Competitiveness perceived by stakeholders.

1. 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.

2. 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.
Businessfokus
2

3. The
problem
Businessfokus
3

4. Defini)ons
of
compe))veness
4

5. Compe))veness:
A
diffuse
concept
Businessfokus
5

6. 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.
Businessfokus
6

7. Na)onal
compe))veness
Indices
Businessfokus
7

8. Regional
Compe))venes
Index
Businessfokus
8

9. Compe))veness
Businessfokus
9
Leaders
and
managers:
• Many
defini)ons,
• Many
indices,
• Always
in
a
hurry
?

10. Indexfokus:
Another
way
to
evaluate
the
compe))veness
Businessfokus
10

11. 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.
Businessfokus
11
Stakeholders:
! Interest
Groups.
! “We
are
interested
to
them”.
!
“They
are
interested
in
us”.
!
The
rela)onship
should
be
win
to
win

12. Stakeholders
Businessfokus
12
! 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).

13. Stakeholders
percep)on
Businessfokus
13

14. 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.
Businessfokus
14
IESE
marzo
2013
Networking
and
social
media

15. Indexfokus
The
compe((veness
perceived
by
Stakeholders
Networking
and
Social
media
Stakeholdes
Percep(on
Businessfokus
15

16. Conceptual
Model
of
Indexfokus
Businessfokus
16
Disrup)ve
strategy
Improvement
strategy
Gaps
of
Compe))veness

17. Businessfokus
171. Administra(on
and
Management
Business:
Competence,
Values,
Strategy,
Policy,
Transparency,
Organiza)on,
Social
Responsibility,
Culture...
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

18.
Weigh)ng
Factors
of
Compe))veness.
Businessfokus
18

19. Calibra)ng
the
Compe))ve
Posi)on
Businessfokus
19
If
no
weights
are
set
to
the
statements

20. Individual
Compe))veness
Index
Businessfokus
20
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:

21. 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.
Businessfokus
21

22. Stakeholders
Matrix
Stakeholders
Evaluators
J.
K.
X
G.
H.
X
X
S.
Y.
X
H.
H.
X
R.
M.
L.
J.
X
X
Businessfokus
22

23. Indexfokus
of
the
Compe))veness
Perceived
Jointly
Businessfokus
23
where
z
collects
all
Indexfokus
of
the
Groups

24. The
Indexfokus
graphs:
Businessfokus
24

25. Indexfokus
graph:
The
compe))veness
gaps
Gap in CF 7
Businessfokus
25

26. The
hollows
of
compe))veness
sorted
from
highest
to
lowest
priority
give
us
the
main
factors
on
which
to
act
A
D
B
C
Businessfokus
26

27. Selected
Targets
F7: Labor Market Efficiency
F8: Development of Financial Markets
F12: R + D + i
Businessfokus
27

28. Strategy:
Virtuous
Spiral
“Focus on priorities, act, measure and start again”.
Businessfokus
28

29. Indexfokus
tool
is
already
running.
Businessfokus
29
www.indexfokus.com

30. Businessfokus
30
Thanks