4 key factors to achieve profitable growth


The main advantage that a company must have over its competitors is focus, that is, dedicating itself to a market segment and serving it as no one else can. However, a common mistake in your intention to grow is when you go after new customers or launch products without having a clear focus. An executive must select segments in which he can really make a difference, that allow him to grow and create relevant, differentiated and executable value propositions.

You should always ask: What challenges, constraints and risks do we have to grow profitably in those segments? The answers must be transformed into the company’s strategy, its approach and actions


A competition is the ability of a company to be better than the rest. What the entrepreneur must understand is what his key business activities are and invest in that: practices, people, technology. It should be very clear to any executive that companies do not compete with their products or services but with the skills they have in relation to their competitors. That is the true source of competitiveness. Copying a product is relatively easy; replicate a competition, no.


Management refers to the basic administrative cycle of planning, deciding, verifying and acting, which if not done efficiently, will have serious consequences for the company. The task is to create management mechanisms that the organization can replicate. It is a fundamental and unremarkable task that requires perseverance and detail. Because it is so simple, many executives do not carry it out and leave gaps in the management of the company, through which profitability escapes. This results in excess or obsolescence of inventories, higher costs, late recovery of the portfolio, among others, which in the end result in profitability and / or flow problems.


Talent is the most important and critical issue for the company to develop. Understand what is required for key positions, have competent people, not necessarily with a lot of preparation and experience, but with aspirations and skills for the tasks of the position. An executive cannot be the todologist; he becomes the restriction of the company and a prisoner of his own creation. There is no way to overcome this other than through the right people and, in many cases, better than the executive himself for the position that is assigned to him. The main asset of an entrepreneur is the people with the capacity to grow professionally together with the company, who receive a fair remuneration and the required training.

The main task of an executive is to create a company that has the capacity to do business; his attention should be on this. There is no hidden science; achieving this requires discipline around these four dimensions. The scarce resource is having executives who are willing to develop those disciplines and, in the process, discipline themselves.