{"id":527,"date":"2018-12-26T14:51:03","date_gmt":"2018-12-26T14:51:03","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=527"},"modified":"2026-06-16T17:03:10","modified_gmt":"2026-06-16T21:03:10","slug":"observations-on-how-financial-pe-and-strategic-corp-dev-investors-consider-segmentation-opportunities-differently-from-one-another","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/observations-on-how-financial-pe-and-strategic-corp-dev-investors-consider-segmentation-opportunities-differently-from-one-another\/","title":{"rendered":"018: Observaciones sobre c\u00f3mo los inversores financieros (capital privado) y estrat\u00e9gicos (desarrollo corporativo) consideran las oportunidades de segmentaci\u00f3n de manera diferente entre s\u00ed."},"content":{"rendered":"

Al prestar servicios a una amplia gama de clientes, un patr\u00f3n que he observado es el grado en que los grupos de Desarrollo Corporativo m\u00e1s s\u00f3lidos (los "Estrategas") consideran los segmentos de clientes como un medio para la creaci\u00f3n de valor de los activos, y lo hacen de maneras que superan lo que consideran muchas firmas de capital privado.<\/p>\n\n

Los grupos de Desarrollo Corporativo (de primer nivel) se centran m\u00e1s en el tema (de los segmentos de clientes y\/o usuarios) en su tesis de inversi\u00f3n provisional y en su plan de generaci\u00f3n de valor, y plantean tareas de segmentaci\u00f3n m\u00e1s urgentes para nuestro trabajo de diligencia debida.<\/p>\n\n

Sospecho que esta relativa destreza se debe a varios factores, entre ellos la naturaleza m\u00e1s oportunista de gran parte de la actividad de los inversores financieros y la presi\u00f3n por moderar el esfuerzo dedicado a analizar los matices de los mercados. Pero los estrategas tambi\u00e9n suelen tener una experiencia m\u00e1s profunda en el mercado y una base m\u00e1s s\u00f3lida para desarrollar ideas que generen valor, gracias a haber dedicado m\u00e1s tiempo a analizar segmentos espec\u00edficos: su existencia, escala, preferencias, necesidades y comportamientos.<\/p><\/div>\n\n

\n\n

Lo que siempre me sorprende es c\u00f3mo, incluso en los casos en que los miembros del equipo de negociaci\u00f3n de Desarrollo Corporativo tienen poca o ninguna experiencia directa con los clientes, los Estrat\u00e9gicos pueden obtener ventaja. con muy pocas pistas<\/em>. Un l\u00edder de ventas y marketing perspicaz, en unas pocas conversaciones, puede sembrar ideas que se conviertan en oportunidades significativas. Es una ventaja competitiva fant\u00e1stica (la capacidad de an\u00e1lisis de mercado) y una competencia fundamental com\u00fan en muchas grandes empresas. Es una habilidad que se desarrolla al participar en un mercado a largo plazo, luchando por cuota de mercado, crecimiento y precios, y manteniendo a raya a los nuevos competidores.<\/p>\n\n

Aprovechar esta oportunidad es algo que muchas funciones de desarrollo corporativo s\u00f3lidas han institucionalizado como parte de su proceso est\u00e1ndar. Sin embargo, al observar estas conversaciones, nos damos cuenta de la frecuencia con la que surgen ideas acertadas simplemente al incluir este tema en la agenda e impulsar el di\u00e1logo (y, en \u00faltima instancia, la investigaci\u00f3n) al respecto. Adem\u00e1s, es una fuente econ\u00f3mica de generaci\u00f3n de valor, que una firma de capital privado puede replicar en gran medida (siempre que est\u00e9 en la agenda y forme parte de su trabajo habitual).<\/p>\n\n

Entonces, \u00bfcu\u00e1l es exactamente la diferencia que observamos entre los dos grupos y en qu\u00e9 se traduce eso?<\/p>\n\n

En todas las etapas de la debida diligencia, un equipo s\u00f3lido de desarrollo corporativo a menudo inicia un proceso con una tesis de inversi\u00f3n (y un plan provisional de generaci\u00f3n de valor) que incluye oportunidades espec\u00edficas (respaldadas por detalles subyacentes) para:<\/p>\n\n

    \n
  1. Introduzca propuestas de valor mejoradas (basadas en un profundo conocimiento de los comportamientos y circunstancias de los clientes);<\/li>\n\n\n\n
  2. Ampliar los mercados a nuevos grupos de usuarios espec\u00edficos;<\/li>\n\n\n\n
  3. Introducir servicios mejorados para los grupos de usuarios existentes (para aumentar la cuota de mercado o la participaci\u00f3n en el gasto); y<\/li>\n\n\n\n
  4. Analizar las oportunidades de precios en las l\u00edneas de productos, los canales y los segmentos de usuarios finales.<\/li>\n<\/ol>\n\n

    Sorprendentemente, los equipos de Desarrollo Corporativo m\u00e1s s\u00f3lidos no solo aportan un mayor enfoque (en la segmentaci\u00f3n) a las transacciones que se ajustan a una unidad de negocio o plataforma existente, sino que tambi\u00e9n lo aplican a proyectos que crean plataformas completamente nuevas. Del mismo modo, los equipos de Capital Privado que aportan palancas de generaci\u00f3n de valor de segmento de clientes m\u00e1s reflexivas a la tesis son aquellos que:<\/p>\n\n

      \n
    1. Consid\u00e9relo como parte del trabajo est\u00e1ndar para todas las transacciones;<\/li>\n\n\n\n
    2. Realizar m\u00e1s trabajo de mercado en las primeras etapas del proceso; y<\/li>\n\n\n\n
    3. Contar con miembros s\u00e9nior del equipo que provengan de \u00e1reas como marketing o estrategia corporativa.<\/li>\n<\/ol>\n\n

      Hago hincapi\u00e9 en esta palanca de generaci\u00f3n de valor porque es fundamental y se basa en el principio del apalancamiento: determinar c\u00f3mo generar m\u00e1s valor a partir de los activos existentes. Adem\u00e1s, dado el empe\u00f1o de muchas firmas de capital privado por crear valor con nuevas plataformas integradas, analizar los temas clave de segmentaci\u00f3n puede ser crucial para el \u00e9xito. Lo mejor de esta palanca es que, a menudo, solo requiere una peque\u00f1a inversi\u00f3n inicial de recursos y atenci\u00f3n para identificar oportunidades significativas que permitan mejorar el rendimiento y la rentabilidad de las adquisiciones.<\/p>\n\n

      Ahora bien, como observamos en\u00a0p\u00e1gina uno<\/strong>\u00a0de nuestro\u00a0La diligencia es importante<\/a>Kit de herramientas \u2122,\u00a0\u201cCada equipo aplica su propio toque especial, que refleja la filosof\u00eda, el proceso, la ciencia y el arte que distinguen a un inversor de otro\u201d.\u201d<\/em>\u2013 por lo tanto, una mayor consideraci\u00f3n de la segmentaci\u00f3n no formar\u00e1 parte del plan de generaci\u00f3n de valor de todos los inversores.<\/p>","protected":false},"excerpt":{"rendered":"

      Al trabajar con una amplia gama de clientes, un patr\u00f3n que he observado es el grado en que los grupos de Desarrollo Corporativo m\u00e1s s\u00f3lidos (los "Estrategas") consideran los segmentos de clientes como un medio para...<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[53,95,94,97,84],"audience":[],"insight-category":[140],"class_list":["post-527","insight","type-insight","status-publish","hentry","topic-best-practices","topic-customer-segmentation","topic-investigative-research","topic-investment-thesis-development","topic-value-generation","insight-category-value-creation","author-mark-stein"],"yoast_head":"\n018: Observations on How Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another - 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\/observations-on-how-financial-pe-and-strategic-corp-dev-investors-consider-segmentation-opportunities-differently-from-one-another\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"018: Observations on How Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another - 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