The magnitude of the challenges faced by an Argentine SME is often not consistent with its size. Those who know the SME world and the daily reality of the same, know that small companies require extremely special skills from their drivers to keep the business afloat in the first place, and then make it grow. Although we present these 2 instances as sequential, many times they are part of the same plan, since it could happen that not growing implies being out of the game in the not too distant future.
We are going to refer in particular to those companies whose position in the value chain, whether industrial or services, makes them interact on both sides with large Industry wise email list companies as suppliers and customers. Said positioning gives them low bargaining power and therefore very little room for action to adjust the business equation via prices, whether buying or selling. Therefore, the strategic opportunity for these companies lies in the internal efficiencies that they can achieve on their operations -in particular- and on their processes in general.
If we review the history of many of these companies chronologically, we notice that they began with the personal work of the entrepreneurs, surrounding themselves at the beginning by a few highly trusted people. As the business grows hand in hand with sales, a period of staff incorporation begins in a more massive and less personalized way. At this point, the management of the company makes some organizational decisions, which basically focus on an informal distribution of responsibilities and responsibilities, giving leadership positions to the initial collaborators.