Self-management evaluation by small-enterprises and micro-enterprises: exploratory study

Objeto: Conocer sus usos y costumbres sobre la planificación, la obtención de la información y el control de gestión de la micro y pequeña empresa catalana. Diseño/metodología: Se desarrollaron cuatro talleres de trabajo, organizados por instituciones relacionadas con empresas catalanas, donde participaron 70 empresarios de la micro y pequeña empresa. El modelo que se utilizó para trabajar en los talleres fue el modelo canvas. Aportaciones y resultados: La principal aportación es la utilización del lienzo de canvas como herramienta de auto diagnosis para micro y pequeñas empresas, lo cual nos ha permitido conocer cuál es la realidad de este tipo de empresas respecto a la gestión, destacándose la necesidad de tener una visión global de la empresa; la necesidad de fomentar la relación con el exterior y el desconocimiento de las relaciones entre áreas clave. Asimismo, los participantes conocen la importancia de disponer de información de gestión. Limitaciones: Los talleres de trabajo fueron dirigidos a personas que tienen contacto y participan de las instituciones en los cuales se realizaron. Implicaciones prácticas: Brinda un marco conceptual para que el empresario pueda realizar un diagnóstico sobre su modelo de negocio y como lo gestiona. Asimismo, permite conocer las prácticas de gestión de la micro y pequeña empresa para en un futuro diseñar un sistema de control de gestión adaptado a esta tipología de empresas. Implicaciones sociales: Los resultados del estudio sirven como diagnóstico sobre la realidad de las pequeñas y micro empresas, el cual puede ser utilizado para diseñar herramientas y programas que le sean útiles para su desarrollo y su supervivencia. Valor añadido: Para las asociaciones cuyo objeto es fomentar el desarrollo de la micro y pequeña empresa, el diagnóstico de la realidad de estas empresas. Para los empresarios individuales, el modelo de auto diagnóstico y para los académicos el estudio exploratorio para elaborar un sistema de control aplicable a la realidad de la micro y pequeña empresa.Purpose: To know what their habits and customs on planning, developing, information management and control of micro and small enterprises in Catalonia Design/methodology/approach: Four workshops involving 70 people from micro and small companies were carried out. The workshops were organized by institutions related to Catalan companies. The model used in the workshops was the canvas model Findings and Originality/value: The main contribution is the use of canvas as auto diagnostic tool for micro and small businesses, which has allowed us to know which is the reality of this type of business regarding management, highlighting the necessity to have an overview of the company, the necessity to foster the relationship with the external forces, and the lack of relations between key areas. Participants also know the importance of management information Research limitations/implications: The workshops were aimed at people who have contact and participate in the institutions which were performed Practical implications: This research provides a conceptual framework for the companies’ owner to make a diagnosis on your business model and how it is managed. It also allows management practices from the micro and small enterprises, to design a management control system adapted to this type of company Social implications: The results serve as a diagnostic study on the reality of small and micro enterprises, which can be used to design tools and programs that are useful for their development and survival. Originality/value: For the participants Associations aims to promote the development of micro and small enterprises, the diagnosis of the reality of these companies. For the management people, the self-diagnostic tool and for the academic community the exploratory study would allow developing a control system applicable to the reality of the micro and small enterprises.Peer Reviewe

A implantação do quadro de comando integral no setor agroalimentar: o caso do grupo alimentar guissona

The Guissona Food Group (located in the province of Lleida in Spain), was born with a strategic vision that has led it to position itself with remarkable success in the market. It has also implemented several management tools that have enabled the company to develop, adapt and grow for more than 50 years. This article discusses the implementation of a Balanced Scorecard (BSC) to monitor the aforementioned strategy. It is suggested to implement this particular tool, since it is the fifth most used management tool in the world according to the biannual study conducted by Bain & Company (Rigby & Bilodeau, 2013). BSC's proposal contained in this study includes 27 indicators, ranked the 4 perspectives proposed in the BSC.El Grupo Alimentario Guissona (ubicado en la provincia de Lleida en España), nació con una visión estratégica que le ha llevado a posicionarse con notable éxito en el mercado. Así mismo ha implementado diversas herramientas de gestión que le han permitido desarrollarse, adaptarse y crecer durante más de 50 años. El presente artículo plantea la implantación de un Cuadro de Mando Integral (CMI) para poder monitorear la referida estrategia. Se sugiere implementar esta herramienta concreta, ya que es la quinta herramienta de gestión más utilizada en el mundo según el estudio bianual que realiza Bain & Company (Rigby & Bilodeau, 2013). La propuesta de CMI contenida en el presente estudio incluye 27 indicadores, clasificados en las 4 perspectivas propuestas en el CMI.O Grupo Alimentar Guissona (localizado na província de Lleida em Espanha) nasceu com uma visão estratégica que o levou a se posicionar com notável sucesso no mercado. Desta maneira tem implementado diversas ferramentas de gerenciamento que lhe permitiram se desenvolver, se adaptar e crescer durante mais de 50 anos. O presente artigo propõe a implantação de um Quadro de Comando Integral (CMI, por sua sigla em espanhol) para poder monitorar a referida estratégia. Sugere-se implementar esta ferramenta concreta, visto que é a quinta ferramenta de gerenciamento mais utilizada no mundo segundo o estudo bianual que realiza Bain & Company (Rigby & Bilodeau, 2013). A proposta de CMI contida no presente estudo inclui 27 indicadores, classificados em 4 perspectivas propostas

Análisis comparativo de centrales de compras cooperativas: problemas y soluciones

El objetivo del estudio consiste en identificar los problemas a los que se han enfrentado las centrales de compras cooperativas en las diferentes etapas de su ciclo de vida. La metodología utilizada es el estudio de casos. El muestreo son dos casos específicos que son escogidos por ser reveladores y ejemplos extremos. Por un lado, la CCFACC, una incipiente central de compras cooperativa argentina, y, por el otro, la Coop Italia, un modelo con amplia trayectoria en el mercado, con resultados comprobados y con proyecciones de mayor crecimiento. Además, resulta interesante que cada uno de los casos se ubica contextos y continentes diferentes. La identificación de los problemas de las centrales de compras cooperativas diferenciados por etapa del ciclo de vida, así como las formas de solucionarlos, en caso de encontrarlas, aportan a mejorar el desempeño del movimiento cooperativo. Se identifican claramente los problemas que sufren las centrales de compras cooperativas con el fin de poder conocerlos y tomar acciones para evitarlos en el caso de una nueva experiencia. El presente trabajo ha aportado a la bibliografía el estudio de dos casos de centrales de compras cooperativas situadas en contextos diferentes y en distintas fases del ciclo de vida, distinguiendo los problemas enfrentados y las formas de solucionarlos

Auto evaluación de la gestión por parte de pequeñas empresas y microempresas: estudio exploratorio

Purpose: To know what their habits and customs on planning, developing, information management and control of micro and small enterprises in Catalonia Design/methodology/approach: Four workshops involving 70 people from micro and small companies were carried out. The workshops were organized by institutions related to Catalan companies. The model used in the workshops was the canvas model Findings and Originality/value: The main contribution is the use of canvas as auto diagnostic tool for micro and small businesses, which has allowed us to know which is the reality of this type of business regarding management, highlighting the necessity to have an overview of the company, the necessity to foster the relationship with the external forces, and the lack of relations between key areas. Participants also know the importance of management information Research limitations/implications: The workshops were aimed at people who have contact and participate in the institutions which were performed Practical implications: This research provides a conceptual framework for the companies’ owner to make a diagnosis on your business model and how it is managed. It also allows management practices from the micro and small enterprises, to design a management control system adapted to this type of company Social implications: The results serve as a diagnostic study on the reality of small and micro enterprises, which can be used to design tools and programs that are useful for their development and survival. Originality/value: For the participants Associations aims to promote the development of micro and small enterprises, the diagnosis of the reality of these companies. For the management people, the self-diagnostic tool and for the academic community the exploratory study would allow developing a control system applicable to the reality of the micro and small enterprises

A implantação do quadro de comando integral no setor agroalimentar: o caso do grupo alimentar guissona

The Guissona Food Group (located in the province of Lleida in Spain), was born with a strategic vision that has led it to position itself with remarkable success in the market. It has also implemented several management tools that have enabled the company to develop, adapt and grow for more than 50 years. This article discusses the implementation of a Balanced Scorecard (BSC) to monitor the aforementioned strategy. It is suggested to implement this particular tool, since it is the fifth most used management tool in the world according to the biannual study conducted by Bain & Company (Rigby & Bilodeau, 2013). BSC's proposal contained in this study includes 27 indicators, ranked the 4 perspectives proposed in the BSC.El Grupo Alimentario Guissona (ubicado en la provincia de Lleida en España), nació con una visión estratégica que le ha llevado a posicionarse con notable éxito en el mercado. Así mismo ha implementado diversas herramientas de gestión que le han permitido desarrollarse, adaptarse y crecer durante más de 50 años. El presente artículo plantea la implantación de un Cuadro de Mando Integral (CMI) para poder monitorear la referida estrategia. Se sugiere implementar esta herramienta concreta, ya que es la quinta herramienta de gestión más utilizada en el mundo según el estudio bianual que realiza Bain & Company (Rigby & Bilodeau, 2013). La propuesta de CMI contenida en el presente estudio incluye 27 indicadores, clasificados en las 4 perspectivas propuestas en el CMI.O Grupo Alimentar Guissona (localizado na província de Lleida em Espanha) nasceu com uma visão estratégica que o levou a se posicionar com notável sucesso no mercado. Desta maneira tem implementado diversas ferramentas de gerenciamento que lhe permitiram se desenvolver, se adaptar e crescer durante mais de 50 anos. O presente artigo propõe a implantação de um Quadro de Comando Integral (CMI, por sua sigla em espanhol) para poder monitorar a referida estratégia. Sugere-se implementar esta ferramenta concreta, visto que é a quinta ferramenta de gerenciamento mais utilizada no mundo segundo o estudo bianual que realiza Bain & Company (Rigby & Bilodeau, 2013). A proposta de CMI contida no presente estudo inclui 27 indicadores, classificados em 4 perspectivas propostas

Self-management evaluation by small-enterprises and micro-enterprises: Exploratory study

<p><strong>Purpose:</strong> To know what their habits and customs on planning, developing, information management and control of micro and small enterprises in Catalonia</p> <p><strong>Design/methodology/approach:</strong> Four workshops involving 70 people from micro and small companies were carried out. The workshops were organized by institutions related to Catalan companies. The model used in the workshops was the canvas model</p> <p><strong>Findings and Originality/value:</strong> The main contribution is the use of canvas as auto diagnostic tool for micro and small businesses, which has allowed us to know which is the reality of this type of business regarding management, highlighting the necessity to have an overview of the company, the necessity to foster the relationship with the external forces, and the lack of relations between key areas. Participants also know the importance of management information</p> <p><strong>Research limitations/implications:</strong> The workshops were aimed at people who have contact and participate in the institutions which were performed</p> <p><strong>Practical implications:</strong> This research provides a conceptual framework for the companies’ owner to make a diagnosis on your business model and how it is managed. It also allows management practices from the micro and small enterprises, to design a management control system adapted to this type of company</p> <p><strong>Social implications:</strong> The results serve as a diagnostic study on the reality of small and micro enterprises, which can be used to design tools and programs that are useful for their development and survival.</p> <p><strong>Originality/value:</strong> For the participants Associations aims to promote the development of micro and small enterprises, the diagnosis of the reality of these companies. For the management people, the self-diagnostic tool and for the academic community the exploratory study would allow developing a control system applicable to the reality of the micro and small enterprises.</p