Even if an enterprise can overcome the obstacles of his early life, it is difficult make the jump to a large company. Some do so … How do they do? What are the steps to a successful business?
Grow from a modest beginning is not easy. Most enterprises do not exceed the first two years of life, and even if it does, the retention time does not necessarily imply the growth and consolidation.
The mortality rate is higher among small projects with limited funding, lack qualified human resources and few management tools.
However, some companies tear precariously like warehouses, neighborhood cafes, small boutiques or “empresitas” service, and then go find a development path that usually follows these steps:
The start-up. The start of a small business usually occurs without much planning, by necessity or by detecting an opportunity. In some cases, this beginning is informal, parallel to other activities without long-term prospects.
The market adjustment and survival. With the business already in operation, is better understood the needs of customers and an adaptation that allows the survival occurs. The system of “trial and error” is training entrepreneurs.
Usually, some regular customers allow entrepreneurship remains active, with ups and downs from the crises and good times in the market. This stage can last several months or years.
Detection of new opportunities and growth leap. Some businesses remain until the opportunity comes to an end, in many cases, meaning a slow decline until decommissioning. This can occur for the entry of new competitors, the output of the entrepreneur or product obsolescence or services.
However, in other cases entrepreneurs rely on the core business to continue to grow, hitting a qualitative leap. This jump may involve a complete reinvention, with changes in the type of product, customers or even the concept of the business itself.
Thus, Argentine companies as Cardon, Caro Cuore Havanna or ceased to be small and local to become major players in their markets.
Professionalisation. New challenges and complexities that usually can no longer be handled exclusively with the founding group or your family when the company hits the leap of growth, arise.
So, consolidation is always in the hands of the recruitment of professionals at all levels, and structuring the company to stand in the new competitive step. Microsoft and Starbucks are some of the international companies that started small and able to grow.
In Argentina, cases like Los Grobo or Arcor show that it is possible to start locally and expand into an international company.