{"id":512,"date":"2018-12-22T22:17:13","date_gmt":"2018-12-22T22:17:13","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=512"},"modified":"2026-04-09T01:30:56","modified_gmt":"2026-04-09T01:30:56","slug":"discovering-repeatable-growth-in-your-diligence","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/discovering-repeatable-growth-in-your-diligence\/","title":{"rendered":"014: Descubriendo un crecimiento repetible en su diligencia"},"content":{"rendered":"

A lo largo de los a\u00f1os, he escuchado a varios profesionales de fusiones y adquisiciones decir: \u201cNo financiamos esperanzas ni sue\u00f1os\u201d,\u201d <\/em>con lo que se refieren a las nuevas t\u00e1cticas propuestas, pero no probadas, por la Direcci\u00f3n (y sus banqueros). Lo que no se discute tan a menudo son las nuevas t\u00e1cticas que se han probado\u2026 pero que est\u00e1n destinadas a funcionar solo una vez. Estas t\u00e1cticas son lo que llamamos estimulantes de crecimiento irrepetibles, EGR (o simplemente, \u201c\u00a1Uf!<\/em>\u201d).<\/p>\n\n

Hemos visto c\u00f3mo m\u00faltiples acuerdos necesitan ser renegociados en la recta final cuando la debida diligencia comercial (CDD) descubre imprevistos. \u00a1Uf!<\/em>. Por ejemplo, la presentaci\u00f3n de la gerencia podr\u00eda resaltar el crecimiento reciente en un segmento del negocio y citar un "nuevo programa de ventas". Sesenta diapositivas despu\u00e9s, nos enteramos de que el crecimiento asociado con ese "nuevo programa de ventas" es casi totalmente atribuible a una sola cuenta de cliente nueva e importante. \u00bfEs esto un punto de inflexi\u00f3n en el crecimiento de la empresa, o simplemente una victoria extraordinaria y oportuna con un solo cliente? En resumen, \u00bfes un crecimiento repetible o un puaj<\/em>?<\/p><\/div>\n\n

\n\n

La lista de diferentes\u00a0\u00a1Uf!<\/em>\u00a0Lo que hemos visto es variado y extenso:<\/span><\/h2>\n\n
    \n
  1. Mandatos de canal (por ejemplo, Walmart exige a sus CPG que hagan X) en el sector de bienes de consumo.<\/li>\n\n\n\n
  2. Cambios regulatorios en los mercados industriales y sanitarios.<\/li>\n\n\n\n
  3. Aumento de precios en cualquier mercado competitivo<\/li>\n\n\n\n
  4. Grandes logros con clientes en el sector de componentes.<\/li>\n\n\n\n
  5. Grandes empresas ganan clientes en el sector del software y los servicios empresariales, y en particular empresas que tradicionalmente han tenido \u00e9xito con clientes peque\u00f1os, pero que logran conseguir una cuenta empresarial.<\/li>\n\n\n\n
  6. Grandes logros en canales o socios en el sector minorista o tecnol\u00f3gico.<\/li>\n\n\n\n
  7. Nuevas tecnolog\u00edas en bienes de capital para el sector sanitario.<\/li>\n\n\n\n
  8. Cambios tecnol\u00f3gicos puntuales \/ nuevas regulaciones en tecnolog\u00eda industrial<\/li>\n<\/ol>\n\n

    Estos son solo algunos de los \u00a1Uf!<\/em> Como hemos visto, algunas de las estrategias anteriores han demostrado ser repetibles en ocasiones. Dado que la diferencia entre un crecimiento repetible y uno irrepetible puede ser crucial, hemos reflexionado mucho sobre qu\u00e9 indicios sugieren que una t\u00e1ctica es repetible.<\/p>\n\n

    Las t\u00e1cticas repetibles tienden a compartir todas las siguientes caracter\u00edsticas:<\/strong><\/em><\/p>\n\n

      \n
    1. han demostrado su eficacia con un peque\u00f1o n\u00famero de clientes, pero no han afectado a toda la base; y<\/strong><\/em><\/li>\n\n\n\n
    2. alinearse con un \u00e1rea en la que la empresa objetivo tenga una fortaleza demostrable; y<\/strong><\/em><\/li>\n\n\n\n
    3. Aumenta la probabilidad de \u00e9xito con cada intento.<\/strong><\/em><\/li>\n<\/ol>\n\n

      La mayor\u00eda de las ofertas tienen algunas \u00a1Uf! <\/em>En ellos, la pregunta es cu\u00e1ntos y de qu\u00e9 tama\u00f1o. Este es un punto clave donde la debida diligencia comercial se diferencia de la debida diligencia financiera. Esta \u00faltima es \u00fatil para identificar si la gerencia ha ejecutado los planes hasta la fecha, pero solo la debida diligencia comercial busca analizar qu\u00e9 elementos del desempe\u00f1o pasado podr\u00edan predecir el futuro.<\/p>\n\n

      La pregunta fundamental que sugiere si un desempe\u00f1o pasado es repetible es:<\/strong><\/em><\/p>\n\n

      \u00bfExisten en otros clientes no atendidos las mismas motivaciones que han hecho que este est\u00edmulo de crecimiento tenga \u00e9xito hasta la fecha? \u00bfPuede la empresa ganarse el "derecho" a abordar esas motivaciones?<\/strong><\/em><\/p>\n\n

      Puedes usar el diagn\u00f3stico r\u00e1pido de t\u00e1cticas repetibles anterior como una verificaci\u00f3n inicial de cordura, y si crees que podr\u00edas haber detectado una puaj<\/em>, Entonces, es hora de arremangarse y profundizar en la investigaci\u00f3n de la cuesti\u00f3n central.<\/p>\n\n

      Cuando vemos un acuerdo con un punto de inflexi\u00f3n de crecimiento reciente, buscamos \u00a1Uf!<\/em>. Para cada potencial puaj<\/em>, Investigamos su repetibilidad. La buena noticia es que, en ocasiones, la investigaci\u00f3n sugiere maneras de modificar un programa para mejorar su repetibilidad y convertirlo en una herramienta poderosa dentro del plan de generaci\u00f3n de valor necesario para ganar y cerrar el trato.<\/p>","protected":false},"excerpt":{"rendered":"

      A lo largo de los a\u00f1os, he escuchado a muchos profesionales de fusiones y adquisiciones decir: \u201cNo financiamos ilusiones ni sue\u00f1os\u201d, refiri\u00e9ndose a las nuevas t\u00e1cticas propuestas, pero no probadas, por la direcci\u00f3n (y sus banqueros). \u00bfQu\u00e9...?<\/p>","protected":false},"author":[82],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[83,92,90,50,89],"audience":[],"insight-category":[145],"class_list":["post-512","insight","type-insight","status-publish","hentry","topic-customer-loyalty","topic-customer-use-cases","topic-drivers-strengths-of-demand","topic-growth-rates","topic-market-conditions","insight-category-drivers-of-choice","author-jeff-merkle"],"yoast_head":"\n014: Discovering Repeatable Growth in your Diligence - 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\/discovering-repeatable-growth-in-your-diligence\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"014: Discovering Repeatable Growth in your Diligence - Matters Graph\" \/>\n<meta property=\"og:description\" content=\"Over the years, I have heard multiple M&A professionals say \u201cwe don\u2019t underwrite hopes and dreams,\u201d by which they mean new tactics proposed, but not tested, by Management (and their bankers). 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