Negocios en dificultades implementan planes de emergencia pero descuidan áreas de vital importancia, lo que se conoce como el “síndrome del avestruz” que contribuye más a la pérdida del rumbo y hundimiento del negocio.
El síndrome, que aumenta en épocas de recesión o incertidumbre económica, se caracteriza por rasgos que van de la negación a la postergación de decisiones cruciales y falta de comunicación. “Es negar la realidad, tratar de tapar el sol con un dedo, pretender que todo tome su rumbo sin acciones de por medio”, explica Mario Rizo, Socio de Salles Sainz Grant Thornton.
En tiempos difíciles, los directivos suelen cometer los siguientes errores que conforman el síndrome del avestruz:
1.- Negar la realidad. Si existe una crisis o cambio en la economía y no se han sentido sus efectos eso no significa que no se vayan a sufrir. Debe estarse preparado y consciente de la susceptibilidad del negocio. Así se podrán enfrentar mejor las dificultades aun cuando no hayan afectado de manera directa. ¿La competencia ya fue afectada? ¿Los clientes y proveedores ya sufren de los problemas de los cambios económicos?
2.- No prestar atención a indicadores externos. Dada la dinámica actual de la economía se deben seguir muy de cerca todos los indicadores macroeconómicos que pudieran afectar el negocio, tener presente que en estos tiempos globalizados un país mediterráneo en crisis puede sacudir a un continente y afectar un negocio en el Pacífico mexicano.
Asimismo, se debe estar alerta a las tendencias del mercado, la introducción de nuevos productos y los nuevos hábitos de consumo. ¿Los productos y servicios que ofreces continúan vigentes o agregan valor a los clientes?
3.- Falta de atención a indicadores internos. No solo debe estarse al tanto del exterior, en ocasiones los golpes más duros vienen del interior mismo del negocio. ¿El ritmo de las ventas es el esperado? ¿Han aumentado las cuentas por cobrar? ¿Existe un lento movimiento de inventarios? ¿La liquidez es baja? ¿El margen de utilidad está bajando? Si descuidas estos indicadores la empresa podría enfrentar problemas de liquidez y posiblemente de negocio en marcha.
4.- Delegar decisiones vitales. En momentos difíciles habrá decisiones que no se deben delegar, pues requerirán de un mayor grado de reflexión, pero sobre todo de la atención personal e inclusive de incorporar asesores especializados.
5.- Falta de comunicación. Si bien debe tenerse cuidado con el manejo de la información, es importante que se transmita a los elementos clave y mantenga canales de comunicación con empleados, clientes y proveedores, bancos, accionistas y asesores, para allegarte de información adicional y que puedan enfrentar de manera conjunta los problemas.
6.- No contemplar situaciones alternativas. Deben contemplarse los distintos escenarios a los que podrá enfrentarse el negocio durante y después de las dificultades económicas o cambios, aun cuando no se tenga una crisis. Así deberán plantearse diferentes formas de actuar y enfrentar cada situación.
7.- Falta de cautela. Actuar con precaución, evitar las decisiones desesperadas, pero tomar determinaciones oportunas. No caer en los extremos, es decir, evaluar los riesgos y tomar decisiones en función de los mismos.
8.- No reconsiderar presupuestos y proyectos. Aunque ya se tenga un presupuesto y diferentes proyectos en marcha, deberá replantearse la situación: ¿Cumplirá con el presupuesto a pesar de los cambios que se presentan? ¿Pueden seguir en pie los proyectos en desarrollo? Quizás algunos planes deban esperar. Enfocarse en la situación, reestructurar el presupuesto, reducir los gastos al mínimo y buscar esquemas de financiamiento con los proveedores y bancos para que pueda enfrentar eventuales dificultades de pago por parte de los clientes.
9.- Hacer recortes de personal, inversiones y gastos. Generalmente en tiempos difíciles, se toma las decisiones de recortar el personal, inversiones y gastos, principalmente los de publicidad, ventas, marketing, asesoría y capacitación, sin ningún análisis previo y sin considerar que en muchas ocasiones son los generadores de los ingresos que a su vez generan las utilidades de las empresas.
Redacción Pymempresario
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