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Prioridades de toda empresa

por Alberto Levy | 25 de Abril de 2011 | General

La Primera Prioridad

La Primera Prioridad para que una empresa sea UNA EMPRESA es que todas sus actividades, negocios, servicios, procesos y funciones estén orientados hacia

- la creación de valor económico, esto es, de valor patrimonial o, lo que es lo mismo, al incremento del Patrimonio Neto,

- asumiendo un riesgo “aceptable” por quienes son los propietarios de ese Patrimonio, que está dado por su nivel ideológico/cultural/actitudinal de propensión o aversión al riesgo.
Este es el Propósito: Creación de Valor Económico asumiendo un riesgo aceptable.

La Primera Decisión Estratégica (que no es la primera y después veremos porqué)

Dada esa Primera Prioridad, entonces, la “primera” decisión estratégica que toma cualquier empresa es la elección de en qué negocios tratará de cumplir esta prioridad. Cuál será su Portafolio de Negocios, o sea, su cartera de productos y servicios en la que asignará su base de recursos tangibles e intangibles y su gente y cuál será la proporción que le tocará a cada uno de esos negocios del total de recursos. Esta es su Estrategia de Negocios. Su amplitud de DIVERSIFICACIÓN.

El concepto de “riesgo” incluye, por un lado, el riesgo intrínseco de cada uno de los negocios, que depende de su viabilidad competitiva y, por otro lado, de la amplitud de la diversificación. Este último punto se fundamenta en que un Portafolio integrado por muy pocos negocios puede generar Riesgo por Concentración (todos los huevos en una sola canasta), mientras que un Portafolio integrado por muchísimos negocios puede generar Riesgo por Disipación (quien mucho abarca poco aprieta). La diversificación “sana” se debe encontrar en algún nivel intermedio de este espectro, y ese nivel adecuado puede ser diferente para cada empresa.

La Segunda Decisión Estratégica (que no es la segunda y después veremos porqué)

En el punto anterior, cuando nos referíamos al riesgo intrínseco de un negocio, hablábamos de su “viabilidad Estratégica”. La viabilidad estratégica de cada negocio, es decir, de cada producto o servicio, depende de la Estrategia Competitiva y ésta a su vez depende de dos variables complementarias e imprescindibles. La PRODUCTIVIDAD en el empleo de su base de recursos y de su cadena de provisión y distribución, ya que esto va a influir directamente en sus costos y en su eficiencia, y el POSICIONAMIENTO de sus marcas, ya que esto va a influir directamente en sus ingresos y en su efectividad. La Productividad tiene que ver con las habilidades distintivas de la empresa, “localizadas” en la mente individual y grupal de sus miembros. El Posicionamiento tiene que ver con las ventajas competitivas, “localizadas” en la mente de los consumidores finales y de los compradores intermediarios. Esta es su profundidad de DIFERENCIACIÓN. Diferenciación no es sólo Posicionamiento. Es diferenciarse en Posicionamiento y diferenciarse en Productividad.

Nuestros modelos deben ayudar a pensar, revisar, confrontar, descubrir nuevas oportunidades de incorporación de habilidades distintivas, competencias, conductas, actitudes, que influyen en la Productividad y de nuevas oportunidades de ventajas competitivas, innovaciones incrementales, innovaciones radicales o innovaciones disruptivas que influyen en el Posicionamiento pero, fundamentalmente, a transferir al grupo gerencial las mejores prácticas y los últimos conceptos y métodos que han sido comprobadamente exitosos para las empresas más evolucionadas en Desarrollo Competitivo.

Por qué la primera no es la primera y la segunda no es la segunda

Porque una depende de la otra. Porque son simultáneas. Porque un producto o un servicio va a ser incorporado o no en el Portafolio si tiene viabilidad competitiva considerado individualmente, y si es positiva la sinergia que le genere a otros productos o servicios de ese Portafolio y si es adecuada de la asignación de recursos que va a recibir. Por otro lado, la viabilidad competitiva va a depender de cuántos recursos se le asignan y de qué sinergia le brindan los otros negocios integrantes del Portafolio.

La DIVERSIFICACIÓN y la DIFERENCIACIÓN son las dos decisiones estratégicas de Portafolio y de negocio y cada una depende de la otra.

Ya no sirve más de lo mismo. Los conceptos deben ser técnicamente sólidos y los métodos deben ser irrefutables en la práctica real y concreta.

Pero hay algo que sólo los líderes comprenden: LAS COSAS MÁS IMPORTANTES NO SON COSAS. El desempeño sostenible y sustentable depende primordialmente de resultados intangibles que SÓLO ESOS LÍDERES saben evaluar. No se trata del aumento instantáneo de la facturación ni de la disminución automática de los costos. Lo instantáneo y lo automático jamás es desarrollo. Es sólo crecimiento. Y LOS CEMENTERIOS CRECEN PERO NO SE DESARROLLAN.



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  176. Inside the second ten years into China, Parkson earnings as a result of a series of pale, lack of specialty shops, its aura of “foreign initial shop” can also be a bit awkward. Previously, Parkson by strong financial growth hit a brilliant record inside the 37 cities with 57 stores, Parkson from Malaysia handy this market in China, and soon after the department store market seasoned good occasions, Parkson depression look particularly evident. Even though the founder of Cheng Heng Jem coming back in the helm, Parkson still not curb the momentum of decline in functionality. Poor performance sluggish retail market environments sake, but in addition blame their own business enterprise strategy. Tiny department retailer sector partners struggled to discover a solution to survive the occasion, Parkson has no obvious adjustment techniques, are regarded to have “structural” complications Parkson on mark adjust within the sector, have to consider how to survive. Goodbye, good times JP Morgan Chase, Lyon, UBS, Barclays along with other securities institutions have lowered the rating on Parkson, Parkson behind this can be the third quarter net profit drop 77.47%, same-store sales fell 4.2%. In the initial nine months, representing a decrease of 46.7% in net profit Parkson to three.58 billion yuan, sales rose three.6% to 12.782 billion yuan, same-store sales fell 1.8%. Parkson to open two new shops within the first half, up 34.9 % year on year rental expense, store 7.four million yuan loss. This functionality permits Parkson face a little embarrassing, which explains why four regions: operating costs enhanced same-store sales decline; fall merchandise gross margin; retailers and some raise in loss renovated flagship shop inside the impact of your transformation. Relevant sources, inside the previous two years, Parkson opened nine new house shops only a lucrative second quarter, 57 retailers have 20 losses. October so far, Parksons same-store sales continued to fall. In addition, the impact of sales by the subway project estimated to have three shops for two to 3 years. In reality, this dismal efficiency early in 2012 on somewhere. Annual Report 2012 Net Parkson show 1st decline given that listing in 2005, whilst sales of existing single-digit growth within the first scheduled to open in 2012 seven new shops, you can find 3 extension opened. In reality, due to the fact 2006 the annual growth rate peaked at virtually Parkson decline. Total sales development of 86.5% down to three.6%; net profit development of 85.8% down to 24.2% in 2012 – and, just like the downturn trend continues. Furthermore, the acquisition of anxiety management Parkson stores also faced the very first 3 quarters this year, the acquisition of four management Parkson stores. It really is understood that Parkson way in various cities to expand output management, senior management school full time management, funding and nearby shopping venues. Meanwhile, in the starting of June final year, Parkson has closed four loss-making shops, flower shops have been Guiyang, Shanghai Hongqiao, Guiyang Shijiazhuang Golden Phoenix shops and shops. For Parkson encountered troubles, JP Morgan believes that its problems are structural as opposed to cyclical face, division shop marketplace share is because of the flow of buying and e-commerce. The smaller number of shops belonging to personal house, to renew the lease is about to start an effect on operating charges. Inability to adjust when the majority of regular department retailers to seek support themselves by shopping centers, Parkson adjustments are lengthy overdue. From 2012 core stores started tinkering, Beijing, Shanghai flagship shop transformation, raise the proportion of food formats. Internal adjustment substantially on foreign expansion, Parkson continues its constant style, continue to vigorously expand their territory. Based on plan, Parkson will open seven stores this year, in the next few years has been to open shops within the city every year 5. Parkson said that the future will additional boost the expansion technique will probably be to lower the size from the shop, but the size might be bigger. Earlier this year, Cheng Heng Jem said at an awards event, Parkson Division Shop, not just inside the first-tier cities, but additionally open to second and third as well as fourth tier cities. “Now we take into account the four-lane city go.” Capital University of Economics professor Chen Liping believes that now 3 or four lines of home if the conditions are great, to meet the development division stores, department retailers accelerated subsidence is also possible. No department store format within the first-tier cities, in three cities could reside nicely, there’s a regional market place to adapt to the trouble. In spite of this, the Secretary-General of Beijing Institute of Enterprise Economics Lai Yang appears to cloud consumer revolution, division retailers in the second and third tier cities also were shocked, Parkson want to shop in lower-tier cities would be difficult to enable themselves. When it comes to personnel modifications, Cheng Heng Jem once again return to front-line arena, trying to reverse the unfavorable situation of enterprises. Parkson considering that its listing in 2005, Cheng Heng Jem backstage, as a non-executive director. This year on Can 31, more than the age of 70, Cheng Heng Jem redesignated as an executive director as well as the chairman of Parkson. Additionally, it reflects the sluggish overall performance on the Chinese market Parkson anxiety. It truly is understood Cheng Heng Jem very first adjustment is small and medium sized division stores, volume at 30,000 square meters the following shops, if not profitable, will face the danger of becoming closed off. So that you can cope with winter merchandise industry, belated Parkson also proposed a series of corrective plan future by way of the creation of bigger shops, adjusted operating area of ​​the layout, the investment agency brand, for members to differences in management. For the poor performance in the retailers, that will also take the vital action within the brief term as a way to minimize losses. Additionally, the Group plans to raise self-sustaining property ratio from 7% to 35%. O2O approach or all channels for domestic division store Parkson proposed adjustments seem indifferent, in recent years has not created a important transformation technique. The only change is the fact that Parkson established on the internet retailer. September 2012 Parkson network formally launched, targeted in the high-end group, buyers mainly located in among the age group of 25 years to 45 years. That time Parkson Parkson electrical energy network accountable individual claiming not burn, it will not do to promote powerful, and inquiries from reporters, Parkson daily IP network is only 3000. Parkson Old Males adjust significantly more or much less didn’t bring high-quality news for their functionality decline continues. Within the past a long time, as among the few foreign Parkson Department Shop, no matter efficiency or the amount of stores from department shops will be the vanguard, but a move seldom consume days gone era, quite qualifications Parkson also encountered a ceiling. Chen Liping believes that Parkson earliest foreign brands such first-tier cities have good appeal, when the brand influence weakened, he moved to second and third tier urban development. Foreign department stores in China much, so the second and third tier cities nevertheless have appeal. On the other hand, Parkson ten years of fast improvement, the department store market develops rapidly, domestic Intime Division Retailer, Wangfujing, Rainbow Division Shop as well as other equally speedy development, are so-called “long standing outlet, pigs can fly.” And when the whole market was the influence on the involvement of a sizable storm of alter, gradual loss surgery Parkson past the Midas touch of magic, the original benefit was newly emerging division beyond. “In addition for the history from the brand heritage and membership resources, practically no better respond to future development of your competitiveness.” Times previous haven’t worked out Parkson new competitive benefit for the future and no clear positioning, Lai Yang bluntly Parkson recession affordable. Additionally,

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