Among the activities that make up the services of a local development agency, the development of communication channels and tools for communication with companies is a key element for the success of support services.
In this context, NAIDER has a tool for self-diagnosis of a company’s level of competitive maturity. HACEX-Competitiveness Self-Assesment Express Tool is configured as a competitive intelligence tool that provides value both to the companies that use it, as it portrays their competitive reality in a didactic way, and to the heads of local development agencies who see in HACEX an instrument to interpret the business reality of their field of action.
HACEX is structured around four strategies through which the level of competitiveness of the company is evaluated.
- Innovation. Innovation is a key driver of competitiveness. Companies that innovate can differentiate themselves from their competitors, develop unique products or services and respond to changing market needs.
- Digitalisation. Digitalisation can increase competitiveness by improving agility, customer experience and operational efficiency. It allows you to adapt to the digital age and remain relevant in the market.
- Green and energy transition. Climate change requires the implementation of new industrial, R&D, employment, training and other strategies.
- Talento. Companies with a skilled and motivated workforce can innovate, adapt and offer better quality products and services.
Within each of these strategies, a series of sub-strategies are defined with their corresponding variables to be evaluated. The self-diagnosis questionnaire presents a series of questions corresponding to each of the defined variables in a way that allows the tool to evaluate the answers in order to place the company at a certain level of maturity depending also on the sector to which the company belongs and its size.
The maturity model on which HACEX portrays the company is articulated around five moments or phases of transition, taking into account its position in relation to the different phases of competitive maturity.
– Vulnerable (0%-20%)
This level indicates that the company has difficulties to be competitive compared to other companies similar in size and belonging to the same sector.– Initial (20%-40%)
This level indicates that the company has a premature or limited level of competitiveness compared to other similar companies in the same sector.– Intermediate (40%-60%)
This level indicates that the company has a medium level of competitiveness compared to other companies similar in size and belonging to the same sector.– Advanced (60%-80%)
This level indicates that the company has an above average level of competitiveness compared to other companies similar in size and belonging to the same sector.– Leader (80%-100%)
This level indicates that the company is a benchmark in terms of competitiveness compared to other similar companies in the same sector.
This competitive maturity model presents the different stages that a company may go through in its evolution, from initial adaptation to establishing itself as a strategic leader in its industry. Each stage reflects a set of characteristics and approaches to understand and improve the company’s competitive position in the marketplace.
HACEX Results
- Snapshot of the company’s competitive reality and positioning in the competitive maturity model. On the one hand, the tool shows an overall result of the company’s level of competitiveness, as well as the result corresponding to each of the strategies and sub-strategies.
- Areas of opportunity for the company. The tool suggests a proposal for action based on the weaknesses or shortcomings identified in the self-diagnosis with the aim of guiding the company in its transition to the competitive maturity model.
- Report on needs and services of interest. The self-diagnosis tool also reveals the services and specific needs of the company, which is a very relevant source of information for planning the support services of a local or regional development agency.
