Like a living organism, companies also need to grow, explore their full potential, and fulfill their mission. The most diverse challenges, whether simply to survive or to take a place in the market, arise over time, along the way. Regardless of size, one factor is considered essential to keep them competitive in today’s market: sustainability. And we show you that it is possible to scale up and be more profitable by reducing impacts on the environment and contributing to a fairer and more equitable social development. Want to see?
How to gain scale with little?
To give you answers and help you on this journey, we seek to know in depth the story of the CEO of Korin Agricultura Natural, Rogério Morikawa. The company has become a benchmark in the country when it comes to natural foods because its premise is sustainability throughout the production chain.
“When you grow up, you have this marketing force, you buy state-of-the-art equipment, you have credit fundraising force, you also have legal force, along with legislation, and you have hiring force. But we had a pioneering investment of force. And this means that, to this day, we continue to maintain an added value to the product that the competition has not yet been able to add ”,
When entering an unexplored and little diffused market in the country until then, that of natural foods, Morikawa faced one of his greatest challenges ahead of management: structuring a company that was still small without losing its essence. Without having to leave aside the values preached by Korin – which arose with the aim of contributing to a healthier life in balance with the environment. Can you imagine having this enormous responsibility in your hands? I bet you, entrepreneurial or not, have already faced this dilemma: how do you employ sustainable attitudes in your daily life?
The three pillars of sustainable management
Ahead of Korin and with the mission of spreading organic culture throughout the country, venturing into new markets, Reginaldo set three main pillars at the beginning of his mandate: first, to encourage people, that is: to maintain motivation, to produce and innovate. ever; the second pillar is to work on harmonization: sustainable management values respect and coherence throughout the business value chain, providing solidity; and the last pillar is to enable internal needs.
In his opinion, investing in employees brought many benefits to Korin, promoting the growth of the entire company: “When I see that we are too still, we cheer him up. When we see that there is a conflict of ideas, we harmonize. And when we see that there is a need, we make it possible. So, in this sense, sustainability becomes an organism that enters your company. And it manages to promote this growth for the entire company ”.
The challenges to scale
After aligning an internal understanding and continuing to search for new markets, Reginaldo faced many other barriers to overcome. How to manage the challenge of transforming a small brand into a reference brand in the market? How to get the consumer to accept a new product, different from what was considered conventional until then?
He looked at the whole. Not only for the final product delivered to the gondolas, but for the entire production chain, and with this it was possible to leverage the company based on sustainable strategies. “These sustainability differentials were what allowed us to establish ourselves in the market. From then on, we had a very big growth “, it states
Realizing sustainability as a strategy, it became a milestone in Korin and Reginaldo’s history. How to structure, in practice, these management strategies with a focus on sustainability? Have you ever wondered? This is what he teaches us in the second class of the case study “Future Present”, in meuSucesso. Come with us on this?