Notas | Notas Julio - 2005 | THE RESPONSIBILITIES OF A LEADER. The importance of ACA International as leader of our visions

I2CREDIT Nº 35

THE RESPONSIBILITIES OF A LEADER. The importance of ACA International as leader of our visions

THE RESPONSIBILITIES OF A LEADER. The importance of ACA International as leader of our visions Corporate history is replete in challenges, successes and failures. One of the most important reasons for failure has been the lack of ability to adapt to the signs of the times. The only thing constant is change, and giving this up means giving up on the future.

Por: Pablo Andrés Salamone, MCE President & CEO of CMS � Credit Management Solutions

Campbell Soup Company went through a difficult transition with its old-fashioned tin can, an anachronism of its time, and took a 180-degree turn to satisfy a new consumer market that demanded more condimented flavors. Kids demanded products that were different from classic soups. Gordon McGover was the marketing genious who divided the company into 50 divisions and in five years launched 334 products for 10 of the newly successful brands. If the change hadn�t been made when it was, his company wouldn�t have made it. This confirms that yesterday�s solutions may be today�s errors. If Campbell had stuck to its success in the past, it wouldn�t be around today.

The principle of adaptability, that capacity that every company should have to quickly adjust to new and changing circumstances, is an intangible asset of high value. It was Charles Darwin, a naturalist from the 19th century, who with his theory of evolution made us conscious of the fact that only the fittest survive. Through his acute observation, he was able to realize that only those species that were able to adapt to an ever-changing environment survived.

A leader is a person capable of guiding when there�s slippery soil, serious crises, and limited visibility, a person who projects his/her vision to make his/her team�s dreams a reality. The secret of a leader is to capture the enthusiasm, loyalty, iniciative and devotion of his/her subordinates, all the while being up-to-date on pertinent changes.

A leader should have both vision and administrative capacity, generating ideas and administrating correctly in order to carry them out. Being a leader and an administrator must go together.

Since 1939 ACAI has demonstrated that it has the undisputed role and vision of leadership in the Credit & Collection industry, and it has also demonstrated that it can make these come true through the passage of time, and along with the help of the professionals that have participated in it.

With the passage of time, the initial challenge of our association has changed. Facing a globalized world and advances in international comerse, ACA is giving special importance to developing the association to provide support for and added importance to its international members. This is even shown in the changing of its own name: ACA International.

The particular nuances of each country make it impossible for a �one size fits all� product, but we can put all our efforts into creating a knowledge base and services from which specific, concrete actions can be made. It is very important that every one of us, as international members, actively participate and make the international directors aware of each area and any special services or actions expected of ACA Interanational.

In each country there are different realities. Some regions need to constantly update their resources due to an increasingly comlex situation, certify processes and be up-to-date on the latest developments in our industry. There are countries and regions that don�t have associations that unite the members of the industry or direct their agencies� efforts. Other places have associations, but of little influence. This increases the need for a leader who guides them and leads the way.

That responsibility of leadership belongs to ACA International, which provides services and advice which absolutely every region can take advantage of, as part of a great network of friends and contacts that ACAI provides. This permits each one of our organizations to more easily reach its goals.

That�s what it�s all about: being part of a big family that unites us and shows us the way, to help make each of our dreams a reality.

�Belonging has its privileges� and through the establishment of the International Unit our international members will start to feel more and more identified with the role and actions of ACA International.

P.S. Speaking of family and leaders, I would like to especially thank our friend Matt Mc Gratt for his complete and unconditional support; Matt is an undisputed leader in our association and an example to imitate for those of us who have a little less experience in the field.

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I2CREDIT Nº 35

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Dos de cada tres empresarios que admiten que necesitarán tomar crédito en los próximos meses, ya sea para expandirse, renovar equipos o financiar capital de trabajo, sólo se muestran dispuestos a hacerlo si logran captar esos fondos a tasa fija, es decir, mediante mecanismos que los pongan a salvo de probables sorpresas.

Por: Publicado en el Diario La Nación, 03/06/2005

India: Unilever aprovecha el microcrédito para llegar a nuevos consumidores en India

India: Unilever aprovecha el microcrédito para llegar a nuevos consumidores en India Todas las mañanas, Sarjoni Nandyala pone unas pocas barras de jabón Lifebuoy, de Unilever PLC, y varias unidades del champú Clinic en una bolsa y sale a venderlos a sus vecinos en esta polvorienta aldea agrícola del sudeste de India.

Para Nandyala, que obtuvo un préstamo de US$ 200 de una agencia gubernamental de micropréstamos para empezar su negocio, el trabajo es desafiante y las ganancias modestas, US$ 16 al mes como promedio.

Por: Cris Prystay Redactor, The Wall Street Journal

Estrategia: La amenaza del que vende barato

Estrategia: La amenaza del que vende barato Cuando menos se lo esperan, los referentes de una industria pueden enfrentar el desafío de competidores low-end, que se mueven en el extremo más bajo de los precios ofreciendo productos prácticamente similares.
Para bajar sus costos, estos competidores suelen reducir algún beneficio en la funcionalidad del producto o en
la conveniencia de la compra. Por la estrategia que adoptan, se los puede clasificar en cuatro categorías: strippers, depredadores, reformadores y transformadores. Las principales alternativas
estratégicas para hacerles frente son: aguantar a pie firme (ignorando el desafío, bloqueándolo, o adquiriendo al
competidor low-end), o reforzar la propuesta de valor (agregando puntos de precio, aumentando los
beneficios o bajando los precios).

Por: Publicado en www.Intermanagers.com

El Cobrador está condenado al éxito

El Cobrador está condenado al éxito Los vendedores dicen mas o menos esto: Cobrar siempre se cobra, lo difícil es vender. Siempre le digo a los participantes de mis talleres esta frase real, que un vendedor me dijo en una oportunidad.

Por: Dr. Eduardo Jorge Buero Disertante internacional y especialista en gestión de cobranzas

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