Models of family business

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A successful business model needs to be founded upon an organisation’s identity. To achieve success, such a model must also be focused on satisfying the stipulated needs of the ever-narrowing client segments, while taking full advantage of basic capacities and knowledge within the organisation. In order to design such a model, the following factors need to be taken into account:…
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Sustainable strategies for the future: Management, innovation and humanisation

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The endeavour to build competitive organisations has become increasingly complex, and so, linking business projects must be linked to their own identity in order to shore up the capacity for developing business projects over the long-term. What is needed is a sense of direction and management flexibility, as well as an ongoing drive for innovation and differentiation, all within a…
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Drastic cutbacks are not the answer

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A point of view All indicators confirm that we are in a new business cycle where the idea of an economic slowdown seems to be taking hold. Depending on the source and their interests, this slowdown is depicted as happening to a greater or lesser degree. We are also witnessing the initial ‘strategic’ solutions to this scenario. I must confess…
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The food and beverage industry. Keys for future competitiveness

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It is difficult to create a synthesis from the huge wealth of competition that exists in the food and beverage industry of industrialised nations, given the incessant amount of innovations and alternative strategies used in the name of rivalry among the different players in the segments of this industry. That is why some of the conclusions presented in this brief…
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The Mission is Dead: Let’s boost the organisation’s identity

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The title of this article may be somewhat provocative, since those of us who are strategic consultants have, for many years, promoted the identification of a Company’s Vision and Mission as a compendium of an organisation’s strategic direction. In fact, it is hard to find companies and institutions which have not incorporated this concept into the praxis of their organisations.…
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