Documentos de Académico
Documentos de Profesional
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Unidad 4 – Actividad 5.
Microeconomía.
Las isocuantas muestran la flexibilidad que tienen las empresas cuando toman
decisiones de producción: Normalmente pueden obtener un determinado nivel de
producción utilizando varias combinaciones de factores.
Los movimientos hacia fuera sobre un determinado rayo, tal como ON, garantizan
que la proporción entre el capital y el trabajo permanezca constante, pero el nivel
de producción asociado con cada movimiento aumentará, puesto que se está
utilizando una mayor cantidad de los dos insumos. De esta manera, para
movimientos a lo largo de cualquier rayo que sea una línea recta a partir del origen,
encontraremos que el nivel de producción cambia continuamente, pero la
proporción de los insumos (K/L o L/K) permanece constante.
4
d) Elija una situación empresarial que le permita explicar los tres movimientos (1
dentro de la curva, 2 de desplazamiento de la curva) y explíquelos a la luz de su
teoría y grafique cada una de las tres situaciones:
CAPITAL TRABAJO
(K) (L)
A 120 10
B 90 15
C 60 20
D 35 25
Graficando la informacion anterior nos damos cuenta que las relaciones son
posibles dentro de la capacidad inicial, pues tanto el punto A, B, C o D, son
relaciones reales, por ende si la empresa inicia la produccion con la relacion A
obtendra un total de 1500 unidades, igualmente si desea desplazarse a la relacion
C dentro de la curva, obtendra la misma produccion:
100 B
80
C
(K)
60
D
40
20
0
0 5 10 15 20 25 30
(L)
6
CAPITAL TRABAJO
(K) (L)
A 140 15
B 120 20
C 80 25
D 60 40
CAPITAL TRABAJO
(K) (L)
A 100 5
B 80 8
C 40 15
D 20 25
It’s official. COVID-19 forced a seismic shift in the economy driven by major changes
in consumer behavior. While industries such as Web conferencing and online
education thrive in this period of accelerated digital transformation, others such as
travel, hospitality and retail are telling a much different story.
9
Yet, many marketers continue as if nothing has changed. It can come off as, at best,
tone deaf—and, at worst, misguided. In an era of uncertainty, it’s essential that
marketers are more mindful of the times and sensitive about consumers’ daily
challenges. It is a challenge for all of us—marketers included—as most of their target
audience are rightfully focused on their basic safety and health needs, relegating
their wants for a more certain time.
What has changed for marketing?
B2B marketing is witnessing sweeping changes.
In-person, high-touch prospecting avenues such as events and business meetings
are no longer possible. Event marketers are investing in virtual events by necessity.
Gone are generic marketing initiatives as teams are restructured to focus on targeted
marketing at specific touchpoints throughout the customer’s journey.
Spend is under increased scrutiny as companies look to conserve cash.
Marketing in the new world
How do marketing teams come to terms with the new normal? While much has
changed, much remains the same. Most marketers aren’t successful for long if they
don’t put the customer first. Now is the time marketers put themselves in their
customers shoes—to adapt and expand their empathy. Today, marketers must move
beyond the old axiom of ‘finding a need and filling it’ to understanding the customers'
challenges, victories, annoyances, and sources of joy. And, it's not just marketing,
but all customer-facing teams from salespeople to customer support through to
customer success teams. Everyone needs to tune in with a greater ear to not only
what customers want to buy but what they need to hear. Only then will you build
trust across every post, campaign, email, text and customer interaction. Fail and
your communications become all about you versus being all about them.
your customers, you can calibrate your recommendations to optimize their budgets
and reaffirm your commitment to their best possible outcome.
Focus on long-term relationships over short-term gains
It’s better to invest in long-term relationships with strong partners than to risk
jeopardizing the relationship when they need help most. And, while you’ve invested
precious dollars acquiring them in the first place sometimes, a little short-term pain
will result in long-term gain. Use your judgment to help customers now and into the
future. This could include offering extended support, or providing a limited-time
discount on service offerings. It might be in everyone’s interest to part ways. Even if
you lose a customer in the short-term, you’ll often win a trusted advocate in the long-
term who can and will often bring your company on board elsewhere. And, it doesn’t
hurt the word of mouth either.
Keep your focus on the customer
Ask yourself one simple question: How can you best help your customers and
prospects? An empathetic ear doesn’t help unless it's combined with action. What
can and should you do to help your customer be more successful?
Now is the time to be a true friend of the customer. Today we need greater empathy
if we are to gain greater understanding to help solve their problems and meet their
goals, which ultimately is the foundation of any great marketing campaign. Even in
these times—and perhaps especially because of these times—if you help a
customer consistently meet their needs, you’ll not only net positive returns you’ll
have a customer for life.
Ruta: https://www.entrepreneur.com/article/355271
Fecha publicación: agosto 25, 2020
Ideas principales:
Era digital: una empresa que no invierta en publicidad o medios digitales esta
destinada a la quiebra, ya que debido a la situación mundial todo lo digital tomó
fuerza como ejemplo tenemos, universidades digitales, teletrabajo.
Todas las actividades económicas deben contar con un buen diseñador web que
facilite la promoción de sus productos o servicios.
Bibliografía
Econlink . (2007, Agosto 13). Movimientos a los largo de una isocuanta y
movimientos entre isocuantas. Retrieved from
https://www.econlink.com.ar/movimientos-isocuantas
SEVILLA, A. (n.d.). Economipedia. Retrieved from
https://economipedia.com/definiciones/curva-isocuanta.html
PATTABHIRAMAN, A. (2020, Agosto 25). ENTREPRENEUR. Retrieved from
https://www.entrepreneur.com/article/35527