Tag Archives: entrepreneur

CÓMO LA LECHERA DESPIERTA LA MOTIVACIÓN

9 May

(Y no es cuento)

 Por Consuelo López Llopis

www. comonocomunicacion.es

¿Quién no conoce el cuento de “La lechera”? Aquella mujercita que iba soñando con su cántara de leche mientras iba al mercado y que volvió a la realidad cuando se rompió. En los tiempos que vivimos, casi todos estamos en su piel. Especialmente los emprendedores, que piensan en un proyecto de futuro….pero luego algo o alguien los devuelve a la realidad (falta de dinero, las trabas administrativas, etc.) y se queda sólo en el intento.

Sin embargo, mirado desde otra perspectiva “La lechera” puede despertar una nueva forma de pensar sobre el modelo de negocio.  Con ella, los asistentes de los Talleres Diseña tu Perfil Profesional, que organiza COMONO, se animan a descubrir sus habilidades y que pueden cubrir las necesidades de su cliente, incluso una novedosa proyección de su propio perfil profesional.

El Taller Diseña Tu Perfil Profesional intenta ser el empujón para aspirantes a emprendedores que desean alcanzar aquella idea empresarial que tienen en mente. A través de “La lechera”, rompen el hielo viendo los recursos, las necesidades, productos y clientes para iniciar un negocio. Aprenden que la propuesta de valor es lo que hace interesante el perfil profesional, qué es lo que sé hacer y cómo lo puedo ofrecer.

la lechera

(fuente: Internet)

El uso de este cuento  ayuda a tomar acción como hacen los ganadores, no a seguir soñando hasta que se rompe el cántaro. Es curioso cómo un cuento, tan real y actual, demuestra que tener una idea y dejarla en mente, no vale, sino que hay que expresar y ¡como nó! ponerla en práctica. En los talleres impartidos, “La lechera” inicia el viaje a la motivación, despertando la ilusión desarrollando diferentes propuestas y recursos, ofreciendo una contribución a la sociedad.

Y todo ello conociendo  las necesidades y limitaciones y convirtiéndolas en oportunidades de negocio. “La lechera” nos ayuda a reflexionar sobre el cliente y a entender  sus necesidades. Y siempre, enfocando esa oportunidad,  a resultados  dándolos a conocer con una adecuada comunicación.

“La lechera”, ayuda a unir lo tradicional con la innovación, con absoluta armonía y naturalidad. Su éxito viene determinado por su actuación en el mercado y por lo que los usuarios opinan sobre ella, pero lo que realmente repercute en su prestigio es la imagen que transmite.

Así que…

“En realidades ciertas os podéis confiar, más de las fantasías os debéis alejar”

Don Juan Manuel (s. XIV)

Design of Professional Profiles for entrepreneurs

23 Abr

By Ignacio Pérez Alcázar

www. comonocomunicacion.es

COMONO Comunicacion’s core business is Business Communication and Dissemination for Enterprises. Our headquarter is in Malaga, Spain. We innovate in the way we work with companies. We work on the key business message through ideation and design processes. This is based on the identification of the customers’ needs and expectations and the efficiency and effectiveness of the channels. However, I found a true personal motivation on coaching entrepreneurs; in order to help them to grow, to show them a different way to think, instead of dying diving in a traditional business plan, or even a traditional introduction letter.

Last Thursday, on 18th of April we gave the fifth workshop on professional profiles design for entrepreneurs in a rural village of Malaga called Pizarra.

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For an entrepreneur, the professional profile is the set of abilities, knowledge, experience, and personal resources that can serve to offer a solution to a demand in a business context. When someone is willing to pay some money for it, then we can talk about a value proposition in the same context of business and entrepreneurship.

I could start defining what is innovation in this context. Instead of that I can offer a vision about the individual and collective processes of innovation.

I remember a twitter chat I hold with a surgeon in charge of the innovation Department of a Hospital in Madrid, about the amount of consultancy companies willing to manager their innovation process. We agreed that before managing an innovation process we should be able to generate the ideas or the project that should be managed.

Moving back to the workshops, I spotted in all the attendants a common characteristic: the difficulty of organizing their ideas, and even, making some order in their ideas. This is the first step of an innovation process for entrepreneurs.

Therefore the workshops have to use facilitation tools both individual and collective so that the ideas flow naturally. The attendants learn to write them down. Yes, write them down, because this is the way the thoughts flow naturally, idea after idea, and they get structured. These tools, used in the workshops, will be devoted to help the attendants, the future entrepreneurs, provide the trigger questions and organize the ideas.

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The innovation of this process is in the facilitation tools we use to generate an ideation process. It is conducted through the envisioning of the customers’ needs as centre of the innovation and how to envision a solution for such needs and to provision a structure of thoughts or even a mechanism to let their ideas flow.

After the workshop, the attendants learned to work on their abilities and market’s or employers’ needs, in order to generate their value proposition and their professional profile, and then a proper business hypothesis.

Puedes ver esta publicación también en: http://blogit.mikkeliamk.fi/kinos/2013/04/22/design-of-professional-profiles-for-entrepreneurs/

KINOS – La educación y la innovación conocimientos proyecto de desarrollo tiene como objetivo desarrollar la innovación educativa know-how, así como para modelar las instituciones educativas que participan en el modelo de innovación. El director del proyecto es la Universidad de Ciencias Aplicadas de Mikkeli y mentores son ESEDU, Universidad de Helsinki, Ruralia Instituto, Centro de Pequeños Negocios de la Universidad de Aalto y el Folk High School Otava. El proyecto está financiado por el Fondo Social Europeo. En este blog, la innovación involucrado en e interesados en el recurso compartido sus ideas y experiencias.

Opportunity for SME and Entrepreneurs in LLabs and Social Spaces of Research and Innovation

17 Jul

Social Spaces for research and Innovation (SSRI)

By Ignacio Pérez Alcázar

www. comonocomunicacion.es

For those familiar with the Social Spaces of Research and Innovation (SSRI), they are spaces where testing initial business hypotheses on the market, and even gathering real needs, which can become opportunities –in reality a need doesn’t become into an opportunity until it is expressed as a value proposition in the context of a business model.

The SSRI provides relevant information on the market a small business owner or entrepreneur can tap on to define its value proposition, pivoting on the client-user. Thus, the entity that manages an SSRI may provide the information you really need the entrepreneur to transform it into an opportunity. By analogy, in Social Innovation Spaces are rough diamonds, polished-the entrepreneur with the right tools to turn it into a diamond, which is the business opportunity.

As an entrepreneur, what I really need (1) is to know the customer and competition, hence, the market. I need to know what are the market needs and to state them in terms of outcomes for my client: work you they need to be done, outcomes they have to get, or limitations that must be overcome (What Customers Want, A.W. Ulwick, 2005)

Once I have got this information (2) I wonder, among other things, Who am I, what can I contribute with my experience / with my product to meet those needs, what do I provide that do not add others, How can I do it with the resources I have got, Who can I take into account with –collaborators.

Adapting my skills, my experience and my product to the real needs, the opportunities appear. (3) My value proposition is I, and how I can help answer those needs.

“Test, test and fail as soon as possible”

Now I have stated my first business hypothesis –a series of conjectures that have got relevance because they come from the market. (4) However, I have to test these business hypotheses, learn and re-state the hypothesis until the business model design has sufficient market evidences to allow me to write, now, a business plan, which I feel comfortable with and capable to communicate.

A cover of the “generation of business models” (A. Osterwalder, 2010) to the Social Spaces of Research and Innovation pivots on the customer instead of pivoting on the value proposition. Now the value proposition becomes a “How I can help the customer to solve or satisfy a need, with my product / my service / or my Know How.”

The model helps to match the value proposition to the customer needs, focusing on jobs that need to be made, outcomes and constraints, with my product or my skills, rather than focus it on my product or my skills.

To realize how I, the entrepreneur, can provide an answer to these needs and design a model on a real opportunity, I must not forget to ask about who and how “others” are giving a solution to this need.

Now, the value proposition that I, the Entrepreneur, can offer to customers is supported on real evidences. I can now generate a business model prototype including what resources I have got around me to do it (we cannot forget that, in these times, we just can count with few resources apart of my own resources) and finally, what our revenue streams model will be.

This will be our first hypothesis, which we’ll test in the social space of research and innovation with “customers”. We have to know that our customers understand what we provide –the value proposition, which actually comply a mission (work, outcome, constraint) and whether the customer is willing to pay for that value, as we have stated.

Once we have tested the basis of our model, we can proceed with the following assumptions about the service –the service design, so that we can write the production/operations model, concluding finally with the business plan –to get the approval of private investors or funding agencies.