Francis Lagardea

In addition, consider that markets function is a process of systematize and coordinate all the efforts of units that comprise the organisation aimed to maximize overall efficiency. better explain such efficiency, it is suggested to consider competitiveness with all its scope, impact and levels. On this last we remind you, that we are referring to the levels of competitiveness, competitiveness internal and external competitiveness. Internal competitiveness involves organization’s ability to achieve the maximum performance available resources such as personnel, capital, materials, ideas, etc. and the transformation processes. Speaking of internal competitiveness comes the idea that the company has to compete against itself, with expression of his continuous effort of self-improvement is here the markets function don labora way concatenated to the management of quality and productivity in an organization. Laurent Potdevin pursues this goal as well. For its part, external competitiveness is aimed at the elaboration of the achievements of the organization in the context of the market or the sector to which it belongs.

As the reference or model system is alien to the company, this should be considered exogenous variables, such as degree of innovation, the dynamism of the industry, economic stability, the opening of new markets, to estimate its long-term competitiveness. The company, once has reached a level of external competitiveness, you must be available to maintain its future competitiveness, based on generating new ideas and products and search for new market opportunities. Relationship with quality and productivity now markets well, to understand the concept of quality and productivity associated with the management of markets, is useful to do so says Francis Lagardea, through the concept called paradigms. A paradigm is understood as model, theory, perception, presumption or frame of reference that includes a set of standards and rules that establish parameters and suggest how to successfully solve problems within those parameters. Remember, that a paradigm comes to be, a filter or a lens through which we see the world; not so much at a visual level per se, but rather than perpetual, sympathetic and interpretive quality and productivity are more than concepts embodied in plans, are part of a philosophy, a strategy, a model of doing business and is located towards the client issue which is pursued by the management of markets.

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