viernes, 8 de marzo de 2013

Cómo se financian las empresas en los mercados

Gustavo Neffa, Sala de Inversión América

Las empresas son unidades económicas deficitarias, necesitadas de fondos para cumplir con su objetivo básico: maximizar el valor de sus accionistas de largo plazo mediante la concreción de proyectos de inversión con una tasa de retorno superior a su costo de capital o de fondeo.

Por eso, no sólo deben enfrentarse a decisiones de inversión para determinar cuáles son los mejores programas para analizar, decidir y llevarlos adelante, sino que, también, deben tomarse decisiones de financiamiento para elegir cuál es la mejor opción en cada caso.

Los empresarios, accionistas e inversores deben considerar el ciclo de vida de las compañías, en qué etapa evolutiva se encuentran. No es lo mismo ser una recién formada que una madura y con un flujo de caja constante para seleccionar entre una u otra alternativa de fondeo.

Las decisiones sobre financiamiento de largo plazo se ven determinadas por atributos asociados a cada una de las etapas identificables en el ciclo de vida de las empresas:

En sus comienzos, el perfil de riesgo es muy elevado ya que existen posibles pérdidas y flujos negativos. Allí, los Instrumentos financieros típicos son el capital propio, el de familiares y de amigos. Ni bien comienza a funcionar y requiere de efectivo en serio para concretar las primeras inversiones, que es cuando aparece el dinero más profesional, ya sea el denominado "inversor ángel" o Venture Capital. Es en ese momento cuando las áreas relevantes - además de la financiación - son el management, el producto y el mercado.

La segunda etapa es la de crecimiento, en la que el riesgo es más moderado. Además de sus directores, la relevancia está en el financiamiento. Todavía el cash flow es muy pobre y el crecimiento se debe dar sobre la base de una inversión creciente.

Allí es donde aparece el crédito bancario con algunas garantías. Es importante la calidad y cantidad de alianzas estratégicas que pueda llevar a cabo y que le permitan alcanzar el crecimiento. La emisión de acciones aparece como alternativa para permitir el crecimiento.

La etapa siguiente es la de la madurez, donde la firma profesionaliza todas sus áreas. A pesar de que el riesgo es muy inferior al de las dos anteriores, la competencia aumenta y trata de adueñarse de sus ideas y mercados.

Allí el financiamiento proviene de préstamos bancarios, alquileres, participaciones privadas y públicas, alianzas estratégicas, así como Private Equity y la emisión de instrumentos en el mercado de capitales como Obligaciones Negociables o bonos corporativos, y acciones.

El fondeo puede ser una mezcla de diversas fuentes en función de una arquitectura adecuada al plan empresario: la decisión de financiamiento propia de esta instancia está referida a la elección de una combinación (o relación) entre pasivo (deudas) y capital propio (patrimonio neto). O sea, entre costos fijos y variables.

Finalmente, la última etapa es la de declinación o reingeniería, que es en la que la compañía puede caer, o no, pero tarde o temprano puede correr el riesgo de hacerlo si no toma las medidas adecuadas. Tiene un riesgo elevado, y el financiamiento así como el management siguen teniendo un papel importantísimo, además de la estrategia con visión a mediano plazo para sortear los problemas de la mejor manera.

Allí la rentabilidad está en baja y los instrumentos financieros típicos en la etapa de declinación es la apertura del capital mediante emisión de acciones y la obtención de dinero de reconversión, es decir líneas de préstamos destinadas a reestructurar la empresa. De salir mal la combinación de herramientas empleadas para volver a la etapa de madurez, la empresa puede quebrar.

La existencia de un momento óptimo para la decisión de endeudarse está más que analizada por Solomon (1963), Robicheck-Myers (1966), Brealey-Myers (1993), en el que se plantea un trade off o una combinación de ventajas debido a beneficios fiscales y de apalancamiento por un lado vs. el costo de dificultades financieras crecientes por el otro. Pero si bien existe, se cumple para un determinado rango de relaciones entre endeudamiento y capital propio.
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miércoles, 6 de marzo de 2013

How to Train People and Make It Work!

As a Professional Sales Trainer, prospective clients often ask me, "I sent my people to a one day, or two day seminar and nothing changed. We had no improvement or change in them at all. Why?" If this has happened to you, you are probably asking "why" no change in my people or me either. Well if you are asking this, it's not uncommon. The answer to why no change is simple. You didn't involve them or yourself in what we call "ongoing, repetitive, reinforcement of the subject material."

  All studies show people learn gradually through repetitive reinforcement. Studies don't even need to tell us this. We know it's true deep down inside. Think about that reinforcement statement. . Do most of us complete our early school years or even a college degree in one day? Does a doctor or lawyer go to medical school or law school for just one day? Does a plumber or electrician learn his trade in one day? Would you want any professional to assist you that hasn't had "continual" education and reinforcement in their chosen field? Hopefully the answer is a resounding no! I wouldn't want a doctor operating on me that tells me he/she has had no further training since medical school 20 years ago. Ongoing, gradual, incremental reinforcement and repetition are what makes training work.

 Regular, spaced repetition is a retentive method of learning a subject by listening to it through a gradual, ongoing, repetitive fashion. Studies show that when you are exposed to an idea one time, after one day you have forgotten 50% of it, after two days you have forgotten 75% of it, and the percentage continues to decrease until after sixteen (16) days, it is estimated that you only retain about 2% of that original idea. You may have experienced this with listening to the news. Do you listen to the news or read a newspaper on a regular basis?

 Researchers say that listening to a subject once per day, for six consecutive days, results in 62% retention of the subject for 15 years up to life.  We are really talking about long-term development and not just short-term training. Long term development creates permanent, long lasting change.

To illustrate this, complete the phrase: "Two all beef patties, special sauce, lettuce, cheese…pickles, onions on a…………." Were you able to complete this without even thinking? How many of you made a conscious effort to memorize what is on a McDonald's Big Mac? It was through repetition that we learned this and we use the same concept in our sales and management training programs.
Another example of this would be the multiplication table.
How much is four times five?
Eight times three?
Six times four?
 Did you have any trouble with answering these questions? Did you have to get a calculator out and use it to do the math? Probably not and the reason is you had ongoing, repetitive, reinforcement of the multiplication tables for years in school. How long has it been since you studied the multiplication tables? If you're like me, years. However, you still remember them…probably up to the multiples of 10 or 12. That is the point. You learned the multiplication tables through repetition.

 If you have ever watched the Olympics and observed the skill that many of these athletes display is inspiring. How did they do it? Well no doubt, many have some basic, inherent talent. But all of them go to "regular" repetitive, reinforcement coaching to be the best at their sport. They didn't sign up for a one -day class on how to win a gold medal.

 In the Sales Training business, all too often I see companies send their salespeople to a one or two day training without follow-up reinforcement. No wonder people's behaviors and beliefs never change and sales don't increase. We all know that one-day trainings don't change people, nor does it create any ownership of the subject matter. But in our fast paced, microwave world, we want instant success and instant knowledge "now."

 So you want your sales to increase on a permanent basis? Not a spike in sales after the one-day seminar and then back to where you were at before the seminar. Stop attending the one-day seminars that you know in your heart never works and never changes people, without the commitment to have it reinforced. Start now with what all studies prove that people learn gradually, incrementally, through ongoing, reinforcement training. That is what makes the subject matter stick and that is how to train people and make it work!



Gary Harvey is the founder and president of Achievement Dynamics, LLC, a high performance sales training, coaching and consulting company. His firm is consistently rated by the Sandler Training as one of the top 10 training centers in the world. He has been awarded the David H. Sandler Award by Sandler Training, the highest award by Sandler Training given to the top Sandler trainer worldwide. He can be reached at 303-741-5200, or gary@achievemoresales.com .

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jueves, 10 de enero de 2013

I'm home, naked with my cam on, Text me @ datinghub.name/call-me-hottie/?flow=12367, Blog Valinvest...

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lunes, 22 de octubre de 2012

Aviso de tu invitación de Lizardo Vargas-Revilla

 
 
 
LinkedIn
 
Este es un recordatorio de que el 9 de octubre, Lizardo Vargas-Revilla te envió una invitación para formar parte de su red profesional en LinkedIn.
 
 
 
 
El 9 de octubre, Lizardo Vargas-Revilla escribió:

> Para: [blog4301.valinvest@blogger.com]
> De: Lizardo Vargas-Revilla [lvargas@valinvest.com]
> Asunto: Invitación a conectarnos en LinkedIn

> Me gustaría añadirte a mi red profesional en LinkedIn.
>
> -Lizardo
 
 
 
 
 
Ahora recibes Mensajes recordatorios sobre invitaciones pendientes. Date de baja.
© 2012 LinkedIn Corporation. 2029 Stierlin Ct, Mountain View, CA 94043, EE.UU.
 
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lunes, 15 de octubre de 2012

Aviso de tu invitación de Lizardo Vargas-Revilla

 
 
 
LinkedIn
 
Este es un recordatorio de que el 9 de octubre, Lizardo Vargas-Revilla te envió una invitación para formar parte de su red profesional en LinkedIn.
 
 
 
 
El 9 de octubre, Lizardo Vargas-Revilla escribió:

> Para: [blog4301.valinvest@blogger.com]
> De: Lizardo Vargas-Revilla [lvargas@valinvest.com]
> Asunto: Invitación a conectarnos en LinkedIn

> Me gustaría añadirte a mi red profesional en LinkedIn.
>
> -Lizardo
 
 
 
 
 
Ahora recibes Mensajes recordatorios sobre invitaciones pendientes. Date de baja.
© 2012 LinkedIn Corporation. 2029 Stierlin Ct, Mountain View, CA 94043, EE.UU.
 
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lunes, 8 de octubre de 2012

Invitación para conectarse en LinkedIn

 
LinkedIn
 
 
 
Lizardo Vargas-Revilla
 
De Lizardo Vargas-Revilla
 
Executive Director en Valinvest
Perú
 
 
 
 
 
 
 

Me gustaría añadirte a mi red profesional en LinkedIn.

-Lizardo

 
 
 
 
 
 
 
Estás recibiendo invitaciones a conectar. Date de baja
© 2012, LinkedIn Corporation. 2029 Stierlin Ct., Mountain View, CA 94043 EE.UU.
 
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viernes, 28 de septiembre de 2012

Two Lists You Should Look at Every Morning

by Peter Bregman in Personal Growth and Development

I was late for my meeting with the CEO of a technology company and I was emailing him from my iPhone as I walked onto the elevator in his company's office building. I stayed focused on the screen as I rode to the sixth floor. I was still typing with my thumbs when the elevator doors opened and I walked out without looking up. Then I heard a voice behind me, "Wrong floor." I looked back at the man who was holding the door open for me to get back in; it was the CEO, a big smile on his face. He had been in the elevator with me the whole time. "Busted," he said.

The world is moving fast and it's only getting faster. So much technology. So much information. So much to understand, to think about, to react to. A friend of mine recently took a new job as the head of learning and development at a mid-sized investment bank. When she came to work her first day on the job she turned on her computer, logged in with the password they had given her, and found 385 messages already waiting for her. 

So we try to speed up to match the pace of the action around us. We stay up until 3 am trying to answer all our emails. We twitter, we Facebook, and we link-in. We scan news websites wanting to make sure we stay up to date on the latest updates. And we salivate each time we hear the beep or vibration of a new text message. 

But that's a mistake. The speed with which information hurtles towards us is unavoidable (and it's getting worse). But trying to catch it all is counterproductive. The faster the waves come, the more deliberately we need to navigate. Otherwise we'll get tossed around like so many particles of sand, scattered to oblivion. Never before has it been so important to be grounded and intentional and to know what's important.

Never before has it been so important to say "No." No, I'm not going to read that article. No, I'm not going to read that email. No, I'm not going to take that phone call. No, I'm not going to sit through that meeting.

It's hard to do because maybe, just maybe, that next piece of information will be the key to our success. But our success actually hinges on the opposite: on our willingness to risk missing some information. Because trying to focus on it all is a risk in itself. We'll exhaust ourselves. We'll get confused, nervous, and irritable. And we'll miss the CEO standing next to us in the elevator.

A study of car accidents by the Virginia Tech Transportation Institute put cameras in cars to see what happens right before an accident. They found that in 80% of crashes the driver was distracted during the three seconds preceding the incident. In other words, they lost focus — dialed their cell phones, changed the station on the radio, took a bite of a sandwich, maybe checked a text — and didn't notice that something changed in the world around them. Then they crashed.
 
The world is changing fast and if we don't stay focused on the road ahead, resisting the distractions that, while tempting, are, well, distracting, then we increase the chances of a crash. 
Now is a good time to pause, prioritize, and focus. Make two lists:

List 1: Your Focus List (the road ahead) 
What are you trying to achieve? What makes you happy? What's important to you? Design your time around those things. Because time is your one limited resource and no matter how hard you try you can't work 25/8.

List 2: Your Ignore List (the distractions)
To succeed in using your time wisely, you have to ask the equally important but often avoided complementary questions: what are you willing not to achieve? What doesn't make you happy? What's not important to you? What gets in the way?

Some people already have the first list. Very few have the second. But given how easily we get distracted and how many distractions we have these days, the second is more important than ever. The leaders who will continue to thrive in the future know the answers to these questions and each time there's a demand on their attention they ask whether it will further their focus or dilute it.

Which means you shouldn't create these lists once and then put them in a drawer. These two lists are your map for each day. Review them each morning, along with your calendar, and ask: what's the plan for today? Where will I spend my time? How will it further my focus? How might I get distracted? Then find the courage to follow through, make choices, and maybe disappoint a few people.
 
After the CEO busted me in the elevator, he told me about the meeting he had just come from. It was a gathering of all the finalists, of which he was one, for the title of Entrepreneur of the Year. This was an important meeting for him — as it was for everyone who aspired to the title (the judges were all in attendance) — and before he entered he had made two explicit decisions: 1. To focus on the meeting itself and 2. Not to check his BlackBerry.

What amazed him was that he was the only one not glued to a mobile device. Were all the other CEOs not interested in the title? Were their businesses so dependent on them that they couldn't be away for one hour? Is either of those a smart thing to communicate to the judges?

There was only one thing that was most important in that hour and there was only one CEO whose behavior reflected that importance, who knew where to focus and what to ignore. Whether or not he eventually wins the title, he's already winning the game.


Peter Bregman is a strategic advisor to CEOs and their leadership teams. His latest book is 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done.


Website: 
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