The main objective of this work is to describe the development of the morphological matrix of strategic planning, which systematically integrates quantitative evaluations of the factors that influence the effectiveness of SMEs. Result that will influence the organizational design, where the internal perspective, leads a situational analysis of the organization through SWOT-improved, in which the positioning of strategic resources is concentrated and thereby effectively selecting the best strategy. The morphological matrix of strategic planning was subjected to an empirical analysis in the case "Mexicana de aviación". The main conclusion that the implementation of the morphological matrix of strategic planning throws at us helps to harmonize the organization in the sense of its functionality and thus facilitate the construction of an effectiveness scenario, since the MMPE entails the improved SWOT which establishes a change in the way of analyzing and selecting the best strategy through a structural analysis.
Abstract
This paper's main objective is to describe the development of the morphological matrix of strategic planning, which systematically integrates quantitative evaluations of the factors that influence the effectiveness of SMEs. Results will influence organizational design, where the internal perspective, it takes a situational analysis of the organization through improved SWOT, which focuses on the positioning of strategic resources and thereby effectively selecting the best strategy. The morphological matrix of strategic planning was put to an empirical analysis in the «Mexican aviation. »The main conclusion which gives us the implementation of the morphological matrix of strategic planning, helps bring the organization within the meaning of its functionality and thus facilitate a scenario effectiveness,and that carries the SWOT-PEMM which provides improved a change in the way of reviewing and selecting the best strategy through structural analysis.
1. Introduction
The purpose of this work is to explain the operation of the SWOT-Enhanced, as well as the systematization of the morphological matrix, and the operation that the Balanced Scorecard will have with the MMPE. The current determination of the strategy is established under the rhetoric of the perspective of the strategic level in the organization, in some aspects considering SWOT factors, this action defines the precise selection of a good strategy.
The SWOT-improved formulation involves a procedure that establishes the following scenarios; internal perspective, situational analysis, strategic marketing analysis and a structural analysis. The mechanics consists of consolidating the strategy in a more consolidated, real and viable business model, through the real relationship between the strategy and the operability, this method aims at the need to implement the morphological matrix.
Strategic planning is the recurring support of organizations to achieve effectiveness, through the factors established in the SWOT methodology, the change that the MMPE has is the design of a modified SWOT, which allows establishing the most real empathy to the strategy vs system approach, which is based on contemporary organization theory and is reinforced with capabilities theory.
It is important to highlight that the methodology of the morphological matrix of strategic planning establishes a conjunction with the objectives of the organization and the formulation of management indicators, prior to the analysis of strategic resources.
2. Literature review
According to Beltrán (SF), the formulation of strategic objectives is the central basis of good strategic planning, which will mark the systemic course of the organization, for this it is of vital importance to discover the key factors of success, achievement The competitiveness of the organization must be referred to the present plan, which sets the vision, mission, objectives and corporate strategies based on the adequate situational diagnosis.
The functional areas establish, based on the corporate plan, some objectives that guarantee the achievement of the success of the organization's management; Based on these objectives and plans, each area makes an assignment of execution requirements. After the initiation of the execution of the aforementioned plans, a series of concerns arises not only in the organization, but also in the personnel that make up each stratum of this (strategic, tactical and operational).
(Olavarrieta, 2006), despite the popularity of Porter's methodology in the 80's, different events to moderate its use, which seemed without limits and without possible rivals. The speed of changes in the world economy, the emergence of emerging countries and the globalization of markets, have determined the organizational structures are no longer stable.
The strategic approach called "resource-based company perspective, emerged as an alternative to Porter's traditional approach, as a way to respond to current markets and the type of existing competition, where it is established that the potential of an organization in Regarding obtaining abnormal or superior returns is associated with the position of its strategic resources that are valuable, scarce and difficult to imitate.
In accordance with the provisions of Bravo Ibarra et al. (SF), the combination of skills of an organization generates a competitive advantage, this combination is called "Core Capabilities". Which are very difficult to replicate since they have distinctive components of each organization, dynamic capabilities present the highest degree of knowledge combination because they integrate the core capabilities of each organization and also allow their evolution over time, by absorption, integration and reconfiguration of new knowledge according to market dynamics.
Likewise, Bravo Ibarra et al. (SF), silver a model composed of three organizational processes; Absorption, Integration and reconfiguration of knowledge) and influenced by the dynamism of the market and the strategic. The inclusion of the three processes in the model is due to three reasons: 1.-The relationship of dynamic capabilities with other aspects of the organization. 2.- These resources show the transformation of resources into competitive advantages. 3.-the grouping of the three processes can become a practical methodology to achieve strategic objectives.
(Hax, 2003). In the last two decades, there have been two paradigms in strategic management that have predominated, competitive positioning, this one proposed by Porter, in the 80's and a resource-based model. Both models perceive as the primary role of the strategy to achieve a unique competitive advantage and equally not explicit mention of the client.
An approach is called "Delta Model" where Hax (2003) establishes that the center of the strategy must be the customer to obtain a good performance, the model focuses on attracting, satisfying and retaining the customer, the classic strategies are Focused on the product, many companies tend to customize the customer by offering standardized products, with massive distribution channels, making little effort to satisfy the individual needs of the customer.
The physical nature of the distribution channels puts barriers to companies to know their customers, Michael Dell thought that he was lowering costs when he decided to skip the distribution channels and understand directly with the customer, however he realized that this alternative gave him more opportunities to deliver more solutions to your customers (offers). These could not have been achieved with the traditional distribution system.
An organization can establish unbreakable lasos, a deep knowledge and a relationship called " Customer Relationship ", this model is configured in a triangle in which it is composed of the following elements; On the right side of the triangle is the positioning with the best product, at the top of the triangle is the most demanding option called “System Luck-in” Bravo Ibarra et al. (SF), to achieve " complementors share " as the final objective and as a driving force for a systemic economy and finally, on the left side of the triangle, the strategy "total customer satisfaction" is established, consisting of personalizing the customer.
(Latorre, 1996), Bertalanfy's proposals, at the end of 1920, pointed out that: “since the fundamental character of living matter is its organization, the usual investigation of the parts and isolated processes cannot provide a complete explanation of the vital phenomenon, Von Bertalanfy proposes the research method called organic biology (organismic biology), as an attempt to explain the general theory of organism systems.
It also indicates that the program of general systems theory is concentrated in generic terms if the concept is replaced like others by that of organized entities, which can be: social groups, personality or technological equipment. In synthesis Von Bertalanfy, in synthesis defines the general theory of systems as follows: “There are models, models, principles and laws that apply to generalized systems or their subclasses, regardless of their condition, particular, of their nature of the component elements. and the relationship of force between them.
The general theory of systems is a logical-mathematical area whose task is the formulation and derivation of these principles that are applicable to systems in general. Le Moigne's conceptualization speaks of three models of representation of a system whose temporal simultaneity constitutes complexity: action (which interacts with other systems), equilibrium (which allows self-organization) and transformation (which allows reorganize).
Le Moigne, the systemic paradigm is based on reality between two visions; structuralism, in which reality is understood as a totality that works and evolves and the other is cybernetics that, instead of focusing the analysis on mechanisms or structures, proposes to ignore it and identify the objective as a black box to privilege the interpretation of its behavior in relation to the environment in which it functions and transforms.
Pariente (2006), mentions that the academic training received by administration students in Mexico is not in accordance with the trends and demands of new international environments. In a recent article by Warrren G. Bennis and James O'Toole, published in the Spanish edition of the Harvar Bussines Review, the authors argue that business schools, increasingly concerned with scientific research, are going down the road. wrong to hire teachers with limited real-world experience.
And as a result, they train students who graduate ill-prepared to deal with the real issues that concern management; that is, complex and non-quantifiable matters. They also affirm that prominent professors have another perception of the matter, such as Henry Mintzberg, from McGill Univerity, who points out that the main culprit is the little relevant study plans. The real cause of the current crisis in business education is much broader in scope and can be traced back to the dramatic shift in business school culture.
Throughout the last decades. Many leading schools have quietly adopted an inappropriate model of academic excellence that is ultimately counterproductive. In the field of administration and its application in organizations, new ideas or tending to obtain continuous improvements constantly arise in all fields of company management, supply, sales and marketing, and people management., learning and learning companies, etc.
Some of these ideas remain over time, which provides a validity, others evaporate, almost immediately, this indicates theoretical-practical weakness, an example is the reengineering of processes, whose basic approach consists of perfecting, managing and even manipulating the processes and procedures to make them more effective, through the reduction and substitution of steps and stages.
The Balanced Scorecard allows you to translate the strategy into action. Vision and strategy are interpreted in a matter of cause-effect, an example of Mario H. Vogel, director of the dashboard club, the cause-effect relationship is observed that allows the establishment of strategic hypotheses, through the approach if / then, which is similar to contingency management, where the assumptions of a certain process and the consequences that its impact would have are established (Reza 2005).
Drucker (2004) indicates that an executive does not have to be a leader in the typical sense of the word. Drucker (2004) claims that some of the best corporate and nonprofit CEOs like those he has worked with throughout his 65-year career were not stereotypical leaders. They ranged from outgoing to laid back loners to controlling, from generous to easygoing. The ones that made them all effective is that they followed the same eight practices: they asked what to do, and also what was convenient for the company?
They developed action plans. They took responsibility for their decisions. They assumed their responsibility to communicate. They focused on their opportunities instead of the problems. They conducted productive meetings and said "we" instead of "me." The first two practices allowed them to obtain the knowledge they needed. The next four helped them turn that knowledge into effective action, as knowledge is useless if it is not turned into action. The last two ensured that the entire organization felt responsible.
Executives know they have the authority because they have the trust of the organization. That means they must think about the needs and opportunities for the company, before thinking about their own needs and opportunities. Drucker (2004) also suggests a ninth practice, which is so important that it elevates it to the status of a rule: listen first, speak last. The demand for effective executives is too great to satisfy with those who were simply born to lead. Effectiveness is a discipline. And like any discipline, you can learn and win.
Pujol, Bengoechea, Antonio de Diego, Clemente Adrian, Navasquillo, Melero, de Miguel (2002), states that we live in an environment where everything is scarce, not only money but also time, this behavior is called " rational resolution behavior ", which implicitly includes a value judgment on the quality of the choice made. “The individual attributes importance to the effect of ostentation and that she is willing to pay more for a product of equivalent quality, but that provides her with the desired effect, will be considered as rational for being consistent with her behavior.
In other words, to the extent that there is a search for information oriented towards the desired end, critical analysis and treatment of this information, there is rational behavior. In fact rationality does not imply more than the use of a form of method. Which can be defined as the consistent use of a set of principles on the basis of which the choices are made. When the choice is made without method, the behavior is unpredictable, erratic and any analysis is impossible.
The concept of coherence in behavior allows reconciling different disciplinary treatments (economic, psychological, sociological) in the study of purchasing behavior. The new economic theory of consumer behavior constitutes the conceptual framework on which strategic marketing is based. This theory describes consumption as an activity in which goods, selected by the individual, are used, alone or in combination, in order to "produce" services from which utility is derived.
This notion of product considered as a set of attributes is completely basic in the strategic marketing approach. The fundamental ideas of this multi-attribute model are simple, but particularly fruitful: they constitute the theoretical background on which the segmentation process based on sought-after advantages and positioning rests, as well as the resulting product policies.
In their buying behavior, the consumer is motivated by the search for rewarding experiences, satisfaction. The central idea of marketing management is to consider that what the buyer is looking for is not the good, but the service that the good is likely to provide. This simple idea that is the basis of the marketing approach has implications for product policy. The practical scope of the product-solution notion will appear more clearly in the light of the following propositions.
The buyer's choices rest, not on the product, but on the service that the consumer or buyer expects from its use. We find here the distinction between generic need and derived need, one is not saturable, the other is mainly due to technological progress. In defining its mission, the company has an interest in defining its reference market in relation to the need or the function sought, rather than in relation to a specific technology.
This first proposition militates, therefore, in favor of a "market" orientation, rather than a "product" or "trade" orientation, with the risk of myopia that the latter implies. Every good, whether it is a product or a service, has the basic functional utility "the basic service" to which supplementary services or secondary utilities of a varied nature, aesthetic, social, cultural, etc. can be added.
That improve or complete the basic service. These added utilities or services can be objective or even just perceptual; in the latter case, they result from a brand image or advertising positioning that it creates. Due to the existence of multiple attributes in a product, it follows that the same good can appear different needs of different groups of buyers, and thus perform different basic functions.
This fact is frequently observed in industrial products which, unlike consumer products, often have a large number of different uses. There is a distinction between the notions of generic products, expected product, augmented product and potential product, which is close to the ideas expressed here:
The generic product is the advantage provided by the product, that is, the basic service or the functional value.
The expected product is made up of everything that normally accompanies the generic product (delivery times, services, image, etc.)
The increased product is what is also offered by the seller and that constitutes a distinctive quality in relation to the competition.
The potential product is made up of everything that is potentially achievable to attract and keep the customer.
Functional segmentation strategies consist of systematically searching for new sets of attributes for which there is no competitive offer in the market, but which satisfy the expectations of a specific group of buyers, important enough to justify the launch of a product or an adapted brand to your needs.
A segmentation strategy is based initially on the identification of the advantages sought by the different groups of buyers, then continuing with the elaboration and development of product concepts aimed at solving the specified expectations of the group of buyers chosen as the objective.
Several analysis methodologies have been developed, with the objective of making the notion of product operational, considering it as a "set of attributes" In the field of consumer goods, the most widely used method is "joint analysis" that allows measuring the value or the utility that the potential buyer associates with each of the characteristics or attributes of the product, intervening at different levels.
A product or a brand, from the buyer's point of view, can be defined as a specific set of attributes that provides the buyer, not only the basic service typical of the product class, but also a set of secondary, necessary or added services, which constitute distinctive elements between brands, capable of influencing the preferences of buyers.
The set of these services provided constitute a set of attributes of which the components will be described to end after a formal conceptualization (a model) of this notion. The basic service provided by a brand corresponds to the functional utility of the product class; It is the basic or generic advantage provided by each of the brands that are part of the product category.
The basic service is important because it encourages the company to study its market with the buyer's eyes and not from the point of view of the expert or the technician with the risk of myopia that it implies. The base service defines the reference market to which the company is directed due to the following facts:
What the buyer is looking for is not the product as such, but the basic service provided for the good.
Technologically very different products can provide the same basic buyer service.
Technologies are mobile and undergo rapid and profound changes, while the needs to which the base service responds remain stable.
3.-Development of the theoretical model
The purpose of this research work is to determine the improved SWOT and develop the morphological matrix of strategic planning (MMPE), as well as establish the procedures for using the matrix, as it is believed that it has a positive impact on the strategic positioning of the resources. Once this objective has been established, it is considered that the SWOT – improved and executed through MMPE, is structured by means of three constructs or constructive scenarios of great significance and transcendence (see figure 1).
Theoretical model that defines the scenarios that should affect.
Source: self made.
a.-Method
The MMPE involves a quantitative analysis, argued by the theory of structural contingency, as well as aspects of contemporary organizational theory, as considered by Rambio (1993), longitudinal analysis or organizational development has as essential points of interest of development through of organizations time. Studies the evolution of the organization: its birth, its development (growth, variation, decline) and organizational, in fact the first is the result of a secession of changes of different intensity and nature.
The procedure for structuring it basically depends on two SWOT-enhanced factors and the determination of the central capacity of the organization. The SWOT-improved for the realization of the MMPE undergoes changes in its interpretation in the section of strengths (force) this connotation for the SWOT-improved, is where the central capacities will be established, as mentioned by Bravo Ibarra et al. (SF).
In turn, the sections of weaknesses and threats (weaknesses and threats) will suffer an objective effect in their solution, becoming independent variables, therefore the dependent variable that is established at the beginning of the MMPE, is from the perspective of what you want to achieve or solve, that is, the dependent variable will be the guideline that marks the strategic level of the organization.
Likewise, once the main weaknesses and threats of the organization are known, these two constructs of both weaknesses and threats (weaknesses and threats) in the SWOT-improved are mixed and taken to a statistical analysis, such as Pareto. (80-20) or it can be a histogram, prior to weighting them, as indicated by Ponce (2007).
Therefore, the part of strengths (Force) are built through the Barney principle, using the IFCT method (González, 2009), positioning themselves directly as attributes or supplementary services of the brand or product, which are also subjected to to evaluation in the strategic marketing scenario.
The steps for the first part of the variable (situational analysis) corresponding to SWOT-enhanced are described below, see figure 2.
Construction situational analysis
Source: own elaboration.
Achieving the internal perspective of the organization, it is necessary to confront the possible solution and / or construction of the objective, it is important to highlight that the strengths in SWOT-improved, will be transformed into management indicators, from the perspective of Beltrán (SF), the objective is to achieve the strategic positioning of the organization. According to Uribe (2010), in the business world, if there are no clients, there are no sales. Therefore the organizations will have no reason to exist.
The last decade has been key for a company to differentiate itself from the competition, even selling more expensively. For this reason, it is important to know the customers, to know their needs, how they think, what shopping experiences they seek and what emotions they react to.
Mexican SMEs must dedicate a part of their marketing efforts to seeking loyalty and rewarding the loyalty of a person close to their brand. And in this regard, customer service is essential.
Under this precept, the market section is built for which it is necessary to resort to the normality, homosestacity and linearity test as established by Aldás Manzanó (SF), for which the normality test is one of the most important hypotheses, it refers to the profile that should show the frequency distribution of each metric variable individually.
If this profile deviates from the normal distribution, any statistical tests we carry out would not be valid. Most of the multivariate techniques also require that the variables be multivariably normal, that is, not only that individually they have a normal distribution, but that their combinations also have this form.
If the variables are multivariably normal, they will be so individually, but the reverse is not true. In the case of homosestacity, the second assumption made about the data, in order to apply multivariate techniques, refers to the equality of variance between the independent variables, whether these metrics or non-metrics, with respect to the variable o dependent variables. SPSS provides a specific test to analyze this hypothesis, the Levene test, whose null hypothesis is homoscedasticity, that is, that the variances are equal.
Finally, the linearity test.The last hypothesis that needs to be analyzed is linearity, especially in those multivariate techniques based on measures of association such as correlations, including multiple linear regression, logistics, factor analysis, joint analysis and systems of structural equations. Since the correlation represents linear associations between variables, the absence of linearity causes the correlation coefficient to not adequately measure the relationship between the pairs of variables.
At the same time, the tests will be carried out (reliability and validity analysis, anova, linear regression and confirmatory factor analysis) as a whole, these techniques will not yield the firmness to build the strategic model of the organization, the result of the second phase "analysis market ”will be subjected to a strategic analysis, from the perspective of general systems theory.
It should be noted that the MMPE, the strengths (key capabilities) for the SWOT-enhanced, are directly integrated into the part of the Balanced Scorecard, in turn, the strategies determined from the application of the MMPE will become key capabilities, this it will be the strategic feedback of the MMPE. The final objective of the MMPE is to formulate the strategic hypothesis, as established by Reza (2005) where the execution and affirmation of the hypothesis is built in the Balanced Scorecard.
According to the provisions of Latorre (1996), under the rhetoric of Le Moigne and, where applicable Von Bertalanfy, once you have the desired results of the scenario of "market" concerning the study of the environment of the organization, it will be held the structural analysis of the models that emerged from the confirmatory factor analysis test, from which the results of the antimage matrix of the covariances rise, in the structural analysis, the vertical vertex corresponds to the strategy and the horizontal vertex corresponds to the system.
The fundamental principle to select the best strategy, the one that modifies the system, the conceptualization of its selection is established in its systemic model of Le Moigne; action, balance and a transformation. In turn, the matrix has four areas. I Area of low influence on the part of the system towards the element and also low influence on the part of the element towards the system. The strategy that is located in this element will have little effect on the system, it will be necessary to reconsider its implementation.
II area of high influence of the system towards the element and of low influence by the element towards the system. The strategy that is located in this element will have a minimal effect on the system. It is considered necessary to closely monitor its performance.
III area of high reciprocal influence between the system and its elements, the strategy that is located in this element will have a strong effect on the system whose response, in turn, will cause changes in its element, these relationships are an important source of conflict and disorder in the total structure.
IV area of low influence by the system towards the elements, but of high influence of the element towards the system is known as the driving area. The strategy that is located in this element has a strong impact on the structure (organization) and these changes do not affect the elements. These strategies located in this area are the ones that are preferentially implemented, see figure 3.
MMPE structure analysis
Source: Own elaboration.
Once the MMPE has been built, and the strategic hypothesis developed, as defined by Reza (2005), the Balanced Scorecard is built last, with the strengths (strategic resources) which become attributes and / or supplementary services, which also They are subjected to strategic evaluation, once the evaluation is done, management indicators are established as well as the selected strategies, which are derived from the structural analysis (Beltrán SF), are uploaded to the control panel.
The strength relationship, made up of strategic resources, whose improvement factor is to position them through attributes, through the segmentation strategy, as suggested by Pujol, Bengoechea, et al (2002), Functional segmentation strategies consist of systematically search for new sets of attributes for which there is no competitive offer in the market, but which satisfy the expectations of a specific group of buyers, important enough to justify the launch of a product or a brand adapted to their needs.
In turn Rubio, Aragon (2006) The most competitive SMEs are characterized by the following features: They occupy a strong / good technological position, since the internal development of the technology, its acquisition or the use they make of it, position them ahead from the competition. They dedicate great efforts to obtaining information on the most relevant technologies in their sector, the development of new products, services and processes, and the provision of greater resources (human and financial) to the R&D department.
They gather information about the business, have a good image in the market, are quick to anticipate changes and trends, and make an effort to periodically evaluate the quality of their products or services. They carry out rigorous selection processes that allow the entry of personnel who adapt to the needs of the company as a whole and who, in addition, possess the knowledge required for the positions; promote teamwork and worker participation; they pay above the market average; and, finally, they have staff whose profiles usually exceed what is required by the positions.
They are led by people who exercise natural leadership, with a high capacity to influence the behavior of others to achieve organizational, individual and personal objectives. They are concerned with obtaining updated information on the financial markets, use their accounting systems as a source of information for management, are financed mainly through their own financing and have access to external financing under favorable conditions.
They present basic beliefs based on the values of fulfilling the mission and objectives of the company, commitment, initiative, loyalty and mutual trust. They pay attention to the quality of their products or services, dedicating efforts to their certification.
A segmentation strategy is based initially on the identification of the advantages sought by the different groups of buyers, continuing later with the elaboration and development of product concepts aimed at solving the specified expectations of the group of buyers chosen as the objective, see figure 4.
Relationship Strengths-Central capacity and segmentation.
Source: self made.
Basically the MMPE, seeks to obtain the knowledge of the needs of the buyers is therefore an important stimulus for research and development. Its function is to investigate the technical characteristics that allow meeting the market expectations not yet satisfied or improve the performance of existing products, thus giving a competitive advantage to the innovative brand.
Mainly, it is in the product conception stage and in the search for distinctive qualities for the brand that the interrelation between research and development and strategic marketing will be important.
Specifically, the MMPE development flow consists of six scenarios, see figure 5.
MMPE flow diagram.
Source: own elaboration.
3.-Discussion
This paper presents the MMPE tool, which is considered a strategic alternative, which involves a holistic analysis of the organization. Which will allow the executive, not only to analyze the mechanisms of the structures, but to clarify the objective and interpret its behavior in relation to the environment in which it functions and transforms.
Basically the MMPE, helps organizations called family, whose operation is adhocratic, has to identify strategic resources, analyze environments to execute them as a strategy and analyze the most impactful strategic decision, this procedure triggers a model that accelerates the organization and leads it to effectiveness.
The MMPE allows the organization to be viewed systemically, since for the contextualization of the MMPE, it entails strategic marketing, which triggers an organizational learning practice, facilitating the organization to compare and identify competitors, best practices, possible trends and above all to have a high goodwill.
With the implementation of the MMPE, it forces the organization to model its business components through a Balanced Scorecard, which introduces the key capabilities to position, facilitating an order and plurality in the organization's objectives, that is, the MMPE, promotes an organizational culture jointly and systemically. The conceptualization of the MME is to carry out an improved SWOT whose connotation is to find the growth opportunities of the organization.
In turn, the MMPE resorts to SWOT, but this in a different way in its development in the part of the strengths, composed of the strategic resources of the organization. With the MMPE, the execution of management indicators is encouraged, providing the organization with a real interpretation of its growth and therefore making real and objective improvements and / or growth alternatives.
The MMPE carries with it an intrinsic area in its operation, strategic marketing, which may well be operated by the tactical area of the organization, therefore the MMPE, helps organizations that do not have the necessary knowledge and / or necessary information from the strategic marketing area, to be obtained in a simple way and above all that does not affect the costs of the organization. Finally MMPE, is considered as part of the organization heuristic.
The MMPE helps SMEs to align strategic information to their business model, through elements related to their environment.
4.-Limitations and future studies
Dissemination for publishing is quite limited, a situation that disadvantages the need for the SME market, especially in Morelia, this factor, if viewed from a perspective of opportunity to carry out best practices within an organization, would have a positive impact on the transformation of the company. organization.
The present study will be subjected to the scientific research method, which will be part of the method to carry out the study on the subject of this work.
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