Mauro Libi Crestani. Sometimes a business offer may present itself and we must make a decision as it requires an investment on our part. It is common among entrepreneurs, entrepreneurs and ordinary people. How do you approach your decision process? First you must carefully analyze the proposal. Do not discard right away, but neither be eager like crazy to say "yes". Approach carefully and make every possible inquiry, but without showing a disproportionate interest. Do it quietly, you do not want to give the appearance of being anxious, question but try not to be noticed. Ask about the potential and profitability. For example, to see if it is profitable compare utility rates thus earning interest money in the bank. Profit margins vary according to the nature of the business. Seek advice on the matter. One issue that has to be clear is whether your aspirations live up to the potential profits generated by the business. Something that often happens with entrepreneurs investment is to get their wages and profits serve to improve their living conditions. Then see if revenues will allow you to obtain such income. If you're having partners have to make clear wage policy and the distribution of profits. Investigate all sources of information as possible all activity data. Is it a sustainable business? Something vital is whether the proponent of the business has credibility, is it reliable, is it honorable.(Mauro Libi) If a franchise, there is enough information about the market and the specialized agencies. Look for it. Now see everything about the product or service. Do not get tired of asking. What is the niche market. They must provide accurate information, not generalities. What is the sales potential of the product or service? Which it is the profit margin? Inquire on the daily, weekly, monthly and yearly sales reports by type of product or service. Do not accept vague projections. You have to know the profit margins of each sale of each product, cash flows, month of the year, and total of the last four years. Now measure profitability. There are tools to do so. Seek advice and advice about it. All this information will allow you to make a decision.(Mauro Libi)
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By Mauro Libi Crestani. As we refer the model Resources-Experience Demands-RED, it aims at the evaluation of psychosocial risks and the positive psychological resources, becoming a tool of great value for professionals in occupational health and risk prevention to establish guidelines of behavior in different work conditions that may arise. But as this instrument allows to evaluate the negative, also it facilitates the analysis of the positive at work. Thus, engagement and flow can be measured, ie have specific elements to determine the efficacy and positive motivational states. In the case of the specific self-efficacy, studies have established that the most self-efficacious people make use of strategies that enable them to cope with stress more proactive and focused on the problem. This attitude obviously makes them more productive. Also the results of the analyzes have established that self-efficacy is positively related to performance, collaborative practices and organizational commitment. As for the positive motivational states, we need the engagement related to the proactive work behavior, work performance and quality of service. Shared value is about creating new economic and social value for business and society. Michael Porter, professor at the Harvard Business School, and Mark Kramer, managing director at FSG, introduced the concept of “creating shared value” in 2006. The authors (and co-founders of FSG) more recently expanded on this idea in a January 2011 Harvard Business Review article entitled “Creating Shared Value.” Creating shared value means closely examining economic and social linkages in order to create new economic and social benefit (rather than redistributing existing value). It starts from a different worldview than corporate philanthropy; rather than considering how a portion of their profits can be used to address social issues, shared value business leaders ask how they can use business strategies to find solutions to social problems that, if successful, will simultaneously advance their economic interests. Porter and Kramer suggest that companies can create shared value in three primary ways: Reconceiving products and markets: Better serving existing markets, accessing new ones, or developing innovative products and services that meet social needs Redefining productivity in the value chain: Improving the quality, quantity, cost, and reliability of inputs, production processes, and distribution systems, while simultaneously acting as a steward for natural resources. Enabling local cluster development: Working in concert with others to create a stronger competitive context, including reliable local suppliers, functioning infrastructure, access to talent, and an effective legal system. Creating shared value requires companies to intentionally and directly link business success to social impact. A high degree of intentionality strengthens management focus on both business and social goals, ensuring that social implications are not an afterthought. By tying company success to specific social results, leaders are more likely to invest in shared value strategies at scale in a sustained manner. Focus on results profoundly affects the way a company addresses social problems with its core business. Creating large-scale social impact through improved competitive positioning: Hindustan Unilever (HUL) demonstrates the ways that companies that explicitly seek to solve social problems using their core businesses can create impact beyond what is possible through philanthropy alone. HUL recognized that by reconceiving the market for its hygiene products, it could reduce the national incidence of diarrhea, which kills more than 500,000 Indian children every year. In 2002, the company partnered with local government leaders to launch the Lifebuoy Swasthya Chetna program, a widespread campaign to promote improved hygiene and reduce diarrhea-related deaths in rural India. Read the article: https://www.hks.harvard.edu/m-rcbg/fellows/N_Lovegrove_Study_Group/Session_1/Michael_Porter_Creating_Shared_Value.pdf |
AutorMauro Libi Crestani is a Venezuelan businessman CEO of Grupo Libi; a group of various food companies in the country. Archives
Agosto 2016
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