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  

Indexfokus  

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