6. Competitiveness: A concept in
Initially the concept of business competitiveness is related to “productivity”
particularly derivative from the principles of Porter (1990) who states that
"competitiveness is determined by productivity, 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 productive. Concepts such as “quality” and “innovation” have taken
on greater importance when speaking of a competitive firm.
Currently the notion of “sustainability” has been incorporated into the concept
• Many definitions
• Many indices
• Many industries
• Many actors
• Many interests
• Always in a hurry
The Second item
of the Every
10. Idea !!!
A way to evaluate the
11. Components of the Indexfokus formula:
Best reaction when there
is not enough information.
Social phenomenon that
reaches professionals and
supported by increasingly
“We are interested to
“They are interested in
The relationship should
be win to win
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 narrative to understand and remedy three interconnected
business problems— the problem of understanding how value is created and traded, the problem of connecting 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
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 optimized by meeting 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 attend 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).
14. Networking and social media
Mc Kinsey Quaterly.
Los medios sociales están cambiando el modo en el que muchas
empresas construyen la notoriedad de sus marcas, gestionan su
reputación corporativa, atienden 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 timón, estamos pasando a
un paradigma de conversación, en el que el cliente toma la iniciativa.
IESE marzo 2013
HBR Blog Network 2012
17. 17 Conceptual Model of Indexfokus
Top level of competitiveness
Factors of Competitiveness
Gaps of the
18. The 12 Competitiveness Factors
1. Administration and Management Business.
2. Infrastructures, Facilities and Basic Services.
3. Recent Economic Outcomes.
4. Basic Labor.
5. Middle Management.
6. Business Offer.
7. Selection and Promotion of people.
8. Accessibility to Finance.
9. Technological, computer and communication development.
11.Complexity of the Business
12.Innovation: R & D & I
21. Individual Competitiveness
Indexfokus assesses the competitiveness in two phases
corresponding to the two dimensions of perception of any
1.Weighting the importance of the Market Competitiveness
Factors. 10-15 minutes
2.Calibrating the Competitive Position in each factor:
Indexfokus presents 5 Best Practices for each factor, and the
evaluator graduates if are applied successfully by the
organization. 20-30 minutes.
22. Indexfokus works with the perception of experts.
“Working with perceptions”
No need to handle special
documents, reports or data.
“Expert evaluators” means:
Professionals who know our
organization and the market in
which we compete from their
Good afternoon dear colleagues:
I want to thank TCI the opportunity to introduce all of you Indexfokus.
Indexfokus is a simple, fast and economical way for assessing competitiveness.
Here we have the first item of the Every Encounter Equation:
The question is :
What is the Competitiveness level of my Cluster ?
Today competitiveness is presented as the “magic formula” to solve the economic problems of our society.
However “competitiveness” is a fuzzy concept as shown by the numerous definitions we can find.
This is not only my opinion.
It is also the opinion of the Head of the Unit of Labor Statistics and Indicators of Competitiveness of OECD.
But besides being diffuse, competitiveness is a dynamic concept that evolves with the economy and society.
The importance of the concept and the lack of a precise definition of it, has led to a multitude of econometric indices to measure competitiveness,
both nationally ...
and regionally …
Professor Thomas Berger in his paper “An Overview and Analysis of Indices of Regional Competitiveness” detected 217 regional competitiveness indices until the end of 2009.
In this framework, as we approach the micro level, like for example : Territories, Economic Sectors, Clusters and Business,… the managers have greater difficulties to know the level of competitiveness their organizations have.
What is the best competitive strategy?
Where best to allocate resources?
How to align the objectives of the organization with the interests of the stakeholders ?
Well it is the moment to propose you the third item of the Every Encounter Equation:
Indexfokus the most simple, fast and economic to evaluate the competitiveness of your cluster.
Indexfokus relates these three areas of current knowledge to help managers to prioritize actions that have the greatest impact on competitiveness.
As the “Theory of Stakeholders” suggests, the organizations that serve the interest of a large number of stakeholders, enjoy much higher levels of performance than those that only focus on a small number of them.
According to the Gestalt psychology school, perception concentrates the knowledge accumulated through experience, which allows us to react in the best way to overcome difficult situations in which we don&apos;t have enough information.
So perception of their stakeholder holds valuable information for an organization.
Finally it is evident the huge change which the technology and mainly social networks are creating in the Society.
As the best experts have expressed, management styles must evolve integrating the enormous potential that currently have the communication technologies.
Ok. Having focused the key ideas, I will present you Indexfokus.
As you can see, this is a chart of columns but of variable width.
Indexfokus links the width of each column with the “importance of each competitiveness factor” of the market.
The height of each column reflects the “Competitive Positioning” that the Organization has in each factor related to the better competitor in it.
So the surface between the upper base of the column and the highest level of competitiveness represents the competitiveness gap that the entity has in each factor.
Clearly, the relationship between the area covered and the possible surface is a competitiveness index
The Competitiveness Factors Indexfokus are very similar to the 12 Pillars of Competitiveness defined by the World Economic Forum.
We speak the same language.
In the practice each evaluator weighs the importance of each of the 12 Competitiveness Factors, by completing an initial assessment.
In this way Indexfokus gets the widths that are assigned to the columns of the graph.
To determine the competitive position, Indexfokus presents to each evaluator the five &quot;best practices or attitudes&quot; which distinguish the best competitor in each factor.
Thus Indexfokus gets the information needed to calculate the height of each column.
Acting like that, Indexfokus gets from each evaluator sufficient information to determine the level of competitiveness that he assigns on the entity assessed.
But what really matters to the entity is the perception of their Groups of interest, with which it relates, that is to say: The competitiveness perceived by the stakeholders.
To calculate the group index is not complicated if reviewers have been identified as members of an stakeholder previously.
Managers know which groups are the most influential in their value chain and vice versa.
Moreover, the best way to select the appropriate evaluators is by pre-selecting the Stakeholders of the Organization.
Indexfokus gives as a result of the Competitiveness, the weighted average from the indices of the Groups of Interest that have been considered.
Indexfokus doesn’t place the entity evaluated in a ranking of competitors, because it doesn’t use databases.
But that which Indexfokus provides to the management is a much more important information that helps to make decisions to improve the competitiveness.
Here we can see on a real case, the explained Indexfokus graph at the beginning of this presentation...
Indexfokus allows to detect and to order the Competitiveness Holes, from the biggest to the littlest, which focusing us on the factors where we should concentrate the resources to raise the competitive level of the entity.
Indexfokus acts as a competitiveness compass for a Territory, Economic Sector, Cluster or Organization.
After the assessment, the leaders can select the most important goals to improve the competitiveness efficiently.
Evaluating and acting under the guidance of the stakeholders, the Indexfokus methodology allows to the entity entering in a virtuous spiral of continuous improvement of competitiveness.
The Indexfokus methodology has been developed as a management tool in cloud computing.
Indexfokus gives a chance to stakeholders to intervene in the management, gets results quickly and helps to design a competitive strategy in a short period of time.
Thank you very much for your attention and I&apos;ll be happy to answer any questions that you want to do.