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The compe))veness perceived by Stakeholders.
Indexfokus: The methodology for evalua)on of the perceived compe))veness.
Enrique Díaz Moreno
“Building a common vision and multistakeholder commitment to the national and European competitiveness agendas, and mobilizing support from leaders across sectors, will help fulfil the ambitions of the Europe 2020 agenda.” The Europe 2020 Competitiveness Report.
Introducing myself : Enrique Díaz Moreno ! Industrial Engineer. Industrial Organisa)on Specialist. Tecnun 78. Navarra University. San Sebas)án-‐ Donos). Spain.
! MBA IESE Business School 82. Navarra University. Barcelona. Spain.
! Diplômé PI HEC-‐ISA 82. Jouy en Josas. France.
! Former Director General of Industry, Commerce and Consumer Affairs of the Government of Navarra. 2003-‐2007
! Former Director General of Navarra Transport and Logis)c Agency.
! Funding partner of Businessfokus.
! Associated Professor at Navarra Public University.
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The problem
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Defini)ons of compe))veness
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Compe))veness: A diffuse concept
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Compe))veness concept evolu)on: ! Ini)ally the concept of business compe))veness is related to “produc(vity” par)cularly deriva)ve from the principles of Porter (1990) who states that "compe))veness is determined by produc)vity, defined as the value of output produced by a unit of labor or capital”.
! Later the concept was expanded involving elements that go beyond the company produc)ve. Concepts such as “quality” and “innova(on” have taken on greater importance when speaking of a compe))ve firm.
! Currently the no)on of “sustainability” has been incorporated into the concept of compe))veness.
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Na)onal compe))veness Indices
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Regional Compe))venes Index
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Compe))veness
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Leaders and managers: • Many defini)ons, • Many indices, • Always in a hurry
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Indexfokus: Another way to evaluate the compe))veness
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Strong trends in business management related to compe))veness:
Percep(ons: ! Magic Formula to exit the crisis.
! Many defini)ons
! A lot of theory at macroeconomic level.
! Few prac)cal microeconomic
Networking and Social Media: ! Social phenomenon that reaches professionals and companies.
! Huge Poten)al supported by increasingly affordable Technologies.
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Stakeholders: ! Interest Groups.
! “We are interested to them”.
! “They are interested in us”.
! The rela)onship should be win to win
Stakeholders
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! STAKEHOLDER THEORY: THE STATE OF THE ART.
This paper draws heavily on Freeman, Harrison, Wicks, Parmar, and DeColle, Stakeholder Theory: The State of the Art, Cambridge, U.K.: Cambridge University Press, 2010.
! The “stakeholder theory” or “stakeholder thinking” has emerged as a new narra)ve to understand and remedy three interconnected business problems— the problem of understanding how value is created and traded, the problem of connec(ng ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed
! MANAGING FOR STAKEHOLDERS, STAKEHOLDER UTILITY FUNCTIONS, AND COMPETITIVE ADVANTAGE.
JEFFREY S. HARRISON,* DOUGLAS A. BOSSE, and ROBERT A. PHILLIPS Robins School of Business, University of Richmond, Richmond, Virginia, U.S.A.
! Stakeholder theory argues that firm welfare is op)mized by mee)ng the needs of the firm’s important stakeholders in a win-‐win fashion (Harrison and St. John, 1996; Walsh, 2005).
! This instrumental view of stakeholder theory suggests that firms that aSend to the interests of a broad group of stakeholders enjoy higher levels of performance than firms that focus primarily on one or a few stakeholders (Donaldson and Preston, 1995; Jones, 1995).
Stakeholders percep)on
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Mc Kinsey Quaterly. February 2013
Los medios sociales están cambiando el modo en el que muchas empresas construyen la notoriedad de sus marcas, ges)onan su reputación corpora)va, a)enden las quejas y reclamaciones de sus clientes o incluso se comunican con sus inversores. De un paradigma de interrupción, en el que el anunciante tenía el )món, estamos pasando a un paradigma de conversación, en el que el cliente toma la inicia)va.
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IESE marzo 2013
Networking and social media
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The compe((veness perceived by Stakeholders
Networking and Social media
Stakeholdes Percep(on
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Conceptual Model of Indexfokus
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Disrup)ve strategy
Improvement strategy Gaps of Compe))veness
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2. Infrastructures, Facili(es and Basic Services: Safety in supplies of the Materials and Basic Services, Loca)on, Connec)vity, Func)onality of the Design, Sustainability...
3. Recent Economic Outcomes: Benefits, Cash Flow, Solvency... 4. Basic Labor: Availability, Training, Produc)vity, Versa)lity. 5. Middle Management and Technical: Availability of skilled labor, Educa)on Level, Degree of
Produc)vity, Engagement and Responsibility. 6. Business Offer: Quality, Price, Range, Presenta)on, Brand... 7. Selec(on and Promo(on of people: Nondiscrimina)on, equal opportuni)es, merit assessment,
compensa)on, heads protec)on... 8. Accessibility to Finance: Capital, Credit ra)ng, Lines of Credit, Grant.... 9. Technological, computer and communica(on development, as essen)al element for the produc)on
and control of the business ac)vi)es. 10. Dimension. The advantage of being large or small can be important depending on the market and
company strategy. 11. Complexity of the Business Model. To be fully aware of the business and to be properly represented
in the areas that best observe the developments that happen in the markets, allows to an)cipate the trends and to prepare the company for the changes.
12. Innova(on: R & D & I (Research and Development and Innova3on): The investor commitment to the search for new and berer products or services, which allows us to an)cipate the answers of the customers’ needs and strengthen the compara)ve advantages over compe)tors.
The 12 Compe))veness Factors
Weigh)ng Factors of Compe))veness.
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Calibra)ng the Compe))ve Posi)on
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If no weights are set to the statements
Individual Compe))veness Index
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Indexfokus assesses the compe))veness in two phases corresponding to the two dimensions of percep)on of any evaluator:
1. Weigh)ng the importance of the Market Compe))veness Factors. 10-‐15 minutes
2. Calibra)ng the Compe))ve Posi)on in each factor: Indexfokus presents 5 Best Prac)ces for each factor, and the evaluator graduates if are applied successfully by the organiza)on. 20-‐30 minutes.
3. Individual Indexfokus:
The informa)on Indexfokus working is the percep)on of experts who know the organiza)on and the market in which it competes.
“Working with percep(ons” means:
" No need to handle special documents, reports or data.
“Expert evaluators” means: " Professionals who know our organiza)on and the market in which we compete from their par)cular approach.
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Stakeholders Matrix Stakeholders
Evaluators
J. K. X
G. H. X X
S. Y. X
H. H. X
R. M.
L. J. X X Businessfokus
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Indexfokus of the Compe))veness Perceived Jointly
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where z collects all Indexfokus of the Groups
The Indexfokus graphs:
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Indexfokus graph: The compe))veness gaps
Gap in CF 7
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The hollows of compe))veness sorted from highest to lowest priority give us the main factors on which to act
A
D
B C
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Selected Targets
F7: Labor Market Efficiency F8: Development of Financial Markets
F12: R + D + i Businessfokus
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Strategy: Virtuous Spiral
“Focus on priorities, act, measure and start again”.
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Indexfokus tool is already running.
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www.indexfokus.com
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Thanks