Generally, the service providers in addition to the specialization, more or less expanded depending on the economic sector they served or intended to serve, delimited the level of their clients to dimension their structure accordingly, directly transferring their costs to their clients and the cost of their successes and mistakes.
The changes that have been taking place have led to a real commotion within the category of Service Provision, in any of the disciplines involved and it is not important to stop to make history of why they occurred.
The important thing is to know that they continue to occur. These changes, obviously, do not alter only one of the parties involved, be it the service provider or borrower, but are market situations that are self-generating at an ever-increasing speed and that modify schemes of thought on the management of competitiveness.
The specialization by product and the need for an effective and immediate response to the market has meant that, through downsizing and / or outsizing, companies separate from their structures those areas in which they are not competitive, delegating functions to new or traditional borrowers of related services.
This delegation of tasks continues to summon Borrowers with strong powers of anticipation of the expansion of their services, reaching stages of innovation and anticipation of new economic-commercial scenarios.
In this context, the situation is still observed that, on the one hand, the traditional service companies specialized in specific areas, the majority of which are led by their creators or founders, cannot adapt to these rules or do so at the wrong time and with carelessness. that the market does not forgive or tolerate, and on the other the birth of new borrowers who, through prevailing unemployment, are forced to be creative and, on more than one occasion, their first client is the same company that has dispensed with its services internally.
The first group, although being effective, is not always efficient or its traditional cost structure does not support the greater workload that its clients require, while the second almost takes the figure of the Entrepreneur or the Home-Worker, who, without or with minimal structure but with limited reaction and cost strengths successfully compete with traditional structures.
The first feeling of the new consultant - businessman - service provider, after having belonged to a conventional staff, is lacking in not being able to show a structure like the one that in its old position required its servers.
If he overcomes this trauma and "transforms the lemon into lemonade", he is the winner of a space that, although he must constantly defend, will still be recognized by large companies that privilege knowledge, the relevance of the response and competitive costs to a building structure that never will visit.
It is normal today to see professionals who become service wholesalers (know who to turn to) working from home in a bedroom transformed into a desk, with minimal assistance as logistical support, a PC. multimedia, a cell phone, a nearby private mail receiver and, why not, browsing the INTERNET.
This phenomenon, which although it has not been accepted by many and which is expanding frankly by the wave of ex-executives and middle managers who are released, with the aggravating circumstance that in some cases they do not have recognized undergraduate studies, and are seeking in this field the solution to your economic and occupational problems.
This group is characterized because its actors are located in the environment of the 40 - 55 years, which places them in a school of thought that has been overcome and requires a major effort from them when making decisions to adjust the scenarios set for their clients, which if they are because they require the provision of current management tools and constant updating, which this generation is not used to having experienced other realities at the stage of their professional growth.
This situation is complicated by the constant pushing that the new generations have been making at a professional level, where undergraduate preparation is basic and postgraduate preparation is essential, to which is added the lack of experience in past situations and their non-acceptance in the market. that drives them to take innovative positions in the provision of advanced services.
During their preparation, they have extensively studied and analyzed scenarios from countries with a high degree of managerial evolution, and where entrepreneurial virtualism is a reality that also entails the non-need for its own logistics structure, adding the ingredient of disregard of the physical contact between the taker and service provider.
In this context, the service taker, who had been favorably favored with the destructuring of unproductive areas and freed from decisions that were not inherent in his business, delegating such a difficult task to third parties, is now faced with a new dilemma that It also enlists in the laws of competitiveness: Keep my traditional borrower or tempt with whom, even without experience, is showing you to know the tomorrow of your business with a globalizing and globalizing concept.
We said above that the new service provider must constantly defend the space gained, but with the security of those who have prepared their defense against their possible known and current adversaries. But beware: the real opponent is not the one that already exists but the innovator of tomorrow, and it is not a question of feeling safe in bastions of friendship or others that were effective until today, because in costs and efficiency anything goes.
