{"id":187905,"date":"2026-07-14T15:42:53","date_gmt":"2026-07-14T15:42:53","guid":{"rendered":"https:\/\/raed.academy\/?p=187905"},"modified":"2026-07-14T15:42:53","modified_gmt":"2026-07-14T15:42:53","slug":"el-repte-dinvertir-en-el-sector-agroalimentari","status":"publish","type":"post","link":"https:\/\/raed.academy\/ca\/el-repte-dinvertir-en-el-sector-agroalimentari\/","title":{"rendered":"El repte d’invertir en el sector agroalimentari"},"content":{"rendered":"
\"Jaume

Dr. Jaume Llopis<\/p><\/div>\n

Jaume Llopis<\/strong><\/em><\/a>, professor em\u00e8rit d’IESE Business School<\/strong> i acad\u00e8mic de n\u00famero i vicepresident de la Junta de Govern<\/strong> de la Reial Acad\u00e8mia Europea de Doctors<\/strong> (RAED), comparteix amb la comunitat acad\u00e8mica l’article “Per qu\u00e8 fracassen els fons d’inversi\u00f3 al sector agroalimentari”<\/strong>. En aquesta mateixa l\u00ednia, el vicepresident de la RAED va participar tamb\u00e9 el passat mes de juny al des\u00e8 aniversari del Cl\u00faster Agroalimentari de Navarra-Nagrifood<\/strong> amb la confer\u00e8ncia “Siete<\/strong> metas de los directivos hiperconectados y pospandemia”<\/strong><\/span><\/span>, on va destacar la import\u00e0ncia que les empreses comptin amb un prop\u00f2sit que vagi m\u00e9s enll\u00e0 dels resultats econ\u00f2mics i va subratllar la necessitat de construir una identitat corporativa s\u00f2lida, fomentar un lideratge proper i emp\u00e0tic, mantenir una orientaci\u00f3 constant cap als grups d’inter\u00e8s i apostar per l’aprenentatge continu davant l’imparable aven\u00e7 de la intel\u00b7lig\u00e8ncia artificial.<\/p>\n

Llopis ha desenvolupat una llarga i exitosa traject\u00f2ria al m\u00f3n de la gesti\u00f3 empresarial en empreses com ara Moulinex<\/strong>, Nestl\u00e9<\/strong>, La Uni\u00f3n y el F\u00e9nix Espa\u00f1ol<\/strong> i Borges International Group<\/strong>. De la seva vasta traject\u00f2ria acad\u00e8mica, al seu magisteri en IESE se sumen els seus cursos com a professor convidat a les escoles de negocis IPADE<\/strong> (M\u00e8xic), AESE<\/strong> (Portugal), IDE<\/strong> (Equador), INCAE<\/strong> (Nicaragua), IEEM<\/strong> (Uruguai), MDE<\/strong> (Costa d’Ivori), l’Institut San Telmo<\/strong> de Sevilla, i EADA<\/strong>, a Barcelona. \u00c9s autor de llibres de refer\u00e8ncia a l’\u00e0mbit de la gesti\u00f3 empresarial.<\/p>\n

Per qu\u00e8 fracassen els fons d’inversi\u00f3 al sector agroalimentari<\/h3>\n

\"\"<\/p>\n

Els fons d’inversi\u00f3 han mostrat un creixent inter\u00e8s pel sector agroalimentari, atrets pel seu car\u00e0cter essencial i l’estabilitat de la demanda. Tot i aix\u00f2, una part significativa d’aquestes inversions no han assolit els resultats esperats. Tinc al cap molts exemples de frac\u00e0s en les \u00faltimes d\u00e8cades. Les causes s\u00f3n estructurals i ofereixen lli\u00e7ons rellevants tant per a inversors com per a empresaris.<\/p>\n

En primer lloc, molts fons apliquen al sector agroalimentari models de gesti\u00f3 propis d’ind\u00fastries tecnol\u00f2giques o de serveis, on el creixement pot accelerar-se amb relativa facilitat. En alimentaci\u00f3, en canvi, els marges s\u00f3n m\u00e9s redu\u00efts, la compet\u00e8ncia \u00e9s intensa i el creixement org\u00e0nic \u00e9s lent. En segon lloc, hi ha una infravaloraci\u00f3 de la complexitat operativa. La rendibilitat dep\u00e8n de factors dif\u00edcils de controlar: costos de mat\u00e8ries primeres, climatologia, regulaci\u00f3 sanit\u00e0ria, log\u00edstica, distribuci\u00f3 i canvis en els h\u00e0bits de consum. La denominada ‘glocalitzaci\u00f3’, pensar local per\u00f2 adaptar-se als gustos i h\u00e0bits locals, \u00e9s crucial.<\/p>\n

Un altre error freq\u00fcent ha estat l’exc\u00e9s de palanquejament financer. Alguns fons van adquirir empreses mitjan\u00e7ant elevats nivells de deute confiant en increments r\u00e0pids de l’ebitda. Quan van arribar la inflaci\u00f3, l’augment dels tipus d’inter\u00e8s i la desacceleraci\u00f3 del consum, moltes companyies van tenir dificultats per generar prou caixa. Tamb\u00e9 s’ha sobreestimat el valor de les sinergies derivades de les adquisicions. Integrar empreses familiars amb cultures diferents, marques locals i sistemes productius diferents sol requerir molt m\u00e9s temps del previst.<\/p>\n

A m\u00e9s, nombrosos fons treballen amb horitzons temporals de quatre a set anys. Tot i aix\u00f2, construir una marca aliment\u00e0ria s\u00f2lida, desenvolupar nous productes o expandir-se internacionalment exigeix, amb freq\u00fc\u00e8ncia, una visi\u00f3 de llarg termini, incompatible amb la pressi\u00f3 per desinvertir r\u00e0pidament. Davant aix\u00f2, moltes empreses familiars ben gestionades han demostrat una notable capacitat de creaci\u00f3 de valor. El seu coneixement del mercat, la proximitat al client, la prud\u00e8ncia financera i una estrat\u00e8gia basada en la continu\u00eftat els han perm\u00e8s superar crisi que, tot i aix\u00f2, han posat en dificultats a companyies controlades per inversors financers.<\/p>\n

Aix\u00f2 no significa que tots els fons fracassin. Existeixen casos d’\u00e8xit quan aporten professionalitzaci\u00f3, internacionalitzaci\u00f3, digitalitzaci\u00f3 i una governan\u00e7a s\u00f2lida, respectant el coneixement acumulat pels equips directius i evitant imposar objectius financers irrealitzables. El principal ensenyament \u00e9s que el sector agroalimentari no admet receptes universals. La creaci\u00f3 de valor dep\u00e8n m\u00e9s de l’excel\u00b7l\u00e8ncia operativa, la innovaci\u00f3 constant i la paci\u00e8ncia estrat\u00e8gica, que de l’enginyeria financera.<\/p>\n","protected":false},"excerpt":{"rendered":"

Jaume Llopis comparteix l’article “Per qu\u00e8 fracassen els fons d’inversi\u00f3 al sector agroalimentari”, i imparteix la confer\u00e8ncia “Set metes dels directius hiperconnectats i postpand\u00e8mia”, en qu\u00e8 destaca la import\u00e0ncia que les empreses tinguin un prop\u00f2sit que vagi m\u00e9s enll\u00e0 dels resultats econ\u00f2mics<\/p>\n","protected":false},"author":12,"featured_media":187863,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[237,233,492],"tags":[],"class_list":["post-187905","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-alimentacio-i-nutricio","category-economiques-i-empresarials","category-trobades-cientifiques-i-congressos","et-has-post-format-content","et_post_format-et-post-format-standard"],"yoast_head":"\nEl repte d'invertir en el sector agroalimentari - 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