La gestión de los recursos en las PyMes, fuente de su competitividad interna. Aplicación: matriz redes (recursos-estrategias). Parte II. Conclusiones. (2018-2020)
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2019-11-27
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Nos proponemos en la segunda parte de este trabajo, internalizar y profundizar en la interrelación de la gestión de recursos en las PyMES y su impacto en la formulación, implementación y control de estrategias continuas y genéricas, rentables o no, orientadas a diferenciarse por calidad, precio o ambas.
El mismo, está trabajando sobre una muestra de PyMEs, habiendo seleccionado, una tipología blanda de PyMEs, para aplicar la matriz de Mc Kinsey, que introducimos en el primer año del estudio, como lo son los servicios y el comercio, analizando la conceptualización interna que las mismas tienen de sus fuentes fundamentales de competitividad: Tecnología, Recursos Humanos, Instalaciones, Recursos Financieros, Imagen Corporativa y Capacidad Empresarial, estableciendo sus indicadores y midiendo su valor de mercado para poder predecir la propensión a la competitividad, y creando una matriz que llamamos REDES, que analiza el impacto de los Recursos en las Estrategias y de ellas en la rentabilidad y vínculos con los clientes
In the second part of this work, we intend to internalize and deepen the inter-relationship of resource management in SMEs and their impact on the formulation, implementation and control of continuous and generic strategies, profitable or not, aimed at Differentiate by quality, price or both. He is working on a sample of SMEs, having selected a soft-type SME logotype, to apply the Mc Kinsey matrix, which we introduced in the first year of the study, such as services and commerce, analyzing the Internal conceptualization that they have of their fundamental sources of competitiveness: Technology, Human Resources, Facilities, Financial Resources, Corporate Image and Business Capacity, establishing their indicators and measuring their market value in order to predict the propensity for competitiveness, and creating a matrix that we call NETWORKS, which analyzes the impact of the Resources in the Strategies and of them in the profitability and links with the clients.
In the second part of this work, we intend to internalize and deepen the inter-relationship of resource management in SMEs and their impact on the formulation, implementation and control of continuous and generic strategies, profitable or not, aimed at Differentiate by quality, price or both. He is working on a sample of SMEs, having selected a soft-type SME logotype, to apply the Mc Kinsey matrix, which we introduced in the first year of the study, such as services and commerce, analyzing the Internal conceptualization that they have of their fundamental sources of competitiveness: Technology, Human Resources, Facilities, Financial Resources, Corporate Image and Business Capacity, establishing their indicators and measuring their market value in order to predict the propensity for competitiveness, and creating a matrix that we call NETWORKS, which analyzes the impact of the Resources in the Strategies and of them in the profitability and links with the clients.
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Competencias, SMEs, PyMEs, Centrales, Frente, Interno, Redes