<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[SummaPartners]]></title><description><![CDATA[Te acompañamos a alcanzar el máximo de tu empresa, haciendo que las cosas pasen.]]></description><link>https://www.summapartners.com/blog</link><generator>RSS for Node</generator><lastBuildDate>Thu, 01 Oct 2026 19:59:41 GMT</lastBuildDate><atom:link href="https://www.summapartners.cl/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Real estate firm secures CLP 900 MM and projects an additional CLP 1,400 MM through a ZBO organizational restructuring]]></title><description><![CDATA[A Chilean real estate firm was facing a scenario of declining industry activity and rising sales costs. Over the past four years, its general and administrative expenses (G&#38;A) had doubled, while the industry, on average, had reduced them by 15%. Faced with this gap, the company needed to implement an efficiency program that would allow it to adjust its structure to the new business reality and strengthen its financial sustainability. Approach At SummaPartners, we supported the client in an...]]></description><link>https://www.summapartners.com/en/post/real-estate-firm-secures-clp-900-mm-and-projects-an-additional-clp-1-400-mm-through-a-zbo-organizati</link><guid isPermaLink="false">6abd1c2d1b45db03d19ff0d3</guid><category><![CDATA[People and culture]]></category><category><![CDATA[Productivity & efficiency]]></category><category><![CDATA[Transformation & profitability]]></category><category><![CDATA[Zero-based budgeting (ZBB)]]></category><category><![CDATA[Implementation]]></category><pubDate>Wed, 30 Sep 2026 14:33:32 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_c7d2d2caebe64af494e69f20116bffa1~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Inmobiliaria captura CLP 900 MM y proyecta CLP 1.400 MM adicionales mediante un rediseño organizacional ZBO]]></title><description><![CDATA[Una inmobiliaria chilena enfrentaba un escenario de menor actividad en el sector y mayores costos de venta. Durante los últimos cuatro años, sus gastos de administración y ventas (GAV) se habían duplicado, mientras la industria, en promedio, los había reducido en un 15%.   Ante esta brecha, la compañía necesitaba implementar un programa de eficiencia que permitiera ajustar su estructura a la nueva realidad del negocio y fortalecer su sostenibilidad financiera.   Abordaje Desde SummaPartners,...]]></description><link>https://www.summapartners.com/post/inmobiliaria-captura-clp-900-mm-y-proyecta-clp-1-400-mm-adicionales-mediante-un-redise%C3%B1o-organizacio</link><guid isPermaLink="false">6abd140bd158844e87d7efdd</guid><category><![CDATA[Organización y cultura]]></category><category><![CDATA[Eficiencia y productividad]]></category><category><![CDATA[Transformación y rentabilización]]></category><category><![CDATA[Implementación]]></category><category><![CDATA[Presupuesto Base Cero (ZBB)]]></category><pubDate>Wed, 30 Sep 2026 14:26:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_c7d2d2caebe64af494e69f20116bffa1~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Chilean companies are managing the present well, but they have not yet built sufficient capacity to compete in the future]]></title><description><![CDATA[A groundbreaking study of management practices in Chilean companies, conducted by SummaPartners and Unegocios FEN at the University of Chile, reveals that top business performance does not depend on having more management practices, but rather on proactively developing the capabilities needed to shape the future. Watch the webinar again [Spanish] Chilean companies demonstrate a high level of development in basic management practices, such as financial planning, cybersecurity, and sales...]]></description><link>https://www.summapartners.com/en/post/chilean-companies-are-managing-the-present-well-but-they-have-not-yet-built-sufficient-capacity-to</link><guid isPermaLink="false">6aa2b16b15bd9b7f979e866f</guid><category><![CDATA[Strategy]]></category><category><![CDATA[Clients and revenue]]></category><category><![CDATA[People and culture]]></category><category><![CDATA[Productivity & efficiency]]></category><category><![CDATA[Digital & analytical]]></category><category><![CDATA[Transformation & profitability]]></category><category><![CDATA[Insights]]></category><category><![CDATA[Restructuring and refinancing]]></category><category><![CDATA[Zero-based budgeting (ZBB)]]></category><pubDate>Thu, 10 Sep 2026 13:50:11 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_884359f7e61e422ca8b52a444f55290f~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Empresas chilenas gestionan bien el presente, pero aún no construyen las capacidades suficientes para competir en el futuro]]></title><description><![CDATA[Un estudio pionero de prácticas de gestión en empresas chilenas, desarrollado por SummaPartners y Unegocios FEN Universidad de Chile, revela que el mejor desempeño empresarial no depende de tener más prácticas de management, sino de desarrollar anticipadamente capacidades para construir el futuro. Revive el webinar Las empresas chilenas muestran un buen nivel de desarrollo en prácticas básicas de gestión, como planificación financiera, ciberseguridad y seguimiento comercial, pero avanzan con...]]></description><link>https://www.summapartners.com/post/empresas-chilenas-gestionan-bien-el-presente-pero-a%C3%BAn-no-construyen-las-capacidades-suficientes-par</link><guid isPermaLink="false">6aa1bc51f74f33298924b794</guid><category><![CDATA[Estrategia]]></category><category><![CDATA[Clientes e ingresos]]></category><category><![CDATA[Organización y cultura]]></category><category><![CDATA[Eficiencia y productividad]]></category><category><![CDATA[Digital y analítica]]></category><category><![CDATA[Transformación y rentabilización]]></category><category><![CDATA[Insights]]></category><category><![CDATA[Implementación]]></category><category><![CDATA[Presupuesto Base Cero (ZBB)]]></category><category><![CDATA[Reestructuraciones financieras M&A]]></category><pubDate>Tue, 08 Sep 2026 21:07:05 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_884359f7e61e422ca8b52a444f55290f~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Profitable growth: from aspiration to rigor]]></title><description><![CDATA[by Ricardo Sonneborn “We want to grow.” Few phrases generate such broad consensus on a board of directors. The aspiration is legitimate: growth means gaining relevance, motivating teams, and seizing opportunities. But growth isn’t always synonymous with creating value. Many companies manage to increase their sales, but they do so by sacrificing margins, overinvesting, or spreading their efforts too thin. Statistics are compelling: only 2 out of every 10 companies manage to combine sustained...]]></description><link>https://www.summapartners.com/en/post/profitable-growth-from-aspiration-to-discipline</link><guid isPermaLink="false">6a6b8cf282afc05da8d41285</guid><category><![CDATA[Strategy]]></category><pubDate>Mon, 03 Aug 2026 22:00:41 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_f405e5af239d49d4a4990185de4d6cf3~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Crecimiento rentable: de aspiración a rigor]]></title><description><![CDATA[por Ricardo Sonneborn “Queremos crecer”. Pocas frases generan tanto consenso en un directorio. La aspiración es legítima: crecer significa ganar relevancia, motivar equipos, capturar oportunidades. Pero crecer no siempre es sinónimo de crear valor. Muchas compañías logran subir sus ventas, pero lo hacen sacrificando margen, sobreinvirtiendo o dispersando esfuerzos. La estadística es contundente: solo 2 de cada 10 empresas logra combinar crecimiento sostenido con rentabilidad superior a la...]]></description><link>https://www.summapartners.com/post/crecimiento-rentable-de-aspiraci%C3%B3n-a-rigor</link><guid isPermaLink="false">6a6b85d5cedecef173abeb20</guid><category><![CDATA[Estrategia]]></category><pubDate>Mon, 03 Aug 2026 21:59:58 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_f405e5af239d49d4a4990185de4d6cf3~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Culture as a competitive advantage: from discourse to discipline]]></title><description><![CDATA[by Juan José Varela In most companies, culture is talked about more than it is managed. It’s mentioned at meetings, printed on values posters, and included in annual reports. In our experience, we’ve seen that few organizations treat it in practice with the same rigor as their business, financial, or productivity plans. And that difference comes at a high cost. Sixty percent of cultural initiatives fail because they are never integrated into the management system or the incentives that guide...]]></description><link>https://www.summapartners.com/en/post/culture-as-a-competitive-advantage-from-discourse-to-discipline-1</link><guid isPermaLink="false">6a568179f5c06f009263fa9b</guid><category><![CDATA[People and culture]]></category><category><![CDATA[Insights]]></category><pubDate>Tue, 14 Jul 2026 18:48:38 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_aeb3af5d2b0b4ee2b9cdd72a7075d1e9~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Cultura como ventaja competitiva: de discurso a disciplina]]></title><description><![CDATA[por Juan José Varela En la mayoría de las compañías, la cultura se habla más de lo que se gestiona. Se menciona en las asambleas, se imprime en afiches de valores y se incluye en los reportes anuales. En nuestra experiencia, hemos visto que pocas organizaciones la tratan en la práctica con el mismo rigor con que tratan sus planes comerciales, financieros o de productividad. Y esa diferencia se paga cara. El 60% de las iniciativas culturales fracasa porque nunca llega a integrarse en el...]]></description><link>https://www.summapartners.com/post/cultura-como-ventaja-competitiva-de-discurso-a-disciplina-1</link><guid isPermaLink="false">6a567a4a5e603ccfb32f877c</guid><category><![CDATA[Organización y cultura]]></category><category><![CDATA[Insights]]></category><pubDate>Tue, 14 Jul 2026 18:30:53 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_aeb3af5d2b0b4ee2b9cdd72a7075d1e9~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Valuation of a real estate portfolio at UF 170,000 paves the way for a strategy to attract investors]]></title><description><![CDATA[A real estate company with interests in eight residential projects faced a structural constraint: a high financial burden was limiting its ability to maintain its portfolio and move forward with new developments. With debt levels approaching 84% of equity, the company needed to generate liquidity while simultaneously streamlining its capital structure. The challenge was not only to raise funds but also to determine the most efficient way to do so while safeguarding the value of the portfolio....]]></description><link>https://www.summapartners.com/en/post/valuation-of-a-real-estate-portfolio-at-uf-170-000-paves-the-way-for-a-strategy-to-attract-investors</link><guid isPermaLink="false">6a187406fd781f305a6f0d71</guid><category><![CDATA[Restructuring and refinancing]]></category><pubDate>Thu, 28 May 2026 17:03:49 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_8a43421b0be54b6588cc686b29ca83c8~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Valorización de portafolio inmobiliario en UF 170 mil habilita estrategia para atraer inversionistas]]></title><description><![CDATA[Una sociedad inmobiliaria con participación en ocho proyectos residenciales enfrentaba una restricción estructural: una alta carga financiera limitaba su capacidad para sostener su cartera y avanzar en nuevos desarrollos. Con niveles de endeudamiento cercanos al 84% del patrimonio, la compañía requería generar liquidez y, al mismo tiempo, ordenar su estructura de capital. El desafío no era solo levantar fondos, sino definir el camino más eficiente para hacerlo, resguardando el valor del...]]></description><link>https://www.summapartners.com/post/valorizaci%C3%B3n-de-portafolio-inmobiliario-en-uf-170-mil-habilita-estrategia-para-atraer-inversionistas</link><guid isPermaLink="false">6a186f83d715e99f6b9a5b21</guid><category><![CDATA[Reestructuraciones financieras M&A]]></category><category><![CDATA[Transformación y rentabilización]]></category><category><![CDATA[Estrategia]]></category><pubDate>Thu, 28 May 2026 16:54:53 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_8a43421b0be54b6588cc686b29ca83c8~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Financial restructuring helps stabilize a hotel chain following accumulated losses of USD 128 million]]></title><description><![CDATA[An international hotel chain with a presence in Chile, operating more than 1,400 rooms, faced a critical situation following the impact of a social crisis and the pandemic. The decline in business tourism and mobility restrictions directly affected its revenue, straining its financial structure to the point of defaulting on its creditors. Between late 2019 and 2021, the company accumulated losses of nearly USD 128 million in sales and a decline of approximately USD 50 million in its operating...]]></description><link>https://www.summapartners.com/en/post/financial-restructuring-helps-stabilize-a-hotel-chain-following-accumulated-losses-of-usd-128-millio</link><guid isPermaLink="false">69fb819a8c6c0c0bd21b4aef</guid><category><![CDATA[Restructuring and refinancing]]></category><pubDate>Wed, 06 May 2026 18:06:29 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_5cac3dbf677d462eb4994fb3b63f23c6~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Reestructuración financiera permite estabilizar cadena hotelera tras pérdidas acumuladas por USD 128 MM]]></title><description><![CDATA[Una cadena hotelera internacional con presencia en Chile, con más de 1.400 habitaciones en operación, enfrentó una situación crítica tras el impacto de la crisis social y la pandemia. La caída del turismo de negocios y las restricciones de movilidad afectaron directamente sus ingresos, tensionando su estructura financiera hasta entrar en default con sus acreedores. Entre fines de 2019 y 2021, la compañía acumuló pérdidas por cerca de USD 128 millones en ventas y una caída de aproximadamente...]]></description><link>https://www.summapartners.com/post/reestructuraci%C3%B3n-financiera-permite-estabilizar-cadena-hotelera-tras-p%C3%A9rdidas-acumuladas-por-usd-128</link><guid isPermaLink="false">69fb79538a769b9e6e009553</guid><category><![CDATA[Reestructuraciones financieras M&A]]></category><pubDate>Wed, 06 May 2026 17:59:39 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_5cac3dbf677d462eb4994fb3b63f23c6~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[The valuation of a Chilean real estate and construction group supported a sale process]]></title><description><![CDATA[A group engaged in real estate development, civil engineering construction, and consulting was at a critical juncture. With multiple projects at various stages and a significant land bank, it needed a clear and well-founded estimate of its business value to move forward with a sale. The nature of the business made this task particularly challenging. The activities involved long cycles, results that were sensitive to execution, and varying dynamics across business units. The challenge was to...]]></description><link>https://www.summapartners.com/en/post/the-valuation-of-a-chilean-real-estate-and-construction-group-supported-a-sale-process</link><guid isPermaLink="false">69ea436a4ec1ffbdc5c17686</guid><category><![CDATA[Restructuring and refinancing]]></category><pubDate>Thu, 23 Apr 2026 16:14:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_ddc3e6ee66d941788c5c1287055ba447~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Valorización de grupo inmobiliario y constructor chileno sustentó un proceso de venta]]></title><description><![CDATA[Un grupo con operaciones en desarrollo inmobiliario, construcción de obras civiles y asesorías enfrentaba un momento clave. Con múltiples proyectos en distintas etapas y un banco de terrenos relevante, necesitaba contar con una estimación clara y fundada del valor de su negocio para avanzar en un proceso de venta. La naturaleza del negocio hacía el ejercicio especialmente exigente. Se trataba de actividades con ciclos largos, resultados sensibles a la ejecución y dinámicas distintas entre...]]></description><link>https://www.summapartners.com/post/valorizaci%C3%B3n-de-grupo-inmobiliario-y-constructor-chileno-sustent%C3%B3-un-proceso-de-venta</link><guid isPermaLink="false">69ea32b1bbc0f3ff7448e9db</guid><category><![CDATA[Reestructuraciones financieras M&A]]></category><category><![CDATA[Estrategia]]></category><pubDate>Thu, 23 Apr 2026 16:03:35 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_ddc3e6ee66d941788c5c1287055ba447~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[M&#38;A in Latin America: Why 7 out of 10 deals fail to create value]]></title><description><![CDATA[by Ricardo Sonneborn On paper, almost all acquisitions look flawless. The business case promises cost synergies, revenue growth, and new capabilities. The presentations convince boards and shareholders. But the reality is different: seven out of ten deals fail to create shareholder value in the first three years (Harvard Business Review). In Latin America, where markets are more volatile, institutions are more fragile, and capabilities are more heterogeneous, the risk is even greater. What...]]></description><link>https://www.summapartners.com/en/post/m-a-in-latin-america-why-7-out-of-10-deals-fail-to-create-value</link><guid isPermaLink="false">69d593ed1e12d1c2328cdf30</guid><category><![CDATA[Restructuring and refinancing]]></category><category><![CDATA[Implementation]]></category><category><![CDATA[Strategy]]></category><category><![CDATA[People and culture]]></category><pubDate>Tue, 07 Apr 2026 23:41:23 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_3a40b1cd96be48d1964e5329eef8c701~mv2.jpg/v1/fit/w_1000,h_666,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[M&#38;A en LatAm: por qué 7 de cada 10 deals no crean valor]]></title><description><![CDATA[por Ricardo Sonneborn En el papel, casi todas las adquisiciones se ven impecables. El business case promete sinergias de costos, crecimiento de ingresos y nuevas capacidades. Las presentaciones convencen a directorios y accionistas. Pero la realidad es otra: siete de cada diez deals no crean valor para el accionista en los primeros tres años (Harvard Business Review). En Latinoamérica, donde los mercados son más volátiles, las instituciones más frágiles y las capacidades más heterogéneas, el...]]></description><link>https://www.summapartners.com/post/m-a-en-latam-por-qu%C3%A9-7-de-cada-10-deals-no-crean-valor</link><guid isPermaLink="false">69d590ced3b1a3633e6e00be</guid><category><![CDATA[Reestructuraciones financieras M&A]]></category><category><![CDATA[Organización y cultura]]></category><category><![CDATA[Estrategia]]></category><category><![CDATA[Implementación]]></category><pubDate>Tue, 07 Apr 2026 23:31:32 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_3a40b1cd96be48d1964e5329eef8c701~mv2.jpg/v1/fit/w_1000,h_666,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[More than just dashboards: How to turn data into decisions that deliver value]]></title><description><![CDATA[by Ricardo Sonneborn Being “digital” has become a cliché. Most medium and large companies already talk about digital transformation, invest in collaborative platforms, hire data scientists, and roll out dashboards throughout the organization. The problem is that, in far too many cases, all of this remains superficial. According to MIT Sloan, 70% of companies that claim to be digitized do not use data in critical decisions. Put another way: there are dashboards, but they don’t change what the...]]></description><link>https://www.summapartners.com/en/post/culture-as-a-competitive-advantage-from-discourse-to-discipline</link><guid isPermaLink="false">69c30aedc605e779eddb93ad</guid><category><![CDATA[Insights]]></category><category><![CDATA[Digital & analytical]]></category><category><![CDATA[Strategy]]></category><category><![CDATA[Clients and revenue]]></category><category><![CDATA[Implementation]]></category><category><![CDATA[People and culture]]></category><pubDate>Tue, 24 Mar 2026 22:15:20 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_4881a5836bf94c5b858cb5c24e46c449~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Más que dashboards: Cómo convertir datos en decisiones que capturan valor]]></title><description><![CDATA[por Ricardo Sonneborn Ser “digital” se ha convertido en un lugar común. La mayoría de las compañías de mediano y gran tamaño ya habla de transformación digital, invierte en plataformas colaborativas, contrata científicos de datos y despliega dashboards en la organización. El problema es que, en demasiados casos, todo eso queda en la superficie. Según MIT Sloan, el 70% de las compañías que declaran estar digitalizadas no utiliza datos en las decisiones críticas. Dicho de otra forma: hay...]]></description><link>https://www.summapartners.com/post/mas-que-dashboards-como-convertir-datos-en-decisiones-que-capturan-valor</link><guid isPermaLink="false">69c2ffdb149f4fed56500742</guid><category><![CDATA[Digital y analítica]]></category><category><![CDATA[Organización y cultura]]></category><category><![CDATA[Estrategia]]></category><category><![CDATA[Clientes e ingresos]]></category><category><![CDATA[Implementación]]></category><pubDate>Tue, 24 Mar 2026 22:02:45 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_4881a5836bf94c5b858cb5c24e46c449~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[A passenger transport company reduced its operational risk and increased its valuation by USD 40 million by optimizing its business model]]></title><description><![CDATA[A passenger transportation company had been reporting losses for four consecutive years, putting the sustainability of its business at risk. To reverse this situation, it was necessary to restructure its route network, mitigating operational risks related to accidents and reducing the loss of value associated with unprofitable routes. The challenge involved developing a more efficient and safer model, aligned with the company’s strategic objectives. Approach In collaboration with the client’s...]]></description><link>https://www.summapartners.com/en/post/a-passenger-transport-company-reduced-its-operational-risk-and-increased-its-valuation-by-usd-40-mil</link><guid isPermaLink="false">69b81c80055a6ee897f78a8b</guid><category><![CDATA[Transformation & profitability]]></category><category><![CDATA[Productivity & efficiency]]></category><category><![CDATA[Restructuring and refinancing]]></category><pubDate>Mon, 16 Mar 2026 15:12:50 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_e373365802544a1385ec49cec66cb921~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item><item><title><![CDATA[Compañía de transporte de pasajeros redujo su riesgo operativo y aumentó su valorización en USD 40 MM al optimizar su modelo de negocio]]></title><description><![CDATA[Una empresa de transporte de pasajeros enfrentaba resultados negativos durante cuatro años consecutivos, poniendo en riesgo la sostenibilidad de su negocio. Para revertir esta situación, era necesario reconfigurar su oferta de rutas, mitigando el riesgo operativo relacionado con accidentes y reduciendo la pérdida de valor asociada a rutas poco rentables. El desafío implicaba desarrollar un modelo más eficiente y seguro, alineado con los objetivos estratégicos de la compañía. Abordaje En...]]></description><link>https://www.summapartners.com/post/compa%C3%B1%C3%ADa-de-transporte-de-pasajeros-redujo-su-riesgo-operativo-y-aument%C3%B3-su-valorizaci%C3%B3n-en-usd-40-m</link><guid isPermaLink="false">69b8140fd0d0f65ae6c19900</guid><category><![CDATA[Transformación y rentabilización]]></category><category><![CDATA[Eficiencia y productividad]]></category><category><![CDATA[Reestructuraciones financieras M&A]]></category><pubDate>Mon, 16 Mar 2026 14:57:04 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/863a91_e373365802544a1385ec49cec66cb921~mv2.jpg/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>azaror</dc:creator></item></channel></rss>