We are. Welcome, Don Luis, how you spent the night. It
' s raining well, all right. I always like rain. I like
the rain at night, especially when there are trees and there is tranquility,
there is stillness and there is no loudness of the plugs, and that has
problems. I don' t do it in the rain and my house I
realize. When you speak mental ah da, I don' t know how
you hear when you approach, if you lack it exactly if you do.
I' ve got a back. There' s a house he has,
which has an end roof, but then it looks like the drip that drops
his era from a shooting to sing it. He wouldn' t let me
sleep. I' m going to talk to him hygienic to make it more
continuous and so it doesn' t look like there' s a shooting.
I definitely woke up every batch starting with a mess. That' s the
way to say it' s okay. Be alert, for the theme of
beautiful beauty is what I have seen please. Therefore, it has a subjective
component, personal opponent and obviously there is also a social component or what is
culturally accepted as beautiful, which is culturally valued and appreciated. And obviously one
is born in a culture, in an environment where that is valued or appreciated.
On the other hand, yes, the brain will always look for those
things that give it pleasure, that are pleasant to them, that are familiar
to them and that are friendly to them. So, obviously, that a
face that I have perceived as beautiful, because it produces that, then people
feel more relaxed, more confident and can enter more and feel much more comfortable
and obviously that kind of beauty. Now that from there to in a working
environment, that contributes to performance and everything is a little exaggerated. It'
s a bit of common sense, because they' re putting aside what actually
produces, performance and motivation, which is something the employee wears remember that gives
a sense of well- being. Well, it' s not a feeling
of well- being, but the person feels good, nice and tasteful.
But once the day begins, the work begins. There are women who the
case of men who are beautiful and that and what awaken in fear and fear
because they already know it, that is to say that that effect has already
gone. That was the first impression. As you say, in my particular
experience, I feel very comfortable working with beautiful and very intelligent women. So,
so she' s not blonde, she can be blonde, all right,
but there' s no more stuff like that I feel like hypnotizing,
when you have people who look good and who are also super competent. What
happens overwhelmingly, I mean, is an element that creates. I' m
talking about me sending, it' s an element that creates that sense of
satisfaction, of security. You feel calm. You feel good about what I
said, for example, about a plate. When they decorate it it is
nice and the appetite enters through the eyes, then the same chef who is
going to prepare a dish has to prepare it so that it appears. So,
if you' re going to buy a dessert that you don' t
know what it' s about? Which one you think is going to choose
the most beautiful one exactly. So that' s it. Let' s
say that this is the reptilian system, the primitive theme that responds in front
of it, that it responds quickly and will respond in a favorable and positive
way what it perceives in that way. Now, from there to the other.
It' s true. It is a little exaggerated, because another element
that favors much is the smile. A nice person, be nice or ugly.
If he' s nice, sympathy means those people who show joy,
show a smile when they speak spontaneously, look into your eyes. So that
person what is known as sympathy and they like and it doesn' t matter
what else. But it' s a little overstated to say that that increases
or can. It has something to do with motivation so if you were thinking
of firing someone, leave it there, quiet, of course? You heard
there, yeah, there, leave him alone, of course? Well,
today' s subject made it calm. Yeah. The budget is a tool
for the growing company. We' ve been talking in the last few days
about organization, decentralization, room so the budget is a skill. It is
a tool to be used by business owners. And the budget has several functions.
It can be used differently, as we say. The situation of the
company, the situation in which they are, for example, companies that are
out of control and do not make the money, escapes it, leaves it
and do not know what is going on. Or they find that income isn
' t enough. Then it was time, apart from doing an internal audit
that can be done by themselves, to go to the budget. But also
when a company feels that it' s okay, that it' s not
doing well, but that it wants to increase its profitability, that it wants
to increase not only its revenues, because sometimes there is a company that has
good revenues, but because it doesn' t know how to manage the revenues,
the expenses, then its profitability is not good. Then there is also
the budget working. And also when the company feels that it has to have
better margins as it must have better profits, it must have greater productivity profitability,
it wants its company, that its organization gives it better results. Then,
in those different contexts you can use the budget as a tool. So,
in the general sense, the budget has first, but it can build
the future, it can foresee the future, it can anticipate, defining what
it wants, but not only what it wants, what it wants, but
what it has to achieve to have profitability, the desired profitability, because many
companies have profitability of ten, of twenty, of thirty of forty. Then
the desired profitability, taking into account the industry in which you are working.
Therefore, the budget is also something that is a tool that allows you to
have control of today' s reality and, especially by areas, by department,
to establish indicators, so that everyone spends what they have to spend,
that they invest what they have to invest. Then you have all those facilities
that provide the budget. Obviously, to apply a budget, the company must
be prepared to plan its activities, plan its sales, plan its purchases,
plan its collections and plan production and all its operations in some way. So,
that budget, because a budget is supposed to indicate the amount that you
can spend to produce x things. So those budgets, for example, of
production, which indicate that quantity we must invest in raw material to convert it
into finished product or, in the case of what they do not manufacture but
sell finished products that buy products to resell, then they must always have a
purchase budget that tool that allows balance, balance what we have to spend to
have the result we want. And obviously, if we want results of ten
and we spend twenty, then we have to produce thirty so that when those
thirty enter they leave with the twenty and we have the ten that we have
desired, then that allows us to do. That obviously, that the budget
in this current time, as it will always require what we have said about
technology. You have to have a software. You have to have a software
that not only keeps the tax accounts, but is able to record every penny
that comes in and every penny that comes out must be perfectly registered. It
is no longer accepted today to keep papers invoice vouchers and then type it.
That' s no longer appropriate. It' s not healthy. Today,
an exit immediately occurs including a fuel ticket to give to someone. In the
event that they give you ticks before handing over, the ticket must be registered,
although already most companies that use fuels have cards for that and then that
makes it easier because already there it will always be registered. So in the
content of the budget, obviously you' re going to have an income forecast,
you have to have an expenditure forecast and obviously you' re going to
have to define a strategic plan. Strategic plans are not theoretical, grandiloquent and
require too much talent and a specialist. No. The strategy is simply inti
in this case. How we' re going to apply the budget. What
we' re going to do to provoke that income and what we' re
going to do to make sure that it doesn' t go by hand or
that we don' t spend our money on overtime beyond what you can or
the subject of the viatics, the diets and all those expenses in the case
of companies that work outside and that have to do between them. So,
finally, it has to be said that I consider the budget to be an
extraordinary tool because it also allows us to say that it is not enough here
to say that we are good. We have to prove it and the budget
is the best indicator of the outcome, because it allows us to compare what
we said we were going to do with what we actually did. And the
budget also allows to get the general manager, the accounting area, to have
a day- to- day control of his financial health, that is,
he can realize the financial health of the company by taking control of both the
entrances and the exits. My recommendation to make the budget. There are three
large types of overall budget results. The number one budget, which is the
exercise that I assign to my clients, is that budget that you verify what
comes in, verify what comes out in the first budget. The balance will
be zero or it will leave very little, which is what is known as
the equilibrium point. If you have already exceeded the point of equilibrium, we
move on to the second budget. It' s an exercise. We verify
what comes in, we verify what comes out in the second budget always remains
a little more than in the balance that at the point of balance, say,
already, the company is leaving a money that, although it is not
much, but it is important and we have benefits. The third budget,
which is the one we should always work on, is the one where I
will ensure that my profitability is what I define. I' m going to
have a net profit after or before tax like the one I define. So,
as you know your outings, your outings, your expenses and you already
know the second fact, which is the profit, then obviously you don'
t have to be a genius to be able to identify how much, then
how much your revenue budget is going to be, then that revenue budget.
That' s the General Manager' s responsibility to set the goals of How
are we going to achieve that income, how are we going to achieve those
sales, how are we going to achieve that production? Keeping in mind that
many times there are many companies that increase their sales, but in that same
order, they increase expenses. So, in the end, your benefit is
exactly the same. They sold a lot, sold more, but they spent
more and it happens many times in entrepreneurs as I tell him that you are
too serious and too responsible and in exaggeration in the sense, the team hurt
to give it there bok in another. We have to do this. Then
having to fulfill the commitments they have, then they spend what was theirs and
much more rent equipment, other people enter, that is, they shoot the
expenses to meet the goal of the sale. That' s obviously not bad
from the point of view of customer service, but as far as your financial
health is concerned, it' s affecting you. Then you need to improve
your operations. Therefore, when very high production targets or sales forecasts are made,
there is a temptation to increase costs to the same extent. So we
' re back, as I was saying, we' re going to increase
sales a lot. We achieved our sales goal, but we didn' t
get the mint. The budget skyrocketed in terms of expenditures and other costs.
So the recommendation is to learn how to make the budget. If you'
re not used to it, it' ll take time. Therefore, it
is important to start with the ifa training available to draw up the budget let
us say that it is the first. You should only ask the accounting officer
to give you a report of the last month, an income balance, an
exit balance that came in and came out, preferably if it corresponds to the
twenty- four, because if you can recover the previous three months. From
there he gets an average and realizes where his money comes in and where it
comes from. And with that information, which is real because this happened,
you can already do what is called a projected budget, but projected based on
that reality. And he' s rehearsing. Believe me, most large companies,
obviously you know, are managed with budgets. There are times when situations
arise and they say the problem is that the budget for that item has already
been exhausted, so that is when the budget is exhausted. Well, you
have to make those notes and there are managers who have to speak very well
to get that item approved, because the budget if that part is violated,
obviously they' re going to violate profitability. Finally, and at home also
with his wife, that the manager, if the exact home manager, if
this always works in personal life, is complicated by anyone' s life managing
the working life. We' re not spending on that. And finally,
already the companies, who are already experts managing budgets, because they already make
their annual budget, then they do it quarterly and they do it then obviously
monthly. Thanks to Don Luis Minaya, as always very interesting what Don Luis
is asking us is here basically giving free workshops in the programs that take advantage
of all the information that Don Luis Compa has shared during these first three months
and, as he said, since he entered to April, now what he
touches is pineapples exactly now what touches viña. So let' s see how
we get to two thousand twenty- five if God gives us the grace to
get to that year and you can take stock and look for Dolby' s
shares. To say, well, I did this, this and it turned
out to be such and you will be able to evaluate there Luis and the
recommendations that many of the audience receives from you, because they have had the
effectiveness that you have proposed, that they can have in those improvements that you
have pointed out that they should be implemented in fact, and so you can
also evaluate the workshopist and evaluate yourself. In fact, for us consultants,
the result of a company, that is, the profit what the company does
is a reflection of the owner' s management style. That is to say,
in other words, you have the results that it has in the way
that you run your company, in the way, in the way you work,
in the way that your leaders lead the person, in other words,
it' s like health and what you eat and habits and habits and when
you go to the cardiologist or you have the triglycerides. Well, I don
' t know what, no, what he eats you, what his diet
is, what his regimen is. So, the results of the company have
a lot to do with, more than eighty percent with the personality of the
owner of those who run, the style and culture in the company. Then
the budget. When he' s not favorably, then he already tells me,
as a consultant, where you have to go, that is, how
you' re directing, how you' re controlling, how he' s
doing. For example, there are people who buy from common sense hearts.
It' s selling a lot of that stuff. It' s selling such
a thing. Buy a lot of it if you sometimes make decisions based on
intuition and that worked in a time, time so painted and times are no
longer for that. Now I was looking at a page where I was updated
with a lot of information. Incredibly there was a ghost that fell into the
business of the millions of communication, but that the radio was the one that
suffered the most, which is that of the big data, in fact,
the big data and all this question that is investing in more developed economies than
ours. And here it' s coming to that very thing. And the
radio cost him time to understand. And that time in understanding it took the
radio a lot, a lot, it caused a lot of loss. And
I think we leave a lot to intuition. But also in the process of
understanding we kill the nature of the business. When I say, we kill
because in America the reference and we' re seeing today that going back to
what used to work is what' s incredibly working, yes, for that
very, very well. Thank you, thank you, Don Luis. Hey,
thanks, Don Luis. Remember Samana' s friends if it' s
raining eh and they' re coming they' re picking up what Doña Gloria
Ceballo says or it' s going to rain now that they' re duet
which is their early fibula. Yeah, yeah, yeah. He' s
got a good foot, he' s cracking me.