Evolution is a constant from which markets cannot escape. That change may involve different degrees of transformation, according to several factors. For many reasons (depletion of resources, exponential increase in productivity, etc.), in the first two decades of 2021, markets are evolving from a highly competitive nature to hypercompetitiveness. Therefore, models designed to thrive in business environments have to adapt accordingly. The question is if there’s any model for competitiveness available.
Nevertheless, even if the effort is enormous, establishing a pattern for the business dynamics is the only way to learn and improve with a high probability of success.
The syncplexity model of business competitiveness, which Mr. Josep Alzamora and his team have developed since 2000, is based on a specific sense of prestige. The design of this proposal, which is intended to facilitate the effective transformations that businesses require to succeed in hypercompetitive contexts, is built on the foundations of four essential criteria.
The four essential criteria of syncplexity are:
Robustness—Good results must be guaranteed and reproduced without errors. Beyond being able to deliver flawless products consistently, a business must ensure the expected outcomes of its decisions.
Fullness —Enduring competitiveness lies in personal growth through positive behaviorism. Every person must be able to develop their full potential, even if they are not always aware of what it is or how to do it. To this effect, people must be able to make a perfect fit between what they do, want, and are so that they can develop their full potential.
Substantiveness— Foundations for competitiveness are solid enough to overcome severe crises or disruptive changes. Consumer’s real desires are known and effectively transformed into unique and appreciated features.
Coherence—The emotional bonds required to survive hypercompetition can only grow on an environment of congruity, where all parts of the business fit together in a natural way.
Many businesses may think their brand is prestigious, yet many discover the hard truth when they can barely survive a severe crisis. The concept of prestige proposed by syncplexity refers to a competitive capacity based on a “constant and intensely growing appreciation towards what the business/brand offers.”
A genuinely prestigious brand is one that has built tenaciously and patiently authentic and systemic emotional bonds with its customers. Therefore, when the core connection brand-customer is a true emotional bond, an economic meltdown has a more controllable effect. In that process of appreciation, the added value’s perception is enough to make the offer preferred by consumers, still not being the lowest priced.
The complexity of generating that kind of appreciation lies in several facts. The first one is that an actual emotional bond is quite complex to build, which requires individual efforts and changes that few people are willing to do. As a result, where companies think they are building emotional links, there are just substitutes unable to face the effects of a dire crisis.
The second fact that makes complex the development of prestige bond-based is how social and economic environments have changed, going from high-competitiveness to hyper-competitiveness. Thus, where before it was necessary to develop some unique feature to compete, it now requires a whole conceptual substantive universe.
The Expansive Emotional Influence (EEI) is the solution that has developed syncplexity and put it to the test in different countries and several business sectors to facilitate the systemic creation of authentic emotional bonds between a brand and consumers. The primary factors of prestige —which deploys the Expansive Emotional Influence— can be shaped by the progressive development of the vision of business—through Executiveness—, both individually and collectively. Consequently, the core ingredient of EEI is Executiveness, which—as part of the Subject factor—consists of the personal development necessary to achieve the desired results, ensuring the proper positive vision and consistency of decisions.
Subject—The ability to perform a high-profile decision-making process—business vision—, and the positive emotional energy required to create emotional bonds are achieved through individual behavioral change.
Object—The business must have a purposeful —substantive— identity to develop a coherent and innovative offer with truly differentiating —unique— elements.
Connection— The constant and intensely growing appreciation towards a business offer can only be achieved if the company is permeable and conduct a systemic integration of the consumer’s true desires but not just their needs. Furthermore, how the offer is disseminated will also be a determining factor in building emotional bonds.
Structure—The organization’s structure must be adaptive to environmental dynamics. Hence, both design and operational flow must coherently and efficiently sustain the requirements to develop a low-cost conceptual universe. Having highly committed people is a crucial element of the business structure.
The implementation process of syncplexity emulates an expedition to climb a mountain, which passes through a series of phases, each returns specific results. The chief outcomes produced in each stage of the “expedition” result from the constant dynamics of the four fundamental factors before mentioned, with which the Expansive Emotional Influence (EEI) materializes.
Through a series of learning and analysis sessions and exercises, the progressive deployment of the Expansive Emotional Influence factors will leave a set of institutions to maintain coherent daily management.
The competitiveness based on the prestige obtained from the dynamics of the four primary factors of the EEI can be explained as the effect of perceived substantive features, which coherently offered are able to build authentic emotional bonds, as the below formula summarizes.
Cp= competitiveness prestige-based—a function of:
eb= emotional bond
ui= useful innovation
A syncplexity expert does not advise -only-, nor teach -only-, but commits themself totally to the final result, acting as a "facilitating agent of change."
Setting a new paradigm of competitiveness with few references requires the right balance between theory and practicality, which can only be efficiently achieved through involvement in the decision-making process. This way of working, which implies considerable participation in daily life —the expert becomes an outer part of the management team— requires sincere acceptance by the people who run the business. Compared with typical consulting and training processes, this is an aspect of the implementation procedure. Being a substantial part of achieving the desired results, must be carefully analyzed with the company/business managers.
|Phases of Implementation||Programs|
|Trek In||Introduction to the syncplexity model of competitiveness for hypercompetitive contexts.||Foundations|
|Base Camp||Building the business foundations for useful innovation and authentic emotional bonding.|
Engineering substantive features (unique and appreciated.) Real emotional bonds brand-customer begin to grow robust and systemic.
|Corporate & Employees|
Real, robust and systemic emotional bonds are strengthened. Appreciation towards the brand's offer grows intensely.
|Corporate & Employees|
Appraisal—Task appraisal is a critical part of the implementation process, so the outcomes required from each phase can be guaranteed. The minimum needed to move on to the next stage is 57% of the assigned exercises. The appraisal percentage will be calculated as a ratio of assigned/performed tasks and will be carried out on a yearly basis.