Case Studies

The case studies listed on this page do not represent the totality of projects developed by the syncplexity team. The list represents those cases that have contributed most significantly to the development of the model.

The names of the companies have been omitted for confidentiality reasons.

Early Stage — Organizational Development
#	Location	Year	Business	Size/Staff
1	La Senia, Spain	1996-1997	Machining of wood components for the furniture industry	40 Staff members
2	Benicarlo, Spain	1997-1999	Wooden furniture	60 Staff members
3	Martorell, Spain	2000-2001	Motorbikes supplies assembly	200 Staff members

Sustainable Viability
#	Location	Year	Business	Size/Staff
4	Switzerland	2001-2004	The Swiss banking experience cannot be detailed for confidentiality reasons. However, it is fair to say that syncplexity's approach to prestige was profoundly enriched with the four projects conducted in Swiss banks.
5	Mexico City	2005-2007	Printed folding boxes for packaging	270 Staff members
6	Mexico City	2007	Automotive parts	435 Staff members
7	Mexico City	2008-2009	White line products and anodized aluminum	279 Staff members
8	Mexico City	2009-2010	Plastic containers manufacturing	140 Staff members
9	Mexico City	2010	Phone carrier	210 Involved employees
10	Mexico City	2011	Store network of miscellaneous retail sale (household)	120 Involved employees
11	Mexico City	2011	Corrugated cardboard packaging manufacturing	30 Sales division employees
12	Mexico City	2011-2012	Industrial engineering	29 Staff members

Expansive Emotional Influence
#	Location	Year	Business	Size/Staff
13	Benicarlo, Spain	2013-2016	Real estate development and construction	5 Management board
14	Madrid, Spain	2016-2018	Law firm; banking and finance division	8 B&F division employees
15	Benicassim, Spain	2016-2017	Hotel & restaurants	180 Staff members
16	Benicarlo, Spain	2017-2018	Retail businesses & marketplace	16 Establishments
17	La Rapita, Spain	2018-2020	Tourism-related businesses	21 Establishments
18	Alcoi, Spain	2018-Present	Food market	12 Management board 30 Establishments & 59 People involved.
19	La Rapita, Spain	2019-Present	Retail businesses	17 Establishments & 19 people involved
20	Alcoi, Spain	2019-Present	Retail businesses	48 Establishments & 106 Peple involved

#	Company	Abstract
1	La Senia, Spain, 1996-1997 Machining of wood components for the furniture industry 40 Staff members	Situation After the acquisition of very sophisticated machinery, the problem was not solved but rather worsened. The one customer dependence caused an untenable situation when, despite the significant investment in the latest technology in productivity for the wood manufacturing industry, the company could not deliver the main customer's orders on time. The poor profitability for years made a new investment in additional machinery unfeasible. Strategic Approach The strategic approach was to develop people's potential through leadership and motivation. Around that primary axis, a manual production line was put into operation, operated by those motivated employees. The challenge of this approach was to develop true leadership qualities in a short period of time when the foundations for this were non-existent. Key Results § Increase productivity in 541 % § Positive profits trend.

#	Company	Abstract
2	Benicarlo, Spain, 1997-1999 Wooden furniture 60 Staff members	Situation The company was the only one dedicated to the production of bentwood products in the Spanish market. That market position brought huge profits. However, It was necessary to recover the company from an awful business position after an associate left the company with all the sensitive information and gained most of the customer portfolio (around 80%) by creating his own company and reducing prices significantly. Strategic Approach The strategy to recover the market loss was founded on an integral cost management, followed by a comprehensive deployment of the principles of both the total quality management and a practical application of the ethics of honesty. Key Results § It took a little more than a year to regain almost the totality of the bentwood portfolio. § Furthermore, a new production plant was opened to meet the growing demand.

#	Company	Abstract
3	Martorell, Spain, 2000-2001 Motorbikes supplies assembly 200 Staff members	Situation In December 1999, the company was a model company in the subcontracting of sectors such as automotive (Honda, Yamaha) and consumer electronics (HP). The commercial activity was not considered necessary because, since its foundation in March 1991, it had enjoyed a good reputation in its industry. From a small artisan workshop with two employees (current managers), its growth had been based on customer satisfaction. In the area of assembly subcontracting, this company was the reference in the sector. Even so, the company entered into a severe insolvency situation. The cost analysis clarified that both sales prices and revenue volume were correct and sufficient to end the year with a profit. Even so, employees entered the third consecutive month without being paid. Suppliers were in the same situation. The imminent danger was not a drop in employee performance, but that the suppliers would stop supplying parts and, therefore, the contract with the main customer (Honda) could not be fulfilled. The decision was tough: with the money available, should the banks be paid (2 months without meeting financial obligations), the employees or the suppliers? Furthermore, Honda complained about the delay in the delivery of some series of orders. They were told that more employees had been hired than the contract had called for. Honda replied that this was impossible, insinuating that the performance of the employees had dropped because they had not been paid for months. Several discussions ensued with no apparent end in sight. It was decided that a Honda employee would go to the company's plant for some time to time, observe and collaborate in everything necessary to detect and solve the problem. Days went by, and nothing abnormal was noticed—quite the contrary. On the contrary, with the implementation of new production and organizational techniques, employee performance improved dramatically. How was it possible: with productivity per employee above the standards set by Honda-Japan, with prices under control in all areas, how was it possible? Strategic Approach Faced with this situation and having appreciated the financial position of the company, a final step was taken: To dispense with the planning delivered by Honda and to make one of its own that, as an objective, would respect the assembled units that Honda needed each month. Within a few weeks, the information derived from the new system made it possible to detect the root of the problem. Honda accepted the conclusions, so everything was solved. However, at the end of April, the difficulties continued because, in reality, the weekly production plans were also altered according to the final demand Honda had at any given time. Key Results - After 12 months § 60% productivity improvement; 10% above the Japanese matrix company. § The financial problems were solved, reaching a positive cash flow surplus equivalent to 10% of sales.

#	Company	Abstract
18	Alcoi, Spain, 2018-2020 Food market 12 Management board 30 Establishments & 59 People involved.	Situation The situation of Mercat Sant Roc (MSR; Alcoy, Alicante) at the beginning of 2018, in terms of competitiveness, can be summarized in the following points: § A brand with minimal capacity to attract market sectors included in the 35-47 age range. § Board of Directors without a defined direction generates a lot of conflicts when making decisions. § General Assembly is very unwilling to accept the Board's proposals. § Absence of a management position responsible for executing the decisions of the governing bodies. § Sales practices on the part of the stalls - members of the General Assembly - are not very aligned with the expectations of the market sector they wish to attract (schedules, product management, interaction with customers, etc.). § Also, on the part of the stalls, there is a low acceptance of corporate processes that serve to present MSR's commercial activities coherently to the public. § Insufficiently defined business lines. First Phase 2018-2019 Initial efforts focused on: § Define a concept -Educational Authenticity- that would serve as a pull factor for the type of customers to be attracted. § Define the first functionality - harmonization - to develop an added value for customers. § Appoint and train an executive management position. § Form technical teams so that the issues presented to the Board and the Assembly were well structured, with criteria based on data. § Develop the executive skills of the members of the Board of Directors so that the criteria used for decision-making were constructive with a positive vision. § Develop the professionalism of the stalls, especially in areas related to interacting with customers, product development, and management. In this sense, it is considered that if new practices lead to the progressive development of the business, stalls that are reluctant to change/evolve will be, at least, tolerant to the evolution that is needed. § Define the lines of business that are to be understood as the primary channels for attracting new customers. These lines are: - Supermarket (Súper). Due to the capacity to deploy a sales model aligned with customer expectations, this line must be developed with the most excellent possible professionalism. - Online Sales Portal. This line must offer the right product according to customers' needs and expectations. The development of the two MSR business lines must consider the results of the corporate Perception Map —where customer expectations are managed— so that the efforts have a sufficient return.	Due to a general lack of statistical work, MSR brand acceptance among 35-47-year-old consumers had to be deduced by perception at the beginning.
		By the end of 2019, it was achieved: § The concept -Educational Authenticity- has started to spread through the media, showing that it can become an attractor of new market sectors. § The harmonization functionality has been concretized at the specification level, even obtaining a first customer -Decathlon- of the derivative product -Cistella-. § The management position has been appointed -Onia Carpio- and its development was initiated through a leadership program (shared with other establishments in the city). § The necessary technical teams have been formed and have worked on their different responsibilities: concept, expectations, structure-stability. The information base generated has made it possible to present the proposals to the General Assembly to approve them in a positive dynamic. § The Board of Directors has worked directly - in the Board itself - and, in addition, in the development process of the stalls that, having a specific competitiveness program, are part of the Board. The Board's work dynamic has become positive/constructive. § The professionalism of the market stalls has been developed by setting an example with those who have decided to make an effort by deploying a specific competitiveness program. Second Phase 2020 MSR's efforts to structure and develop the Cistella product and business lines are cut short by the nationwide lockdown resulting from the COVID pandemic. This containment, which begins in mid-March 2020 and runs through the end of May, immediately affects the MSR of collapsing home delivery service during the first week of containment. Delivery volumes 3 to 4 times higher than usual become unmanageable due to the lack of an adequate IT structure, material resources, and clearly defined processes. The first decision in this situation is not to close the service and devote all energies and resources to develop, in the shortest possible time, a team and a process capable of supporting the volume of home deliveries to be handled. With the implementation of the new home delivery process - known as tuduc - it became evident from the number of calls from dissatisfied customers that the level of delivery failures was totally unacceptable. An average of 35% of failures in the last weeks of April and the first weeks of May generated an excessive level of dissatisfaction among customers using the service. Once an operational team and process were structured, the next step was to work on the consistent reduction of failures. At the end of November, the result was a halving of failures (18%).	Table 1: Initial tuduc failure simple.
		By the end of 2020, it was achieved: § Stabilize the work team and strengthening the tuduc process. In this regard, although misdelivering 18 times per 100 deliveries is still an excessive level of failure, the failures perceived by the end customer have been reduced much more markedly. § Initiate the development of the two lines of business -Super and Online Sales Portal-. § Increase the ratio of customers in the 35-47 age range by 120%. [1] [1] The data presented correspond to those establishments that have made a specific effort to ensure the quality of the data managed. It is necessary to maintain a constant focus on the reduction-elimination of failures in the home delivery service. Until an average of 5% (which would continue to be high) is achieved, this task must be prioritized in work schedules. In this regard, it is critical to ensure that attention is being paid to detecting and recording all failures that occur.	The main difficulty in reducing failures lies in need to unify the different stalls' work dynamics in the market, whose particular habits are deeply rooted. Generating a group vision is the key to the process. Table 2: Tuduc failures by the end of November 2020.

Company

Abstract

Alcoi, Spain, 2018-2020
Food market
12 Management board
30 Establishments & 59 People involved.

Situation
The situation of Mercat Sant Roc (MSR; Alcoy, Alicante) at the beginning of 2018, in terms of competitiveness, can be summarized in the following points:

§ A brand with minimal capacity to attract market sectors included in the 35-47 age range.
§ Board of Directors without a defined direction generates a lot of conflicts when making decisions.
§ General Assembly is very unwilling to accept the Board's proposals.
§ Absence of a management position responsible for executing the decisions of the governing bodies.
§ Sales practices on the part of the stalls - members of the General Assembly - are not very aligned with the expectations of the market sector they wish to attract (schedules, product management, interaction with customers, etc.).
§ Also, on the part of the stalls, there is a low acceptance of corporate processes that serve to present MSR's commercial activities coherently to the public.
§ Insufficiently defined business lines.

First Phase 2018-2019
Initial efforts focused on:

§ Define a concept -Educational Authenticity- that would serve as a pull factor for the type of customers to be attracted.
§ Define the first functionality - harmonization - to develop an added value for customers.
§ Appoint and train an executive management position.
§ Form technical teams so that the issues presented to the Board and the Assembly were well structured, with criteria based on data.
§ Develop the executive skills of the members of the Board of Directors so that the criteria used for decision-making were constructive with a positive vision.
§ Develop the professionalism of the stalls, especially in areas related to interacting with customers, product development, and management. In this sense, it is considered that if new practices lead to the progressive development of the business, stalls that are reluctant to change/evolve will be, at least, tolerant to the evolution that is needed.
§ Define the lines of business that are to be understood as the primary channels for attracting new customers. These lines are:
- Supermarket (Súper). Due to the capacity to deploy a sales model aligned with customer expectations, this line must be developed with the most excellent possible professionalism.
- Online Sales Portal. This line must offer the right product according to customers' needs and expectations. The development of the two MSR business lines must consider the results of the corporate Perception Map —where customer expectations are managed— so that the efforts have a sufficient return.

Due to a general lack of statistical work, MSR brand acceptance among 35-47-year-old consumers had to be deduced by perception at the beginning.

By the end of 2019, it was achieved:

§ The concept -Educational Authenticity- has started to spread through the media, showing that it can become an attractor of new market sectors.
§ The harmonization functionality has been concretized at the specification level, even obtaining a first customer -Decathlon- of the derivative product -Cistella-.
§ The management position has been appointed -Onia Carpio- and its development was initiated through a leadership program (shared with other establishments in the city).
§ The necessary technical teams have been formed and have worked on their different responsibilities: concept, expectations, structure-stability. The information base generated has made it possible to present the proposals to the General Assembly to approve them in a positive dynamic.
§ The Board of Directors has worked directly - in the Board itself - and, in addition, in the development process of the stalls that, having a specific competitiveness program, are part of the Board. The Board's work dynamic has become positive/constructive.
§ The professionalism of the market stalls has been developed by setting an example with those who have decided to make an effort by deploying a specific competitiveness program.

Second Phase 2020
MSR's efforts to structure and develop the Cistella product and business lines are cut short by the nationwide lockdown resulting from the COVID pandemic.
This containment, which begins in mid-March 2020 and runs through the end of May, immediately affects the MSR of collapsing home delivery service during the first week of containment. Delivery volumes 3 to 4 times higher than usual become unmanageable due to the lack of an adequate IT structure, material resources, and clearly defined processes.
The first decision in this situation is not to close the service and devote all energies and resources to develop, in the shortest possible time, a team and a process capable of supporting the volume of home deliveries to be handled.
With the implementation of the new home delivery process - known as tuduc - it became evident from the number of calls from dissatisfied customers that the level of delivery failures was totally unacceptable. An average of 35% of failures in the last weeks of April and the first weeks of May generated an excessive level of dissatisfaction among customers using the service.
Once an operational team and process were structured, the next step was to work on the consistent reduction of failures. At the end of November, the result was a halving of failures (18%).

Table 1: Initial tuduc failure simple.

By the end of 2020, it was achieved:

§ Stabilize the work team and strengthening the tuduc process. In this regard, although misdelivering 18 times per 100 deliveries is still an excessive level of failure, the failures perceived by the end customer have been reduced much more markedly.
§ Initiate the development of the two lines of business -Super and Online Sales Portal-.
§ Increase the ratio of customers in the 35-47 age range by 120%. [1]

[1] The data presented correspond to those establishments that have made a specific effort to ensure the quality of the data managed.

It is necessary to maintain a constant focus on the reduction-elimination of failures in the home delivery service. Until an average of 5% (which would continue to be high) is achieved, this task must be prioritized in work schedules. In this regard, it is critical to ensure that attention is being paid to detecting and recording all failures that occur.

The main difficulty in reducing failures lies in need to unify the different stalls' work dynamics in the market, whose particular habits are deeply rooted. Generating a group vision is the key to the process.

Table 2: Tuduc failures by the end of November 2020.

#	Company	Abstract
19	La Rapita, Spain, 2019-Present Retail businesses 17 Establishments & 19 People involved	Situation In 2019, the "Ràpita Prestigi" project begins with the impulse of the City Council and the aim of helping to improve the competitive capacity of Sant Carles de la Ràpita city's retail trade. The initial situation is not significantly different from that in other regions where syncplexity developed similar projects. In the first place, decision-making is poorly based on data and statistics. Secondly, emotional management is a totally foreign phenomenon for business as well as the use of the listening process in order to know the actual wishes of customers. None of the establishments participating in the project had considered developing a unique concept or specific added value of their business. Pricing criteria are not based on thorough and continuous cost control and benchmarking. To complete the picture, the need for a professional online sales culture is, at best, highly distorted. Mainly, work is not being done in the areas that online commerce demands in the current decade of the 21st century. Strategic Approach The initial approach of the project is to generate a deep awareness that business improvement requires a profound personal change. Without a new vision, the business can't evolve. In turn, the individual vision that limits the scope of our decisions can only change if our habits change. Thus, participants in the prestige-based competitiveness project are fully immersed in a serious culture of emotional management, which includes a thorough understanding of the listening process and the necessary personal change required both for its proper management and for superior insight in decision making. Positive thinking becomes the keystone of individual behavior. In parallel to personal development, processes and tools for analyzing financial balance, customer buying trends, and purchasing management are initiated. Product management has started to become more professional, generating a clear awareness of how much this facet affects the prosperity of the business. These new responsibilities exert considerable pressure on individual agendas, which specific work on time management addresses. Second Phase The second phase of the “Ràpita Prestigi” project starts again in 2020 with the support of the City Council. In this stage, particular emphasis is placed on consolidating the transformation initiated in the previous step. In addition to this necessary consolidation process, the work plan includes a specific focus on the next level of value-added generation, which in turn constitutes the primary axis of the new commercial promotion culture event-driven. The Prestige Behavioral Matrix continues to develop, facilitating the necessary individual change process ularly in innovation-related facets such as creativity. However, at the beginning of 2020, the COVID-19 pandemic broke out and hit most of the retail trade very hard; of course, this also affected the participants in the "Ràpita Prestigi" project. In these circumstances of confinements and restrictions of all kinds, the syncplexity model is tested to the limit. The necessary ingredients for the online business structure are not ready yet. On the other hand, consumer habits change drastically in a matter of a few days, which creates extraordinary emotional pressure on business owners. It is precisely in this context that the model is reinforced as a confidence generator for the businesses that are implementing it. One of the COVID pandemic consequences is that the work process has been altered substantially, which means that the second phase of the "Ràpita Prestigi" project could not be completed by the end of 2021. Key Results - After 24 months The results that demonstrate an evident ability to deal with critical situations can be appreciated by considering the following summary: § 89% of the establishments had economic growth (very significant in some cases) despite the effects and restrictions suffered due to the COVID-19 pandemic. Growth ranges span from 10% to 56%. § The establishment that started a new business in 2021 ended the year with a positive break-even point. § Three of these establishments, even with negative cumulative growth (2020, 2021), improved their overall financial results.

Company

Abstract

La Rapita, Spain, 2019-Present
Retail businesses
17 Establishments & 19 People involved

Situation
In 2019, the "Ràpita Prestigi" project begins with the impulse of the City Council and the aim of helping to improve the competitive capacity of Sant Carles de la Ràpita city's retail trade.
The initial situation is not significantly different from that in other regions where syncplexity developed similar projects. In the first place, decision-making is poorly based on data and statistics. Secondly, emotional management is a totally foreign phenomenon for business as well as the use of the listening process in order to know the actual wishes of customers. None of the establishments participating in the project had considered developing a unique concept or specific added value of their business. Pricing criteria are not based on thorough and continuous cost control and benchmarking.
To complete the picture, the need for a professional online sales culture is, at best, highly distorted. Mainly, work is not being done in the areas that online commerce demands in the current decade of the 21st century.

Strategic Approach
The initial approach of the project is to generate a deep awareness that business improvement requires a profound personal change. Without a new vision, the business can't evolve. In turn, the individual vision that limits the scope of our decisions can only change if our habits change.
Thus, participants in the prestige-based competitiveness project are fully immersed in a serious culture of emotional management, which includes a thorough understanding of the listening process and the necessary personal change required both for its proper management and for superior insight in decision making. Positive thinking becomes the keystone of individual behavior.
In parallel to personal development, processes and tools for analyzing financial balance, customer buying trends, and purchasing management are initiated. Product management has started to become more professional, generating a clear awareness of how much this facet affects the prosperity of the business.
These new responsibilities exert considerable pressure on individual agendas, which specific work on time management addresses.

Second Phase
The second phase of the “Ràpita Prestigi” project starts again in 2020 with the support of the City Council.
In this stage, particular emphasis is placed on consolidating the transformation initiated in the previous step. In addition to this necessary consolidation process, the work plan includes a specific focus on the next level of value-added generation, which in turn constitutes the primary axis of the new commercial promotion culture event-driven. The Prestige Behavioral Matrix continues to develop, facilitating the necessary individual change process ularly in innovation-related facets such as creativity.
However, at the beginning of 2020, the COVID-19 pandemic broke out and hit most of the retail trade very hard; of course, this also affected the participants in the "Ràpita Prestigi" project. In these circumstances of confinements and restrictions of all kinds, the syncplexity model is tested to the limit. The necessary ingredients for the online business structure are not ready yet. On the other hand, consumer habits change drastically in a matter of a few days, which creates extraordinary emotional pressure on business owners. It is precisely in this context that the model is reinforced as a confidence generator for the businesses that are implementing it.
One of the COVID pandemic consequences is that the work process has been altered substantially, which means that the second phase of the "Ràpita Prestigi" project could not be completed by the end of 2021.

Key Results - After 24 months

The results that demonstrate an evident ability to deal with critical situations can be appreciated by considering the following summary:

§ 89% of the establishments had economic growth (very significant in some cases) despite the effects and restrictions suffered due to the COVID-19 pandemic. Growth ranges span from 10% to 56%.

§ The establishment that started a new business in 2021 ended the year with a positive break-even point.

§ Three of these establishments, even with negative cumulative growth (2020, 2021), improved their overall financial results.

#	Company	Abstract
20	Alcoi, Spain, 2000-Present Retail businesses; 48 Establishments & 106 People involved	Situation In 2019, the "Alcoi Prestigi" project begins with the impulse of the City Council and the aim of helping to improve the competitive capacity of Alcoi city's retail trade. The initial situation is not significantly different from that in other regions where syncplexity developed similar projects. In the first place, decision-making is poorly based on data and statistics. Secondly, emotional management is a totally foreign phenomenon for business as well as the use of the listening process in order to know the actual wishes of customers. None of the establishments participating in the project had considered developing a unique concept or specific added value of their business. Pricing criteria are not based on thorough and continuous cost control and benchmarking. To complete the picture, the need for a professional online sales culture is, at best, highly distorted. Mainly, work is not being done in the areas that online commerce demands in the current decade of the 21st century. Strategic Approach The initial approach of the project is to generate a deep awareness that business improvement requires a profound personal change. Without a new vision, the business can't evolve. In turn, the individual vision that limits the scope of our decisions can only change if our habits change. Thus, participants in the prestige-based competitiveness project are fully immersed in a serious culture of emotional management, which includes a thorough understanding of the listening process and the necessary personal change required both for its proper management and for superior insight in decision making. Positive thinking becomes the keystone of individual behavior. In parallel to personal development, processes and tools for analyzing financial balance, customer buying trends, and purchasing management are initiated. Product management has started to become more professional, generating a clear awareness of how much this facet affects the prosperity of the business. These new responsibilities exert considerable pressure on individual agendas, which specific work on time management addresses. Second Phase The second phase of the “Alcoi Prestigi” project starts again in 2020 with the support of the City Council and, additionally, in collaboration with the Chamber of Commerce. In this stage, particular emphasis is placed on consolidating the transformation initiated in the previous step. In addition to this necessary consolidation process, the work plan includes a specific focus on the next level of value-added generation, which in turn constitutes the primary axis of the new commercial promotion culture event-driven. The Prestige Behavioral Matrix continues to develop, facilitating the necessary individual change process ularly in innovation-related facets such as creativity. However, at the beginning of 2020, the COVID-19 pandemic broke out and hit most of the retail trade very hard; of course, this also affected the participants in the "Alcoi Prestigi" project. In these circumstances of confinements and restrictions of all kinds, the syncplexity model is tested to the limit. The necessary ingredients for the online business structure are not ready yet. On the other hand, consumer habits change drastically in a matter of a few days, which creates extraordinary emotional pressure on business owners. It is precisely in this context that the model is reinforced as a confidence generator for the businesses that are implementing it. One of the COVID pandemic consequences is that the work process has been altered substantially, which means that the second phase of the "Alcoi Prestigi" project could not be completed by the end of 2021. Key Results - After 24 months The results that demonstrate an evident ability to deal with critical situations can be appreciated by considering the following summary: § 77% of the establishments had economic growth (very significant in some cases) despite the effects and restrictions suffered due to the COVID-19 pandemic. Growth ranges span from 5% to 73.8%. § Two of the three establishments that were unable to increase their turnover had positive financial results nevertheless.

Company

Abstract

Alcoi, Spain, 2000-Present
Retail businesses;
48 Establishments & 106 People involved

Situation
In 2019, the "Alcoi Prestigi" project begins with the impulse of the City Council and the aim of helping to improve the competitive capacity of Alcoi city's retail trade.
The initial situation is not significantly different from that in other regions where syncplexity developed similar projects. In the first place, decision-making is poorly based on data and statistics. Secondly, emotional management is a totally foreign phenomenon for business as well as the use of the listening process in order to know the actual wishes of customers. None of the establishments participating in the project had considered developing a unique concept or specific added value of their business. Pricing criteria are not based on thorough and continuous cost control and benchmarking.
To complete the picture, the need for a professional online sales culture is, at best, highly distorted. Mainly, work is not being done in the areas that online commerce demands in the current decade of the 21st century.

Strategic Approach
The initial approach of the project is to generate a deep awareness that business improvement requires a profound personal change. Without a new vision, the business can't evolve. In turn, the individual vision that limits the scope of our decisions can only change if our habits change.
Thus, participants in the prestige-based competitiveness project are fully immersed in a serious culture of emotional management, which includes a thorough understanding of the listening process and the necessary personal change required both for its proper management and for superior insight in decision making. Positive thinking becomes the keystone of individual behavior.
In parallel to personal development, processes and tools for analyzing financial balance, customer buying trends, and purchasing management are initiated. Product management has started to become more professional, generating a clear awareness of how much this facet affects the prosperity of the business.
These new responsibilities exert considerable pressure on individual agendas, which specific work on time management addresses.

Second Phase
The second phase of the “Alcoi Prestigi” project starts again in 2020 with the support of the City Council and, additionally, in collaboration with the Chamber of Commerce.
In this stage, particular emphasis is placed on consolidating the transformation initiated in the previous step. In addition to this necessary consolidation process, the work plan includes a specific focus on the next level of value-added generation, which in turn constitutes the primary axis of the new commercial promotion culture event-driven. The Prestige Behavioral Matrix continues to develop, facilitating the necessary individual change process ularly in innovation-related facets such as creativity.
However, at the beginning of 2020, the COVID-19 pandemic broke out and hit most of the retail trade very hard; of course, this also affected the participants in the "Alcoi Prestigi" project. In these circumstances of confinements and restrictions of all kinds, the syncplexity model is tested to the limit. The necessary ingredients for the online business structure are not ready yet. On the other hand, consumer habits change drastically in a matter of a few days, which creates extraordinary emotional pressure on business owners. It is precisely in this context that the model is reinforced as a confidence generator for the businesses that are implementing it.
One of the COVID pandemic consequences is that the work process has been altered substantially, which means that the second phase of the "Alcoi Prestigi" project could not be completed by the end of 2021.

Key Results - After 24 months

The results that demonstrate an evident ability to deal with critical situations can be appreciated by considering the following summary:

§ 77% of the establishments had economic growth (very significant in some cases) despite the effects and restrictions suffered due to the COVID-19 pandemic. Growth ranges span from 5% to 73.8%.

§ Two of the three establishments that were unable to increase their turnover had positive financial results nevertheless.

Case Studies

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