Diferentes tipos de crisis

La insolvencia es solo una de las muchas formas que toman las crisis, pero la realidad es que las crisis las entendemos como cualquier proceso que le exija a la empresa que lleve a cabo cambios estructurales. Para ser claros, una sucesión, un cambio en la línea de producción, la apertura de un nuevo mercado entre muchos otros son formas de crisis porque nos exigen cambios en el ADN empresarial. Dicho eso, reconocemos que muy pocos de nosotros tenemos la voluntad de hacer el trabajo de transformación empresarial a menos que estemos viendo una afectación directa a nuestros indicadores, por esto tipificamos las crisis desde la perspectiva de cambios forzosos.

a. Crisis de mercado

Aquí evidenciamos que los factores externos de la empresa están cambiando a una velocidad más rápida a la que la empresa puede adaptarse. Temas como incremento en los competidores, cambio en los patrones de compra, tecnificación de la industria, entre otros le exigen a la administración hacer un cambio no solo para emparejarse al resto de las empresas sino para comenzar a salirse de la curva de descenso y poder innovar de alguna manera para llegar antes a la próxima disrupción.

Para este mal debemos dejar de asumir cosas, tenemos que hacer la tarea de entender el mercado en el que estamos. No en el que estábamos, no en el que crecimos, el que nos rodea hoy. Y esto requiere una profunda disciplina de auto reconocimiento y de estudio de mercado.

  • ¿Dónde generamos valor?
  • ¿Qué es lo que mejor sabemos hacer?
  • ¿Cómo es nuestro nuevo cliente?

b. Technological crisis

Emerging economies suffer from complex productivity problems, which has made it difficult for us to compete in international markets and this has a lot to do with our ignorance of digitization. For many, digitization is generating a Facebook page or in many cases they consider it a luxury, when it has long been a requirement to stay afloat in today’s reality. Digitizing ourselves is not the same as digital marketing (although it includes it) it is much more profound, it is to carry out automation processes that minimize waste, inventory management, intelligent communications, information gathering and a number of processes that together and being correctly implemented allow us to be more competitive and effective with our products and services.

  • How do we collect data?
  • How do we track our management indicators?
  • What processes can we automate / outsource?

c. Administrative crisis

From our perspective, this is the hardest crisis to overcome because it requires the administration to admit that there is a problem within the organization and strong answers on how to solve it. To achieve this, they must
first accept that the management they have done has not generated the expected results and this is never an easy decision. Here we find problems such as lack of reports, information out of time, demotivation of employees, among many others, which of course are reflected in the economic results of the company and its “bottom line”; the human factor is and will continue to be the most crucial within a company, it will always be the most complex to manage given the erroneous nature of our internal systems.

One of the reasons why this crisis is the hardest to assume is that here you have to make decisions about human resources, you have to define who stays and who leaves, and for an entrepreneur (especially in
family organizations ) this task It is almost impossible to implement because of the impact this has on your daily life.

  • What or who does not work for our goals?
  • What information do we need to make immediate decisions?
  • Who is going to take responsibility for what is happening?

d. Financial crisis

Most of the companies we work with come with a “silver” problem and we reiterate the same thing, the problem is never silver, since the financial area is only the result of all business management. That said, financial crises tend to be the last banner to fall when a company faces a crisis. Of course, all of us are affected by the company’s profit generation, but the problem is not always there. What we have found in the domain of insolvent companies is a very complex liquidity problem. Generally as a result of a series of wrong decisions, we have seen that in many cases entrepreneurs confuse selling more with better results, but if we could reiterate our most basic and important learning at the same time: the only thing that matters is the margins.

    • Can I improve the payment terms with my suppliers?
    • Can I open sales channels that allow me to have income in less time?
    • How are my contribution margins per product?

No crisis is easy to face, and you have to make decisions that are possibly painful, but let’s not forget that the responsibility of the administration and partners of a company is to ensure its sustainability. Pretending that the crisis is going to solve itself or that someone else is going to take charge is not realistic, now is the time to take responsibility for the change and use this forced opportunity to generate the necessary change to save the effort of so many.

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