{"id":489,"date":"2017-12-31T21:19:20","date_gmt":"2017-12-31T21:19:20","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=489"},"modified":"2026-04-09T01:28:37","modified_gmt":"2026-04-09T01:28:37","slug":"fruit-thats-ripe-for-non-traditional-disruption-and-how-to-diligence-the-prospect-of-it","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/fruit-thats-ripe-for-non-traditional-disruption-and-how-to-diligence-the-prospect-of-it\/","title":{"rendered":"009: Frutas maduras para la disrupci\u00f3n no tradicional (y c\u00f3mo aprovechar esa posibilidad)"},"content":{"rendered":"

La alianza entre Amazon y Whole Foods est\u00e1 sacudiendo a varias industrias consolidadas: la producci\u00f3n de alimentos, la log\u00edstica y distribuci\u00f3n, el comercio minorista masivo y los supermercados. Desde el anuncio (y hasta hoy), Costco ha perdido 171 TP3T de su valor; Kroger ha bajado 301 TP3T; Sprouts ha bajado 241 TP3T; Wal-Mart sufri\u00f3 un rev\u00e9s, pero parece mantenerse estable.<\/p>\n\n

La decisi\u00f3n de Amazon presenta muchos aspectos fascinantes, y no pocos \u00e1ngulos estrat\u00e9gicos importantes.<\/p>\n\n

Desde la perspectiva de la debida diligencia comercial, esta operaci\u00f3n de USD $13B pone de relieve un riesgo de adquisici\u00f3n que suele pasarse por alto (pero tambi\u00e9n una oportunidad): el riesgo de un nuevo competidor fuerte, que no solo est\u00e1 dispuesto a entrar, sino que est\u00e1 interesado en competir en condiciones muy diferentes. No se trata necesariamente de una historia de \u00e9xito (aunque tiene algunos aspectos similares). Se trata de un caso en el que no solo se implementan cambios t\u00e1cticos en el juego, sino que este nuevo competidor tiene un inter\u00e9s mucho mayor en jugar un juego completamente distinto con resultados muy diferentes.<\/p><\/div>\n\n

\n\n

Como se ha se\u00f1alado desde los primeros momentos de este acuerdo, es obvio que Amazon no est\u00e1 aqu\u00ed para maximizar su flujo de caja libre de deudas ni sus ingresos operativos, medidas que s\u00ed persiguen todas las cadenas de supermercados (y por las que son responsables).<\/p>\n\n

Amazon no se dedica a vender comestibles. Su \u00fanico objetivo es influir en los h\u00e1bitos de consumo diarios de los consumidores. Los comestibles son, sencillamente, uno de los productos b\u00e1sicos m\u00e1s importantes. Cada familia, cada semana, sin excepci\u00f3n.<\/p>\n\n

La empresa de suministro de agua no estaba en venta, y Starbucks ten\u00eda una capitalizaci\u00f3n de mercado de 14.000 millones de d\u00f3lares. Whole Foods ten\u00eda cierto m\u00e9rito.<\/p>\n\n

\u00bfQu\u00e9 implica esta nueva t\u00e1ctica comercial \u2014entrar en un segmento y redefinir las reglas del modelo de negocio\u2014 para los estrategas de capital privado y fusiones y adquisiciones? En primer lugar, es fundamental tomar en serio la posibilidad de este tipo de disrupci\u00f3n. En segundo lugar, hay que considerarla tanto una oportunidad para generar valor como un riesgo (que, de hecho, lo es).<\/p>\n\n

\u00bfCu\u00e1les son las se\u00f1ales a las que debemos prestar atenci\u00f3n (de que esto podr\u00eda suceder)? Con gusto podemos analizar las dem\u00e1s, pero aqu\u00ed hay algunas que sin duda deber\u00eda incorporar a su an\u00e1lisis estrat\u00e9gico:<\/p>\n\n

    \n
  1. \u00bfEs este un sector que vende a una amplia base de usuarios?<\/li>\n\n\n\n
  2. \u00bfLos usuarios son compradores potenciales de servicios o productos ajenos a su negocio actual?<\/li>\n\n\n\n
  3. \u00bfSon fiables los patrones de compra de esta base de usuarios (por ejemplo, como comprar comida en el supermercado)?<\/li>\n\n\n\n
  4. \u00bfSe trata de un sector maduro que no ha experimentado mucha innovaci\u00f3n en la \u00faltima d\u00e9cada?<\/li>\n\n\n\n
  5. \u00bfExisten competidores (que podr\u00edan servir como agentes de cambio de alguna entidad) que tengan...?.
      \n
    • ... \u00bfuna amplia base de clientes leales, o una base de usuarios m\u00e1s peque\u00f1a, pero activa, que act\u00faa como l\u00edderes de opini\u00f3n y promotores (piense en Apple a mediados de la d\u00e9cada de 1990)?<\/li>\n\n\n\n
    • ... atributos espec\u00edficos de su empresa que resultan atractivos y \u00fanicos (por ejemplo, plataforma tecnol\u00f3gica; canal de distribuci\u00f3n; marca subutilizada que posee una historia\/patrimonio \u00fanico y poderoso).<\/li>\n<\/ul><\/li>\n\n\n\n
    • \u00bfHay alg\u00fan actor poderoso ajeno a la industria que...?.
        \n
      • ... \u00bfhan estado jugando en la periferia? (Las primeras versiones de la tienda de m\u00fasica iTunes de Apple dieron una pista bastante clara de lo que estaba por venir... la tienda de m\u00fasica iTunes agreg\u00f3 una pesta\u00f1a de visualizaci\u00f3n que publicaba tr\u00e1ileres de pel\u00edculas durante el primer a\u00f1o de la tienda, y precedi\u00f3 a su entrada en el alquiler de pel\u00edculas y programas de televisi\u00f3n por varios a\u00f1os, pero aun as\u00ed anunciaba su entrada en un juego de medios mucho m\u00e1s amplio?);<\/li>\n\n\n\n
      • ... saben c\u00f3mo ganar dinero de una manera diferente (por ejemplo, Google con la publicidad, de ah\u00ed su disposici\u00f3n a revolucionar el mercado de las suites ofim\u00e1ticas de escritorio, o Apple con la venta de hardware, de ah\u00ed su disposici\u00f3n a revolucionar la industria de los medios de comunicaci\u00f3n, etc.);<\/li>\n\n\n\n
      • ... tienen mucho capital; y<\/li>\n\n\n\n
      • ... \u00bfTienen un historial de innovaci\u00f3n disruptiva y el permiso de los inversores para entrar en nuevos sectores?<\/li>\n<\/ul><\/li>\n<\/ol>\n\n

        Si sumas todos estos factores y obtienes una trama significativa, habr\u00e1s encontrado un elemento interesante sobre el que reflexionar (y que posiblemente puedas intentar aprovechar).<\/p>\n\n

        GRAPH no cree que este riesgo se limite a los grandes mercados masivos. Creemos que esta t\u00e1ctica comercial ganar\u00e1 r\u00e1pidamente protagonismo (ya que ha alcanzado un punto de inflexi\u00f3n y su conocimiento crece a pasos agigantados) y demostrar\u00e1 su eficacia en numerosos sectores. El capital est\u00e1 disponible en abundancia y los creativos comprenden el potencial.<\/p>","protected":false},"excerpt":{"rendered":"

        La alianza entre Amazon y Whole Foods est\u00e1 sin duda revolucionando a m\u00e1s de una industria consolidada: la producci\u00f3n de alimentos, la log\u00edstica y la distribuci\u00f3n, el comercio minorista masivo y los supermercados. Desde el anuncio (y\u2026<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[72,69,71,59,70],"audience":[],"insight-category":[144],"class_list":["post-489","insight","type-insight","status-publish","hentry","topic-business-model","topic-competition","topic-disruptors","topic-new-entrants","topic-resilience-of-the-business","insight-category-competitive-position","author-mark-stein"],"yoast_head":"\n009: Fruit that\u2019s Ripe for Non-traditional Disruption (and how to diligence the prospect of it) - Matters Graph<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mattersgraph.com\/es\/insights\/fruit-thats-ripe-for-non-traditional-disruption-and-how-to-diligence-the-prospect-of-it\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"009: Fruit that\u2019s Ripe for Non-traditional Disruption (and how to diligence the prospect of it) - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"The Amazon Whole Foods tie-up is certainly throwing more than a couple of mature industries for a loop: food production, logistics and distribution, mass-retail and groceries. 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