Is growth what we really want? If we look for synonyms or similar terms for the verb "to grow", we find, among others, "to develop" and "to progress". That is what Confialia is really after. Our objective is not to grow in number of clients, nor in turnover. That would be a consequence of what we are really organising: the development and progress of Confialia as a human and team structure that pursues business advice with high added value. Unify and integrate and you will become stronger
The what and how
We want to offer our clients a comprehensive business consultancy service, increasingly better and more adapted to their real needs. To do this, we must free up time for everything that is purely administrative. Clients need us to manage their accounting, to fulfil their tax and labour obligations, but above all, they need us to
what the client needs is that we can dedicate ourselves to advising, counselling and guiding them in the development of their business activity.
You need us to make all the information we have about your company clearly available to you and to make this information useful to you when making decisions: The value is in the information, in how to handle it, present it and use it, and that is what Confialia specialises in, and that is what we want to "grow" in. We want to create the conditions to be able to progress, developing and enhancing our values even more.
Differentiation is the future
If we make a comparison with the commercial fabric, we could identify ourselves with local commerce. This is the shop that advises you and suggests new products, new styles. It is the type of business that, when you return, asks you if you liked the last thing you took with you that you had never tried before. The proximity shop is the one that when it incorporates new references, it does it thinking about your tastes and makes you feel like one of its best customers. It is clear that this type of business cannot survive on this alone. It also needs to be able to offer the basics, but this is neither its profit nor its differentiation.
Let's leave the comfort zone
Surely, if we were to limit ourselves to being mere managers of the information that our clients send us, we would feel more in our comfort zone. Taking the step in which our main function is to interpret this information, extracting results and conclusions that propose a range of possible decisions to the client is a test of our ability to specialise and adapt, but at Confialia we are convinced that our future lies in leaving our comfort zone and specialising our team.
It makes no sense to believe that the success of our clients depends on specialisation and that, nevertheless, the future of our offices can continue to be linked to the generality of accounting, tax and labour management. We do not disavow this function, but in this area we are already supposed to be capable. We are here thanks to it, but today, technology is telling us that we must and can do something more without neglecting anything we are already doing, simply by applying the recipes we give to our clients: automation, economy of scale, integration, collaboration, etc... If the Spanish saying goes "Divide and conquer", ours is "unify and integrate and you will become stronger".
Our focus is on people and companies. Whatever technology you manage, we interpret and advise.
We propose a future
We are ready and able to integrate new customer portfolios, either by purchasing or by encouraging new partners. Even distance is no longer a problem.
We have initiated a development process aimed at the specialisation of people and the unification, homogenisation and standardisation of management processes with the sole objective of offering our clients a much more professional and differentiated service.
If the Spanish saying is "Divide and conquer", ours is "unify and integrate and you will become stronger".
This is not an easy path, nor is it free of complexity. There are many factors to take into account, from the adaptation of the human team and its training, to the creation of new management procedures and not forgetting the technological part.
It is not simple to unify and integrate portfolios or offices that also have to do it "on the move", but at Confialia we have started this process and I can assure you that it is exciting and that the results promise very promising, it simply requires a real will to do it, a lot of self-criticism and confidence.
Let this article serve as a reflection and as an invitation to those who share its content to hold a constructive debate that will bring us closer together.