STRATEGIES

In this book, I share years of experience in designing, monitoring, and executing strategies with institutions, companies, and organizations.

A strategy provides management and the board with the roadmap for aligning the organization's functional activities to achieve stated goals. It guides management discussions and decision-making processes to determine the resource and budget requirements necessary to achieve the stated goals, thereby increasing operational efficiency.

Markets are the systemic arrangements through which buyers and sellers exchange goods and services and serve as the central organizing principle of successful economies. A market system encompasses two key aspects: the who and the how. The who refers to the participants who make a good available and influence this process, while the how pertains to the manner in which an individual acquires the good.

To convert inputs into a finished product, you need support services, which are services that are not part of the final product but are required. These include technical services, contractors, financial services, and others specific to each product or service.

The business environment consists of the rules that govern the market system. The policies and regulations implemented by governments are essential components of creating the right environment. Cultural factors also exert influence, including people's preferences.

The model I have developed, based on my experiences and presented in this book, is divided into four dimensions.

The first dimension, also known as the initial customer segment, refers to the group of customers who are naturally drawn to a business's product or service when it enters the market. This vision is centered around the original business, which already has a value proposition accepted by its customers. We evaluate this dimension to identify any gaps in our delivery capacity, as well as in the market or customer segment.

The second dimension of sector development, which includes public policies and market systems, is often referred to as policy and regulatory analysis. It focuses on evaluating the existing policies, regulations, and market dynamics within a specific industry to identify inefficiencies in the value chain. By undertaking policy and regulatory analysis and understanding market systems within a sector, businesses can identify gaps in the value chain and explore ways to fill them.

The Partnerships & Networks are the third dimension, which focuses on building strategic alliances and establishing networks to enhance the value proposition of an enterprise or institution. By leveraging strategic alliances and networks through partnerships, value chain interventions, natural connections, and ecosystem building, enterprises can enhance their value proposition, and create a competitive edge in the industry.

A fourth dimension is defined by the financial model, incorporating Key Performance Indicators (KPIs) that reflect achievements and enable monitoring. This dimension enables effective financial management, facilitates informed decision-making, and supports the achievement of financial targets, ultimately contributing to the overall success and growth of the enterprise.

These various dimensions provide opportunities to focus on specific activities for each dimension. I share my experience using this model in various industries, sectors, and scenarios. The process helps monitor institutional sustainability by reviewing financial, leadership, and accountability elements.

I discuss different concepts that can be considered when designing the strategy. I review the types of opportunities that arise from being able to evaluate our goods, services, and causes in dimensions that reach the target public in a specific way.

YOU CAN FIND THE BOOK ON AMAZON FOLLOWING THE LINK: https://www.amazon.com/-/es/STRATEGIES-Mr-Maximiliano-Brandt/dp/9968990159/