places in the top 10 are more diverse. In sixth place we find Industrial Engineering and Management, also taught at the Faculty of Engineering of the University of Porto, with the last student placed with an average of 18.63. This is followed by another course at the University of Porto: Architecture, with an average of 18.60. In eighth place comes the first course in Medicine, best by two - both at the University of Porto. In the course at the Abel Salazar Institute of Biomedical Sciences, the last-placed student scored 18.55, and in the Faculty of Medicine, the score was 18.48. The tenth highest mark belongs to a student on another Aerospace Engineering course, this time at the University of Aveiro: 18.38. The first Arts course with the highest average is Languages and International Relations, with 18.18. In the 1st phase of the National Access Competition for the 2024-2025 academic year in public higher education, 49,963 new students were placed. According to the data released by the Ministry of Education, Science and Innovation, 56.1% of the students were placed in their first choice of application and 87.8% in one of their first three choices. Almerinda Romeira

Carolina Afonso, ISEG University Professor Today, 00:08 Greenwashing distorts the market, because companies that invest genuinely in sustainability compete unfairly with those that only simulate this commitment. The concept of sustainability is increasingly central to the strategies of many brands in the retail sector. However, while some companies actually adopt genuine sustainable practices, others fall prey to the temptation of greenwashing. This term refers to misleading claims in terms of sustainability, often made to capitalize opportunistically on the topic. The problem with greenwashing is twofold: on the one hand, it deceives consumers, and on the other, it prevents the genuine adoption of sustainable practices. It also distorts the market, since companies that genuinely invest in sustainability end up competing unfairly with those that only simulate this commitment. For retailers wishing to avoid the pitfalls of greenwashing, transparency and integrity are key. Here are some guidelines to keep in mind: Transparency: Brands must provide clear and detailed information about the sustainability of their products. This includes not only the positive aspects, but also the challenges and areas where the company is still improving. Credible certifications: Using internationally recognized certifications such as Fair Trade, Global Organic Textile Standard (GOTS) and Cradle to Cradle gives credibility to certified brands. Clear communication: Avoid vague terms such as eco-friendly or "green" without a concrete explanation of what this means in practice. Claims should be specific, such as "made with 50% recycled materials" or "produced with renewable energy". Responsibility along the value chain: Sustainability must be integrated into all stages of the value chain, from the sourcing of raw materials to delivery to the end consumer. Investing in sustainable supply chains and in reducing environmental impact at every stage is essential. Some retail brands have stood out for communicating sustainability in an exemplary way. Patagonia is a pioneer, promoting not only durable and ecological products, but also conscious consumption, with initiatives that encourage repair and reuse. The Portuguese brand Isto. is committed to total transparency, disclosing the origin of materials and the real cost of each piece, with ethical and local production. Tonys Chocolonely is redefining the chocolate market with a clear mission: to eradicate child slavery on cocoa plantations. The brand communicates in an authentic, engaging and educational way, winning over conscious consumers. These examples show how to successfully communicate sustainability in retail and generate a source of competitive advantage. Carolina Afonso, ISEG University Professor Today, 00:08 Carolina Afonso, ISEG University Professor

Carolina Afonso, ISEG University Professor

Today, 00:08

Consumers who love a brand are more willing to forgive occasional failures, as long as the company shows commitment to correcting and learning from its mistakes.

A love brand is a brand that goes beyond functionality and establishes itself deeply in the hearts of consumers. These brands manage to create such a strong emotional connection that consumers not only prefer them, they love them, defend them and recommend them with passion.

What defines a love brand? A love brand isn't just built by a good product or service. It results from a set of positive experiences, consistency, authenticity and values that resonate with consumers. These brands manage to connect emotionally, often becoming part of their customers' lifestyles.

An iconic example is Apple. More than innovative products, Apple offers a unique experience and an integrated ecosystem. The loyalty of Apple consumers is evident in the long queues for new product launches and the willingness to pay "premium".

Another love brand is Disney. The company doesn't just sell movies or theme parks; it sells magic and dreams. The Disney experience is designed to enchant and create lasting memories, from childhood to adulthood. This ability to touch deep emotions and create unforgettable experiences is what makes Disney one of the most beloved brands.

Nike also stands out as a love brand. Living up to its slogan "Just Do It", its commitment to innovation and performance makes consumers identify with the brand on a deep level. Nike doesn't just sell clothes and sports shoes, but a lifestyle and a belief in personal power and competitive spirit.

Love brands not only guarantee consumer loyalty, they also generate positive word of mouth and fervent advocacy on social media. Consumers who love a brand are more willing to forgive occasional failures, as long as the company demonstrates a commitment to correcting and learning from its mistakes.

In conclusion, the journey for a brand to become a love brand is challenging and requires an ongoing commitment to excellence, innovation and authenticity. However, the rewards are substantial. Love brands not only lead the market in terms of sales, they also carve out a special place in the lives of their consumers. They exemplify the power of a deep emotional connection, turning customers into passionate fans and loyal advocates. In a world where there is so much on offer, being loved could be the greatest competitive differentiator of all.

Carolina Afonso, ISEG University Professor

Today, 00:08

Carolina Afonso, ISEG University Professor

António Mendonça, Full Professor at ISEG -ULisboa, President of the Order of Economists Today, 00:16 We need to introduce a medium-long term strategic dimension that breaks with the culture of short-term, quick-fix interventionism. On July 4th, the Ministry of the Economy made public a program to stimulate the economy, significantly called "Accelerating the Economy". It systematizes 20 challenges ranging from internationalization to clusterization, through to reindustrialization, innovation, scale or sustainability, without forgetting matters such as capitalization, financing or qualification. In order to respond to these challenges, 60 measures are aligned, with different deadlines for implementation, within a time horizon that is projected for the current legislature. Without prejudice to a more in-depth analysis that a program of this nature and in the context in which it proposes to intervene requires, the purpose and ambition are to be commended. However, there is a lack of a more in-depth assessment of the overall coherence of the measures and their impact on the future specialization of the economy. In fact, the Portuguese economy needs what some economists have called a growth shock. But more than just a set of measures, aimed at acting in areas whose importance no one disputes, it is necessary to introduce a medium-long term strategic dimension, which breaks with the culture of short-term interventionism and quick effects and allows for the introduction of a coherent growth dynamic, based on technological innovation and the production of greater added value. An economy such as Portugal's, which is faced with growing trends in the emigration of the most educated and qualified new generations and the immigration of low-skilled labour, can only reflect a structural maladjustment that has been progressively asserting itself and which threatens to become a kind of "perverse over-specialization disease", which is increasingly difficult to control. The Programme states that it has listened to the various economic agents, organizations and individuals on the design and implementation of the different measures, which is also to be commended. But we need to go further. This also needs to be given a structural and strategic dimension, with the creation of a specialized and permanent institution to produce strategies on the Portuguese economy, similar to what existed in the past and which, for reasons unknown to us, was progressively emptied until it ceased to exist. A structure made up of committed and highly qualified staff, under the tutelage of the Ministry of the Economy, which not only contributes to the production of coherence of the various economic policies pursued by each government, but also guarantees the temporal consistency of the policies pursued by successive governments, avoiding the disastrous costs, for the economy and the country, of the permanent revision of decisions taken or the endemic tendency to procrastinate, even when they appear to be definitive. In short, we need to introduce long-term vision and strategic coherence. António Mendonça, Full Professor at ISEG-ULisboa, President of the Order of Economists Today, 00:16 António Mendonça, Full Professor at ISEG -ULisboa, President of the Order of Economists

Joana Santos Silva, Professor at ISEG Executive Education and Director of Innovation Today, 00:10 I wonder if certain luxury brands don't use the painful wait to make it feel like it's very difficult to get to the product, thus making it restricted and even more valuable? One of the most iconic phrases in a Brazilian comedy show, "Sai de Baixo", was "I hate poor people!". Last week, I was reminded of this phrase by an experience I had, where I wondered if the managers of a luxury brand weren't thinking the same thing about their customers, regardless of their ability to pay. This year I celebrate 20 years of marriage. It's not necessarily an extraordinary achievement, nor is it a silver anniversary, but we've decided to buy some new rings (not least because reaching 25 years isn't guaranteed!). And we decided to buy rings from a luxury jewelry brand - a bit of an extravagance. As we were in Amsterdam, we took the opportunity to visit Cornelis Street, famous for its luxury stores. Going with a willingness to buy and in anticipation of something extraordinary, we were confronted with everything that is not a good customer experience. The names and brands that graced the façades promised something, but it was nothing more than a promise. Most of the doors were locked. To access the products displayed in the glittering windows, you had to ring the bell, wait patiently while someone unkind opened the door, in most cases using a remote control that insisted on not working properly. In many cases the doors were double doors, meaning we were left waiting in a cramped, hot vestibule with more customers hoping to spend their hard-earned money. There were also the designer labels that commanded queues and queues on the street, even though the stores were essentially empty. On this particular day, it was hot and sunny in Amsterdam and, let's face it, the natural complexion of most Dutch people and a long wait in the sun don't go happily together. So there they were, waiting to get their hands on the Hermès silk square while slowly turning into boiled langoustines. I asked myself: why do luxury brands treat us like this? If when I go to commodity stores and brands, which are anything but luxurious, and they leave me waiting, I get impatient. After all, what motivates people who can afford luxury products to subject themselves to this wait? To a large extent, we buy luxury products irrationally, in many cases because they improve our self-esteem. In reality, it's pure hedonism that results from the pleasure and satisfaction of the purchase rather than the intrinsic value of the product. From this perspective, and from a personal point of view, I wonder if many luxury brands don't use this type of experience, which I would say is almost painful, to make people feel that it is very difficult to get to the product, thus making it more restricted and even more valuable? In short, although I'm still married, I didn't buy the rings and I came away with a clear feeling that these brands don't like me (a feeling that was reciprocated) and I'm going to continue shopping at Avenida da Igreja in Lisbon, where the doors are open and I feel well looked after. Joana Santos Silva, Professor at ISEG Executive Education and Director of Innovation Today, 00:10 Joana Santos Silva, Professor at ISEG Executive Education and Director of Innovation

Carolina Afonso, ISEG University Professor Today, 00:09 The gaming market offers many opportunities for brands that are willing to innovate and experiment, with a diverse, engaged and growing audience. The gaming market has experienced explosive growth in recent years, making it fertile ground for innovative marketing strategies. I've followed this growth closely as I've worked in marketing for a multinational technology company that has a considerable offering in this segment. In 2023, the global gaming market was valued at approximately 184.4 billion dollars, with forecasts of continued growth, reaching 218.7 billion dollars by 2024. This dizzying growth presents unique opportunities for brands wishing to connect with a diverse and highly engaged audience. Gamers are no longer a niche market made up only of young teenagers. According to the Entertainment Software Association, the average age of gamers is 34, with an almost equal distribution between men (54%) and women (46%). This age and gender diversity opens up a range of possibilities for targeted marketing campaigns. What's more, the level of player involvement is impressive. Studies show that gamers spend an average of 7.7 hours a week playing games. This dedication offers brands a captive and highly interactive audience, ideal for marketing strategies based on content and experience. There are various marketing strategies in gaming: 1. In-game advertising: In-game advertising allows brands to integrate their products directly into the player's experience. One example is ads in games like "FIFA" or "NBA 2K", which replicate the reality of a live sporting event. 2. Partnerships with Gaming Influencers: With the growth of platforms such as Twitch and YouTube Gaming, gaming influencers have become central figures in the gaming community. Brands can take advantage of them to promote products in a more authentic and organic way. One successful example is the collaboration between the Red Bull brand and professional gamers, which generated engaging content and attracted millions of views. 3. eSports sponsorships: eSports have seen a significant increase in popularity. Brands such as Coca-Cola, Intel, Asus and Samsung, among others, are already investing in sponsorship of eSports teams and events, capitalizing on fan loyalty and wide media coverage. 4. Interactive Experiences: Brands can create interactive experiences within games. For example, the collaboration between Fortnite and Marvel resulted in themed in-game events where players could interact with characters and elements from the Marvel universe. This approach not only attracted players, but generated significant buzz on social media. As technology continues to evolve, new opportunities are appearing on the gaming marketing horizon. Virtual reality and augmented reality promise to create even more immersive environments where brands can interact with consumers in unprecedented ways. The growing adoption of blockchain technologies could also introduce new monetization and loyalty models, such as NFTs that can be used to create exclusive digital products within games. In conclusion, the gaming market offers many opportunities for brands that are willing to innovate and experiment. With a diverse, engaged and growing audience, marketing strategies that take advantage of the immersion and interactivity of games can create deep and lasting connections with consumers. By investing in in-game advertising, influencer partnerships, eSports sponsorships and interactive experiences, brands can not only increase their visibility, but also strengthen their presence at the heart of one of the world's most dynamic and promising industries. Carolina Afonso, ISEG University Professor Today, 00:09 Carolina Afonso, ISEG University Professor

Carolina Afonso, ISEG University Professor Today, 00:08 Through strategic partnerships and innovative marketing activations, brands can not only increase their visibility, but also generate a tangible and measurable return. Rock in Rio is back and with it comes the kick-off of the summer festivals. These are not just great musical events, but a unique opportunity for brands to connect with a vast and diverse audience. Global brands take advantage of the festival to promote their products and services, reaching a large number of potential consumers. During the festival days, social networks are the scene of great activity, with thousands of posts, photos and videos shared by fans and brands. Through strategic partnerships and innovative marketing activations, brands can not only increase their visibility, but also generate a tangible and measurable return. How can brands make the most of these events? I share some insights on how to do so. Identify the target audience: the first step is to know the demographic profile of the public that attends summer festivals. Understanding festival-goers' preferences, buying habits and interests is essential for effectively targeting marketing and communication strategies. Strategic partnerships: establishing partnerships with festival promoters or featured artists can be an effective way of increasing brand visibility during the event. Co-branding actions and creative collaborations can generate significant exposure and create an emotional connection with the audience. Creative brand activations: in addition to simply sponsoring the event, brands can create unique on-site experiences to attract the public's attention. From interactive stands to themed lounge zones, creative brand activations can generate buzz and increase festival-goer engagement. Measure the Return on Investment (ROI). To evaluate the effectiveness of marketing actions at summer festivals, brands should use specific metrics and data analysis tools. Some of the main metrics for measuring ROI include: Number of interactions and mentions on social networks and news in the media; Increased traffic and conversion rate (if there is an online store) on the brand's website during the festival; Direct sales or leads generated at the event; Number of visitors to the brand's stand. In conclusion, a summer festival is more than just entertainment, it's an opportunity to create value for the brands involved. By adopting creative strategies, establishing strategic partnerships and consistently measuring ROI, brands can not only increase their visibility, but also boost business growth and generate consumer loyalty. Carolina Afonso, ISEG University Professor Today, 00:08 Carolina Afonso, ISEG University Professor

Climate risks in the sector and the latent opportunities for insurance this year were some of the aspects debated at this meeting with the JE Advisory seal. This meeting coincides with the publication of another monthly edition of JE Advisory and was attended by leaders of national insurance companies and experts in the field. JE Advisory held a breakfast debate on the current challenges facing the insurance sector. This meeting, which coincides with the publication of another monthly edition of JE Advisory, was attended by leaders of national insurance companies and experts in the field, as well as speeches by an academic and a lawyer. The keynote speaker for this session is Sofia Santos, professor at ISEG and founder of Systemic, who will address the topic "Climate risks in the insurance sector - from mitigation to adaptation". The panel debate, moderated by Filipe Alves, publisher of the Media9 Group and director of JE, was attended by lawyer Nuno Sapateiro, partner at Abreu Advogados, Pedro Carvalho, CEO of Generali Tranquilidade, Pedro Penalva, CEO of Enterprise Clients in EMEA at Aon, and Rogério Campos Henriques, CEO of Fidelidade. Jornal Económico Multimedia

Carolina Afonso, ISEG University Professor Today, 00:07 The challenge that most companies with eCommerce businesses face is not the absence of data, but knowing how to take advantage of it. As the number of consumers using online channels to buy products and services increases, eCommerce continues to thrive. Studies show that by 2025, eCommerce will grow by 50% globally. This brings many opportunities for companies, as well as intensified competition. One of the differentiators that will bring greater competitive advantage will be the ability of companies to have defined a data-driven strategy for eCommerce, powered by artificial intelligence. Data analysis in eCommerce involves collecting and analyzing business data to improve performance and sales. Through data analysis tools, it is possible to have access to customer searches, purchasing behaviors and related expectations, among many other data points. It is also possible to impact potential customers through remarketing on social networks and online ads, collecting data and using it to increase sales conversion. For example, an online store can have features that allow it not only to analyze data, but also to target a specific product more effectively, because it can track the origin of customers, buying habits and patterns, interests and location. At a more advanced stage, we are also able to build and parameterize dashboards in which the most relevant variables are fed automatically and in real time. For example, knowing which products are the most profitable, which channels generate the most revenue or customer acquisition, which customers have the highest "life time value", including variables such as shipping costs, returns, etc. Data-driven decisions in eCommerce make them smarter and generate greater growth. With the right data we can gain insights, identify problems and opportunities and ultimately make decisions that put the company on the right path, maximizing growth. Using artificial intelligence, we can also use data to personalize at scale, predict sales and purchase intent, better manage stock, set prices or customize the shopping experience. In conclusion, the challenge facing most companies with eCommerce businesses is not the lack of data, but knowing how to take advantage of it. To make data-driven decisions, you need to gather the right data, analyze it to get the right insights and make the right strategic decisions based on business objectives. This is the only way to convert data into actionable insights capable of scaling the business and bringing value to the company and its customers. Carolina Afonso, ISEG University Professor Today, 00:07 Carolina Afonso, ISEG University Professor