ENTREPRENEURS: DINKA
In a single consultancy, all the necessary specialists to advise entrepreneurs and small and medium business owners. Sandra Felsenstein created it in the face of evidence that they accompany those who are not served by external advice.

Sandra Felsenstein called her company DINKA because it is the acronym - a little modified - for Argentine Contemporary Designs. His sign, born in 2005, began advising local designers to market their products abroad. But soon entrepreneurs and SMEs seeking advice from this industrial engineer began to come from multiple sectors of activity.. And in parallel, Clear, the reasons for consultation were also diversified.

Currently there are six groups in which the firm divides the projects for which it works. They include: project startup and new business; commercial management; restructuring and organization of family businesses and sales management, which is the most recently incorporated specialty. The other two DINKA consulting areas are "transversal", because they cross all areas of any type of project: professionalization of SMEs and optimization of resources. That is to say, answers to all concerns.

"Everything was born from the observation that SMEs cannot hire specialists for every need", cuenta Felsenstein. "The very punctual works for very large companies, but small and medium-sized companies need something more comprehensive ”.

In time, it was incorporating on-demand consulting areas and, in consecuense, convening consultants of different profiles, in order to cover the entire spectrum of customer needs.

The work modality is by projects. "The first meeting with the client is always me. There I interpret what is your need ”, narrates the entrepreneur. "That allows me to detect which of the consultants in our team is the most suitable for him.". Having defined the problem to start with, a plan for working in modules is agreed with the client, each of which can be conducted by a different specialist.

Once , a working time is established with the consultant to reach a specific objective, which can be a module. "Five months is a good time to achieve a goal. The first month is always diagnostic: get to know the company and the people that make it up; put the shirt on ”, desgrana Felsenstein.

"In the next three or four months the module is completed. But sometimes projects have multiple modules - and therefore, various specialists - so they can last a year, a year and a half or more ”, indicates, And highlights: "At three months they see results and, when does that happen, they always want to continue. ”

 

Strategic partner

A differential of DINKA's modus operandi is that the firm forms work teams with the client. "It is not like in the specific area consultancies - for example, HR - they tell you what shortcomings they detected and indicate the steps to follow but they do not accompany you to solve those problems ”, compare the entrepreneur. "We meet with the client weekly at their facilities. In these meetings we analyze and establish a strategy and the steps to achieve it ”, Explain. "So it is also important how much this is involved with what I call" homework ": the duration of the project is greatly influenced by the amount of time and resources that the client allocates. " In parallel there are internal supervisory meetings at DINKA, with Felsenstein and each consultant.

The firm also incorporated specific training, such as those on technical issues or the use of certain tools.

In the team of consultants there are economists, Graduates in Administration, counters, sales and commercial communication specialists, etc. "But more projects are assigned to each project based on the integral profile of each one, not so much for the profession ”, concludes the entrepreneur.

 

CONTEXT

Questions

Some constants of the reasons for consulting DINKA are:

"I feel that time is not enough and I find it difficult to delegate; nobody in my company does things like me ”. "I am selling and at the end of the month I do not see the results." I'm not clear on what my real profit is. ” "I feel lonely in decision making." "I have almost no competition: I should sell more. ” Startups sometimes have the good sense to consult before becoming such. "They come up with an idea, for example an application, and they don't find how to make it profitable ”, dice Felsenstein. "So we put together a business model and in the event that I don't see it as viable, I recommend it, I am very frank. ”