Okay, so you're walking into this meeting

and financials are going to be like the main thing they're talking about, right?

And you want to be more than just like a fly on the wall.

You want to be able to actually understand what they're saying,

right?

And be able to ask insightful questions.

Absolutely.

So to help us with that today, we are going to be deep diving into a conversation between two executives. Oh,

okay.

Lisa and Mark.

Sounds good.

And we're going to kind of pick apart their conversation and see what we can learn.

Awesome.

So they start out talking about revenue

and things are looking up for them.

Oh. Good.

Yeah. Revenues up 12%.

Wow. That's fantastic.

Which, you know, on the surface sounds great, right?

Of course.

Yeah. That's what you want to hear.

That's what you want to hear as an executive.

Absolutely. Yeah. Strong growth,

right?

That can really get a company noticed.

Exactly.

I mean, that could attract investors. Yeah.

Even put them in a position to maybe buy up some other companies.

It really changes the whole game.

Yeah. It's a good place to be.

Yeah.

But as always, there's But their operational costs have spiked.

Oh, no. That's Not good.

And they're pointing their fingers right at

this is interesting.

Logistics

and the supply chain as being a major factor.

Oh yeah.

From these rising costs.

I mean supply chain issues have been huge deal. I mean everybody re the whole chip shortage.

Oh yeah.

Right. That impacted everything.

Yeah. Cars to gaming consoles.

I mean everything.

Everything.

You name it.

And it's just like a perfect example of how important your supply chain is.

Absolutely. And so, you know, when you're looking at your own company,

yeah,

you got to be thinking about,

okay,

okay, how resilient is my supply chain,

right? Are there any like vulnerabilities?

Yeah. What are my weak points? What can I do to fix them? And should I maybe diversify my suppliers?

Yeah. Spread the risk a little bit.

Right. Exactly.

Don't put all your eggs in one basket, as they say.

Okay. So, they're not just like sitting around complaining about this. They're saying, "We got to do something.

Take action."

And they're talking about how they are going to renegotiate contracts.

Okay, that makes sense.

And they're looking at alternative suppliers.

Yeah. So being proactive about it.

Exactly.

I like that.

And so I think this is really interesting.

Okay.

Because it kind of highlights a classic business dilemma.

What's that?

How do you save money?

Yeah.

But also maintain quality,

right? Because you don't want to just go with the cheapest option if it means your product is going to suffer.

Yeah. You got to strike that balance.

Yeah. Because then you lose customers. it can really backfire.

Yeah. So, that's something to think about, you know, with your own business.

Absolutely. Always keep that in mind.

Okay. So, then they switch gears a little bit.

Okay.

And start talking about marketing.

All right.

And they've been spending more on marketing, but they've also seen a pretty significant jump in customer engagement.

Oh, wow. How much are we talking?

It's like 15%.

15%. That's pretty good.

Which is great.

Yeah.

But is it actually working?

Right. That's the big question.

That's the question.

Are they just throwing money at it or is it actually translating into sales,

right? And what I like is they're taking a datadriven approach.

Yeah.

To answering that question.

Good. They need to see the numbers,

right? They're focused on ROI,

return on investment.

Exactly. And just so everyone's on the same page.

Yeah. Exactly.

Basically, ROI means

are you getting your money's worth?

Yes. Are you getting more out of it than you're putting in?

Right. Like if you're spending $100 Yeah.

on marketing, are you getting at least $100 if not more in sales,

right? Because you're not just spitting money to spend money, right?

Exactly. It's got to be strategic.

You want to see results.

Absolutely.

And so they're basically saying, "Look, we've got this increase in engagement."

Yeah.

But we need to wait and see if that actually translates

Yeah.

into increased sales.

Okay. So, they're being patient.

Yeah.

Definitely.

Before they fully judge the campaign.

Smart. Because sometimes these things take time.

Exactly.

We can't always expect instant results.

And I think that's a good lesson for everybody.

Absolutely.

You know, Whether you're talking marketing or anything else, you got to set clear metrics for what you're doing.

So you can actually measure success.

Exactly. And then track your progress.

Make sure you're on the right track.

Right. And see if you're actually hitting those targets.

Exactly.

Okay. So then towards the end of the conversation,

Yeah.

they just kind of casually drop a bombshell.

Oh, what's that?

And they're talking about

uh

potential merger talks.

No way.

With a company called Global Tech.

Global Tech.

Wow. And I know right now it's early pages.

Okay. So, nothing's set in stone.

No, nothing's definite, but still.

But even just the talk of a merger.

I mean, that's huge.

That can send shock waves through an industry,

right? Because mergers Yeah.

I mean, they can completely reshape the landscape of business.

And it's not just about, you know, two companies becoming one,

right? There's so much more to it,

right? You have restructuring. You have new markets opening up.

Could be an international expansion.

Exactly.

I mean, it just creates a ton of possibilities.

Like a ripple effect. that goes out and touches so many different areas

and you know even if it doesn't directly impact your company

yeah

it's still important to pay attention

right

because you know it could affect your competitors

it could affect your suppliers

it could affect your customers

right it's all connected

yeah so it's important to kind of stay informed

absolutely stay up todate on what's happening

about these trends

in your industry and beyond

because you never know how they might impact you down the line

exactly

so I think You know, looking back at this whole conversation between Lisa and Mark,

it's interesting because

what stands out to you?

They touched on supply chain dynamics.

Yeah, that's huge right now.

They talked about, you know, the whole cost versus quality dilemma.

That's always a tough one.

And then the importance of datadriven decisions,

right? You got to let the numbers guide you. Exactly.

Not just your gut feeling.

And it's like all these things are connected.

Oh, absolutely.

All pieces of the same puzzle.

I mean, it really shows how these executives think. They're not just looking at the dayto-day. They're thinking about the big picture.

Exactly.

They're being strategic

and that's what makes them successful

and that's what you need to do, too. When you go into your meeting,

think about how you can demonstrate that same kind of thinking.

How can you show them that you're not just, you know,

listening to the numbers, but you're actually

connecting the dots,

analyzing the situation

and thinking ahead to the future

because that's what's going to impress them. M. So, don't just absorb the information,

right?

Use it.

Put it into practice.

Ask those thoughtful questions.

Yeah. Show them you've been paying attention

and show them that you're thinking strategically and that's how you're going to stand out.

And who knows, maybe even get that promotion.

Exactly. There you go.

God, think big.

All right. Thanks for ing me for this deep dive.

It's been a pleasure.

I hope you learned something.

Me, too.

And we'll see you next time.

See you later.

Bye

bye.

Okay, entonces entras a esta reunin
y las finanzas van a ser como el tema principal del que van a hablar, verdad?
Y t quieres ser ms que una mosca en la pared.
Quieres ser capaz de entender realmente lo que estn diciendo,
verdad?
Y ser capaz de hacer preguntas perspicaces.
Absolutamente.
Entonces, para ayudarnos con eso hoy, vamos a profundizar en una conversacin entre dos ejecutivos. Oh,
est bien.
Lisa y Mark.
Suena bien.
Y vamos a analizar su conversacin y ver qu podemos aprender.
Impresionante.
Entonces empiezan a hablar de ingresos
y las cosas les estn yendo bien.
Oh. Bien.
S. Los ingresos aumentaron un 12%.
Guau. Eso es fantstico.
Que, ya sabes, en la superficie suena genial, verdad?
Por supuesto.
S. Eso es lo que quieres escuchar.
Eso es lo que quieres escuchar como ejecutivo.
Absolutamente. S. Fuerte crecimiento,
verdad?
Eso realmente puede hacer que una empresa se destaque.
Exactamente.
Quiero decir, eso podra atraer inversores. S.
Incluso ponerlos en posicin de tal vez comprar otras empresas.
Realmente cambia todo el juego.
S. Es un buen lugar para estar.
S.
Pero como siempre, hay Pero sus costos operativos se han disparado.
Oh, no. Eso no es bueno.
Y estn apuntando con el dedo a
esto es interesante.
Logstica
y la cadena de suministro como un factor importante.
Oh s.
De estos costos crecientes.
Quiero decir, los problemas de la cadena de suministro han sido un gran problema. Quiero decir, todos recuerdan la escasez de chips.
Oh s.
Cierto. Eso impact todo.
S. Coches a consolas de videojuegos.
Quiero decir todo.
Todo.
Lo que sea.
Y es como un ejemplo perfecto de lo importante que es tu cadena de suministro.
Absolutamente. Entonces, ya sabes, cuando miras tu propia empresa,
s,
tienes que pensar en,
est bien,
est bien, qu tan resistente es mi cadena de suministro,
verdad? Hay alguna vulnerabilidad?
S. Cules son mis puntos dbiles? Qu puedo hacer para solucionarlos? Y debera tal vez diversificar mis proveedores?
S. Repartir el riesgo un poco.
Cierto. Exactamente.
No pongas todos los huevos en una sola canasta, como dicen.
Est bien. Entonces, no solo se sientan a quejarse de esto. Estn diciendo: "Tenemos que hacer algo.
Tomar accin".
Y estn hablando de cmo van a renegociar los contratos.
Est bien, eso tiene sentido.
Y estn buscando proveedores alternativos.
S. Entonces ser proactivo al respecto.
Exactamente.
Me gusta eso.
Y entonces creo que esto es realmente interesante.
Est bien.
Porque resalta una especie de dilema empresarial clsico.
Qu es eso?
Cmo ahorras dinero?
S.
Pero tambin mantener la calidad,
verdad? Porque no quieres ir con la opcin ms barata si eso significa que tu producto va a sufrir.
S. Tienes que encontrar ese equilibrio.
S. Porque entonces pierdes clientes. realmente puede ser contraproducente.
S. Entonces, eso es algo en lo que pensar, ya sabes, con tu propio negocio.
Absolutamente. Tenlo siempre presente.
Est bien. Entonces, cambian de tema un poco.
Est bien.
Y empiezan a hablar de marketing.
Est bien.
Y han estado gastando ms en marketing, pero tambin han visto un aumento bastante significativo en la participacin del cliente.
Oh, wow. De cunto estamos hablando?
Es como el 15%.
15%. Eso es bastante bueno.
Lo cual es genial.
S.
Pero realmente est funcionando?
Cierto. Esa es la gran pregunta.
Esa es la pregunta.
Estn simplemente tirando dinero o realmente se est traduciendo en ventas,
verdad? Y lo que me gusta es que estn adoptando un enfoque basado en datos.
S.
Para responder a esa pregunta.
Bien. Necesitan ver los nmeros,
verdad? Estn enfocados en el ROI,
retorno de la inversin.
Exactamente. Y solo para que todos estn en la misma pgina.
S. Exactamente.
Bsicamente, ROI significa
ests obteniendo el valor de tu dinero?
S. Ests sacando ms de lo que ests poniendo?
Cierto. Como si gastaras $100 S.
en marketing, ests obteniendo al menos $ 100 si no ms en ventas,
verdad? Porque no solo ests escupiendo dinero para gastar dinero, verdad?
Exactamente. Tiene que ser estratgico.
Quieres ver resultados.
Absolutamente.
Entonces bsicamente estn diciendo: "Mira, tenemos este aumento en el compromiso".
S.
Pero tenemos que esperar y ver si eso realmente se traduce
S.
en mayores ventas.
Est bien. Entonces, estn siendo pacientes.
S.
Definitivamente.
Antes de juzgar completamente la campaa.
Inteligente. Porque a veces estas cosas toman tiempo.
Exactamente.
No siempre podemos esperar resultados instantneos.
Y creo que esa es una buena leccin para todos.
Absolutamente.
Sabes, ya sea que ests hablando de marketing o de cualquier otra cosa, tienes que establecer mtricas claras para lo que ests haciendo.
Para que realmente puedas medir el xito.
Exactamente. Y luego rastrea tu progreso.
Asegrate de estar en el camino correcto.
Cierto. Y ver si realmente ests alcanzando esos objetivos.
Exactamente.
Est bien. Entonces hacia el final de la conversacin,
S.
simplemente dejan caer una bomba casualmente.
Oh, qu es eso?
Y estn hablando de
eh
posibles conversaciones de fusin.
De ninguna manera.
Con una empresa llamada Global Tech.
Tecnologa global.
Guau. Y s que ahora mismo son pginas tempranas.
Est bien. Entonces, nada est escrito en piedra.
No, nada es definitivo, pero an as.
Pero incluso solo hablar de una fusin.
Quiero decir, eso es enorme.
Eso puede enviar ondas de choque a travs de una industria,
verdad? Porque fusiones S.
Quiero decir, pueden remodelar completamente el panorama empresarial.
Y no se trata solo de que, ya sabes, dos empresas se conviertan en una,
verdad? Hay mucho ms que eso,
verdad? Tienes reestructuracin. Tienes nuevos mercados abrindose.
Podra ser una expansin internacional.
Exactamente.
Quiero decir, simplemente crea un montn de posibilidades.
Como un efecto domin. que sale y toca tantas reas diferentes
y sabes incluso si no impacta directamente en tu empresa
s
sigue siendo importante prestar atencin
derecho
porque sabes que podra afectar a tus competidores
podra afectar a tus proveedores
podra afectar a tus clientes
est bien, todo est conectado
s, as que es importante mantenerse informado
absolutamente actualizado sobre lo que est sucediendo
sobre estas tendencias
en su industria y ms all
porque nunca sabes cmo podran impactarte en el futuro
exactamente
entonces creo que Sabes, mirando hacia atrs a toda esta conversacin entre Lisa y Mark,
es interesante porque
qu te llama la atencin?
Tocaron la dinmica de la cadena de suministro.
S, eso es enorme en este momento.
Hablaron sobre, ya sabes, todo el dilema del costo versus la calidad.
Eso siempre es difcil.
Y luego la importancia de las decisiones basadas en datos,
verdad? Tienes que dejar que los nmeros te guen. Exactamente.
No solo tu instinto.
Y es como si todas estas cosas estuvieran conectadas.
Oh, absolutamente.
Todas las piezas del mismo rompecabezas.
Quiero decir, realmente muestra cmo piensan estos ejecutivos. No solo miran el da a da. Estn pensando en el panorama general.
Exactamente.
Estn siendo estratgicos
y eso es lo que los hace exitosos
y eso es lo que t tambin necesitas hacer. Cuando vayas a tu reunin,
piensa en cmo puedes demostrar ese mismo tipo de pensamiento.
Cmo puedes mostrarles que no solo ests, ya sabes,
escuchando los nmeros, pero en realidad ests
conectando los puntos,
analizando la situacin
y pensando en el futuro
porque eso es lo que les va a impresionar. M. As que no te limites a absorber la informacin,
verdad?
salo.
Ponlo en prctica.
Haz esas preguntas reflexivas.
S. Demustrales que has estado prestando atencin
y mustrales que ests pensando estratgicamente y as es como vas a destacar.
Y quin sabe, tal vez incluso consigas ese ascenso.
Exactamente. Ah tienes.
Dios, piensa en grande.
Est bien. Gracias por acompaarme en esta inmersin profunda.
Ha sido un placer.
Espero que hayas aprendido algo.
Yo tambin.
Y te veremos la prxima vez.
Te veo luego.
Adis
adis.