Construction & Roads
Developers, Industrial and Silo Plants, Road Network, Industrial Parks and related services.
See the detail of developments already carried out specifically in the companies of the Construction & Roads sectors implemented with results verified by the professionals of Shocron Benmuyal & Associates in the different countries where it operates:
EXPERIENCE APPLIED IN SPECIFIC COMPANIES IN THIS SECTOR
The Management Processes in each company involve combining a significant amount of tools and activities.
Below you can see the detail extracted from the general list of concrete experiences, implemented and verified within the framework of the Management Processes of Shocron Benmuyal & Associates, specifically in companies in this sector of activity, which in several cases are enhanced with implementations of the same in companies in other sectors.
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You can also see the general list (which includes companies in this and other sectors), or go by categories and select the category you prefer there.
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STRATEGIC MAP
Shocron Benmuyal & Associates version of a Strategy Map allows analyze, agree and communicate the way to achieve the objectives through a clear identification of the partial goals to be developed inside and outside, the changes to be made, the people responsible for these actions and, together with it, how to apply tracking and corrective actions.
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MOVING STRATEGIES INTO ACTION
The key to a strategy is not to be brilliant or perfect (perfect never happens), but rather to be able to be implemented by the company in the hands of its own people. The goal is not to have great ideas the goal is to achieve spectacular results, for which SB&A Management’s tools are always tailored to each process and company so that goals become results.
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BALANCED SCORECARDS
The approach of Shocron Benmuyal & Associates is not focused on the design for a managerial presentation but on the result. Therefore, the structure of the balanced scorecards is oriented to be simple, strong, easy to manage and maintain, focused on providing a tool in which each person who uses them can adjust their decisions to achieve the result.
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OBJECTIVES BY MANAGEMENT TASK FORCE
The methodology of developing and validating objectives between those who manage the companies and those who have to execute them is a hinge in the pivot tool of all SB&A Management processes, which are structured around a monthly follow-up, control and redesign meeting with all key people and members of Shocron Benmuyal & Associates.
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MULTIPLE SCENARIOS
The global, regional and local context of each country evolves fast and influences the design and execution of the results of each company. Shocron Benmuyal & Associates Multiple Scenarios model has been applied and improved for decades in different industries and countries and is one of the keys to the main success of our implementations with a high level or resilience.
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SCALE UP
The ScaleUp work model of Shocron Benmuyal & Associates is focused to manage and improve results above the average of the market and industry of the company that applies it, combining internal and external factors, financing, resources and shortcomings in order to organize them to achieve a sustained growth of two digits per year.
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CHANGE MANAGEMENT
Change Management processes are a recurrent need for companies worldwide, where the technological evolution of markets and societies leaves the management models of the past obsolete. SB&A Management specializes in these models, with concrete implementations in all business activities and countries where it operates.
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CROSS-CUTTING PROCESSES
The management of transversal processes is usually one of the most difficult tasks to execute successfully since companies generally have a silo structure. Shocron Benmuyal & Associates has a wide experience in collaborating and even in managing these processes directly, and for companies that have a strong demand for these actions, we develop specific positions in them: management coordinators.
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PRODUCTIVITY MODELS
Productivity models must be tailored to each company because they depend on aspects of the industry or activity in which it is located as well as on its own resources, shortcomings and business model. In addition, SB&A Management’s methodology updates them annually, avoiding entropy and generating new profitability achievements.
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LABOR UNION INTEGRATION
In a significant number of sectors, several strategic management developments involve areas with unionized workers. In these cases, from productivity to clustering, including compensation systems and other tools, Shocron Benmuyal & Associates teams participate directly in the relationship with union leaders and members whenever requested.
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OPERATIONAL PRODUCTIVITY DESIGN
The results of the productivity models depend in many cases on factors external to the model and the company, therefore they also require decisions based on them. Shocron Benmuyal & Associates works together with each company to determine the possible actions and accompanies them in the first years even in the achievement of the experience curve.
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DATA AND MANAGEMENT INFORMATION
Transactional information is well covered in almost all companies, and in those cases where it is not, Shocron Benmuyal & Associates collaborates with its systems teams in the improvement and solution. But also new developments imply new challenges, for this reason in most of the companies the model includes working with data for the development of tools and strategic management systems.
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DISTRIBUTION & DEALERS MANAGEMENT
The development of a consistent strategy for long-term and sustained growth requires in many cases a robust, motivated and prepared Distribution & Dealers. All SB&A Management’s strategic implementations in sectors with distribution channels are integrated and align into the company’s strategy, projecting and planning both investments and results.
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DISTRIBUTION & DEALERS EVALUATION
The achievement of business objectives requires that the members of the distribution channel know and share the same pillars of the strategy. For this purpose, at Shocron Benmuyal & Associates we design and implement schemes that allow communicating these parameters and aligning tasks, working together with both parties and managing results.
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EFFICIENT CENTERS MANAGEMENT MODEL
Shocron Benmuyal & Associates places special emphasis on the development and growth of companies, and in many cases the efficiency of their centers (branches, post-sales points, etc.) is fundamental to multiply them in a profitable and agile way. In this context, we develop models that have been implemented and tested in different countries and activities.
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GROWTH AND DEVELOPMENT OF OPERATING CENTERS
SB&A Management’s Growth and Development models for operational centers (commercial, technical, logistic, etc.) include the determination of targets, resources, flows to achieve them, remuneration systems and success incentives for their management, as well as the operational, financial, logistic and information systems interrelationships with their head office.
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CUSTOMER PORTFOLIO DEVELOPMENT
An essential aspect why companies open centers is to retain and capture clients, however, they usually do not have a systematic and consistent management of these accounts. SB&A Management’s Portfolio Development model for operating centers is aligned to the strategic profile of each center model and the peculiarities of each business model.
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CROSS SELLING AND LOYALTY
The loyalty and fidelity of portfolios is fundamental and the arrival and maintenance of each client implies a very high economic and emotional cost. SB&A Management’s cross selling models implemented in each company aim at productivity and resource efficiency, maximizing not only the company’s investment but also the client’s profitability.
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CASH FLOW MANAGEMENT
In highly evolving contexts, cash flow management is key for disruptive changes, since any modification to a company’s management model can have a positive or negative impact on it, but never neutral. In view of this, in Shocron Benmuyal & Associates we integrate this concept to all the implementations to guarantee the positive impact and its follow-up.
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SPECIFIC COMMERCIAL CREDITS
Whether to the end client, to distributors, to channels in general, etc., most companies explicitly or implicitly grant credit for consumption, production or commercialization to their stakeholders. In most cases credit is not the end but a tool, and at SB&A Management we design a tailor-made model for each activity that guarantees the continuity of the relationship and the benefit for both parties.
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LEVERAGE
In some moments the generation of funds itself is not enough, or for some reasons of growth and speed it is convenient to leverage the companies. Shocron Benmuyal & Associates always works with models that consider the whole business chain (with suppliers and clients) as a single thing (unit), and in this way mitigates the effects, generates creative alternatives and guarantees the result.
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COLLECTION MANAGEMENT MODEL
In any country and any activity, collection problems are increasing and gaining in complexity. It is an irreversible trend. SB&A Management incorporates components to the management models that allow the optimization of collections not to become a problem of one area or person, but to be optimized from the daily activities, gaining space from the competition.
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BUILDING LIQUIDITY AND INVESTMENT
Every evolutionary process entails investments at some point, and in countries where capital markets are not designed for this purpose, these can only come out of the company’s cash flow. Shocron Benmuyal & Associates implements in all cases a design that guarantees (ensures) the construction of a positive cycle of liquidity and investment and in many cases also integrates indirect contributions from stakeholders.
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RISK MANAGEMENT
Business activities involve risks, both perceived and unperceived (among the last ones, the most common is to lose market by not evolving to death). Shocron Benmuyal & Associates models have an integrated analysis of how to minimize risks from creative innovations to management models, and integrating stakeholders to it, building a short and long term improvement.
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STRATEGIC COST MANAGEMENT
Traditional companies usually structure their costs to accrue expenses, which is undoubtedly very useful to meet accounting and tax needs, but they do not usually provide what is necessary for most management decision-making processes. Therefore, Shocron Benmuyal & Associates models provide a complementary and alternative approach oriented to the main managerial and profitability problems.
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PURCHASING MODEL
SB&A Management’s purchasing models are adapted to the different types of requirements and supplier-customer relationships of each industrial or service activity. These models range from the simplest and most integrated version, to cases in which supplier selection, pricing and contract determination, recurrent purchasing, and inbound logistics are managed independently and in a coordinated manner.
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OUTSOURCING
The outsourcing models implemented by SB&A Management in its processes have two focuses. Outsourcing of non-strategic issues reduces unnecessary investments and allows to focus on key issues. The outsourcing of strategic issues allows a balance of investments and specialist management, and coordinates with strong evaluation and follow-up models.
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CORPORATE OBJECTIVES
Long-term corporate goals imply a high requirement of rapport and disruption and, at the same time, integrating participants in their design and execution. In the case of companies that have been working together for several years, Shocron Benmuyal & Associates designs tailor-made activities for these goals using interactive and experiential tools combined with workshops.
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TEAMWORK
The development of teamwork is a combination of adequate tools on a daily basis with systematic work models and understanding the points to be improved in the teams. For this SB&A Management has monthly follow-up models with clear results and playful activities as accelerators of change when the conditions recommend it or for higher evolutions.
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CREATIVITY AND INNOVATION
Creativity and innovation actions are never an end in themselves but a way to achieve other goals. Creativity and innovation workshops are justified when they can be channeled into the goals of the companies and therefore SB&A Management develops them for each company in its processes, based on the specific aspects of the industry and the company’s organization.
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DECISION MAKING
Decision-making processes are based on data, prospective and other management tools, but the dynamics of decision-making in management teams must be generated and/or optimized when significant changes occur in them. For this purpose, Shocron Benmuyal & Associates has a range of games and playful tasks that, together with the formal ones, stimulate their level.
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PERFORMANCE MANAGEMENT + RESILIENCE
Achieving a result is the combination of multiple factors that integrate decisions, disruptive capacity, resilience to changes in the environment, transfer decisions to operational actions, and their follow-up until success. Shocron Benmuyal & Associates playful models allow having a testing laboratory to increase the performance of the teams and to reach them with more precision and speed.
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HUMAN RESOURCES MANAGEMENT SYSTEMS
There are many different systems and tools for the management of the human team. The models that SB&A Management contributes to its processes are oriented to coordinate the particular interests of each individual with the business interests, to focus them on the strategy and the interdependence of each individual with the rest of the members, the organization and its ecosystem.
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PERFORMANCE EVALUATION MODELS
Most people work honestly and with the conviction that they are doing their job properly, although in many cases the company’s interpretation differs. Shocron Benmuyal & Associates has developed over the years a significant range of performance evaluation schemes that allow communicating the company’s interests for each position and the satisfaction about the performance of each person in it.
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COMMUNICATION
SB&A Management considers communication as an integral part of a process and not as an isolated issue to be solved by itself. We start from the premise that there is no optimal communication, but an open and adequate communication for each context, each team, and the operational and strategic needs of each organization at all times, always prioritizing transparency and values.
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ORGANIZATIONAL CLIMATE
The organizational climate is the result of the interaction between the members of a human team and the internal and external incentives they receive. In view of this, at Shocron Benmuyal & Associates we understand that there is no direct treatment of the subject, but at the same time it must be considered in all processes as a dynamic factor to be monitored and stimulated at the same time that change processes are executed.
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CAREER PLAN HIERARCHICAL LEVEL
Sustained growth models generate new needs, demand capabilities, and open spaces for people with aptitude and attitude. At Shocron Benmuyal & Associates we believe that it is always better to have internal promotions than to incorporate people from outside, due to the positive impact on the organization, and we build career plans that accompany the evolution of the most capable and dedicated people together with the company
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MANAGEMENT BY TEAMS
Most work processes in companies should be based on teamwork, however, many models are oriented exclusively to individuals. In SB&A Management we understand the company as a large orchestra and not a group of soloists, so our models are simultaneously oriented to the individual and his contribution of value to the result of the team which he belongs.
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REMOTE WORK / HOME OFFICE
Remote Work & Home office has been present for some time in certain functions and tasks, and with the COVID-19 pandemic this practice expanded to a large number of companies. At SB&A Management we have applied this modality in companies in all the countries where we operate, based on the premises of personal and team management, flexibility, efficient use of technology, results, and life quality of the participants.
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TALENTS
Detecting, retaining and motivating the best people is one of the keys to a successful company. Disruptive change processes can generate uncertainty if the person does not understand the process, their role and their projection, which is why at Shocron Benmuyal & Associates we work to promote the integration of talents in the most appropriate positions, for the satisfaction of both the person and the company.
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COMPENSATION BY OBJECTIVES
In the case of operational, middle and upper levels, part of aligning the strategy to the people is that their compensation systems are aligned with them. Shocron Benmuyal & Associates compensation models aim to adequately communicate the role of each person in the strategy, what is expected of him/her, the levels of achievement, and build incentives for it.
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BONUSES FOR RESULTS
Management levels, and hierarchical levels in general, have a responsibility beyond the daily task and the processes themselves, and this is to tend to the achievement of results. Shocron Benmuyal & Associates implements in these cases its bonus models for results that combine the merits of each person in management and the collective merits of the management team.
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SELF-MANAGEMENT OF VARIABLE INCOME
Several aspects are fundamental for variable compensation models to be successful, and the main one is that it can be managed by the individual, since they are only useful to the result if the person who receives it can modify something to achieve it. SB&A Management designs all its variable compensation models with tools that allow self-management, making their implementation much more powerful.
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PROCESS REDESIGN
Processes are designed at a certain time, for certain goals and with certain technology, and entropy inevitably causes them to lose competitiveness and profitability. SB&A Management applies its own models combined with lean tools, benchmarking, process improvement and reengineering, to determine the sequence of competitive redesigns throughout the years of evolution.
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CONSTRAINT MANAGEMENT
Every process has components that rarely balance properly, but usually one of them is the focus of the restriction of the whole. This is enhanced in growth processes because each growth and investment inevitably changes the focus of constraints from one point to another, and therefore SB&A Management always designs a sequence that manages and optimizes them.
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CUSTOMER DEVELOPMENT
An obvious and fundamental factor in any company’s growth process is to have more customers and greater alignment between supplier and customer. Shocron Benmuyal & Associates customer development models work on three basic pillars: greater focus of the company on customers, customer training so that they get more benefit from what they get, and a higher number of customers with the same profile.
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INCENTIVE PLAN
The commercial dynamics demand and require that the sales force is permanently motivated and constantly focused on goals. SB&A Management develops and applies its incentive plan models by aligning corporate objectives with a concrete approach that permanently generates challenges for the sales team, avoids habituation and encourages positive results.
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CUSTOMER EXPERIENCE
Regardless of whether it is about products or services, whether it is BtoB or BtoC, providing an adequate customer experience is fundamental. Shocron Benmuyal & Associates develops together with the teams of each company the elements that make the difference, seeking to focus on the pillars of value of the organization and achieve a higher standard than the competition.
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CUSTOMER SERVICE - MOMENTS OF TRUTH (MOT)
Every time a customer comes into contact with a product or service, he/she forms an opinion about it and generates a “Moment of Truth”. Shocron Benmuyal & Associates generates models to manage the Moments of Truth and includes customer service in them, since only an adequate perspective of what the customer needs allows us to serve and retain them.
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PROFITABILITY PER CUSTOMER
Customers are the most rational and necessary source of income for companies and define their survival and growth. SB&A Management, based on the experience that each client can be very profitable or very harmful if its performance is not properly measured, develops revenue and incremental cost models to achieve a management of this key aspect.
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LOGISTICS OPTIMIZATION
In logistics periodically appear physical and technological changes whose implementation is complex and costly, but also to do so generates important improvements, and even more not to do so in the long term becomes a competitive disadvantage. The strategic models of Shocron Benmuyal & Associates approach logistics optimization as a task that periodically must be reengineered and reach a new optimum.
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FACTORS REDESIGN
Logistics factors generate the participation of different ways of transportation and also of warehouses in different points of the chain (beginning, middle, end), and with different dimensions and technologies. Shocron Benmuyal & Associates generates, within the framework of its processes, alternatives to apply that consider the present and project a future aligned to the strategy and flow of investments and costs.
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LOGISTICS COST - BENEFIT
SB&A Management does not consider logistics as a cost, but as part of a management model that must be understood in a cost-benefit relationship. Therefore, its implementations take into account this concept and the participation of the stakeholders involved, integrating them into the complete business scheme, which is also part of an expanded perspective of a company’s commercial proposal.
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DEVELOPMENT OF OPERATING CAPACITY
Expansion processes require an increase in operating capacity, not so early as to generate unnecessary costs, nor so slow as to damage the market and the company’s image. The development of the operative capacity, without high idle capacity and with wide capacity of evolution, is one of the characteristics of the developments of Shocron Benmuyal & Associates.
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DIFFERENTIATED MARKETS
Generating a market expansion implies entering a space that generally other companies already occupy, which generates the challenge of surpassing what already exists in them. Shocron Benmuyal & Associates generates its models of differentiated markets so that the penetration is based on the idiosyncrasy of the target market and not only of the company itself, and this way the results are enhanced.
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COMMERCIAL MANAGEMENT TOOLS
Growth and expansion processes require monitoring and business management tools tailored to the strategy being implemented. Its use is not standard or permanent, but applied, and therefore SB&A Management collaborates with the systems teams of each company in its design and implementation, and thereby provide decision-making with the elements to optimize management.
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DYNAMIC ANALYSIS OF THE MANAGEMENT MODEL
The dynamic analysis of the management model is one of the most complete and proven tools on the market. Perfected for decades in a diversity of activity sectors and in all the countries where Shocron Benmuyal & Associates operates, it is the previous step of any transformation process and provides companies with a complete detail of the points that generate the gap between the current reality and the future they wish.
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MERGERS & ACQUISITIONS (M & A)
M&A processes generate a situation where the fundamental skill is to determine the economic value of a going concern, and to whom. SB&A Management specializes in determining how much it is worth and to whom, the strategic synergies that can be achieved and the critical factors for its continuity and improvement, interacts with the legal firms in the documentation and proceeds the negotiations.
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DUE DILIGENCE
Due diligence processes are fundamental in processes where the control of a company or division changes hands (acquisitions, sales, mergers, spin-offs, etc.), and its actions are fundamental in the transition as well as in the verification and final determination of the price and its conditions. Shocron Benmuyal & Associates specializes in achieving organized transitions and maximizing the benefit for the parties.
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MANAGEMENT AND EXECUTIVE SUCCESSION
Succession in general management or in the direction of a company is usually a traumatic moment for the organization if it is not properly planned and executed. Shocron Benmuyal & Associates has a highly proven model to generate change, which generally includes revisions of the management model, and to promote and execute an efficient transition in the position itself and those closely related to it.