Ideal Trends Group

OUR PRINCIPLES OF MANAGEMENT

DREAM BIG

We are driven by a great and challenging dream: To be the best and most profitable in the sectors we serve.

  • The company is us, its collaborators. Our desire to build a great company that is the best at what it does is what inspires and encourages us to work together in the same direction.
  • Dreaming big requires the same energy as dreaming small. We dream big to be the size of our dream.
  • Dreams are, by nature, expansions of ourselves, and therefore we are able to devote ourselves to them. Because they are expansions, they require effort, hard work, passion, a sense of purpose.
  • Every dream has consequences. To be the best company, we cannot be just a good company. Good is not good enough.

01

MERITOCRACY

Excellent people free to grow at the pace of their talent and properly rewarded, are our most valuable asset.

  • Great companies are made up of excellent people and that is where the only and truly sustainable competitive advantage lies.
  • Excellent people attract more excellent people, although the other way around is also true.
  • Authentic leaders keep the path free for others and constantly create the environment, opportunities and challenges for them to progress according to their talents and dedication.
  • Excellent People enjoy meritocracy, informality and honesty.

02

DEVELOPING LEADERS

We must select individuals who may be better than us. We will be evaluated by the quality of our teams.

  • Whoever does not have successors able to measure up cannot be promoted. It is necessary to identify potentials that, with the development, the challenges and the appropriate incentives, help to reach the goals of the company and surpass their own superiors.
  • All of the organization's leaders need time to attract, develop and motivate people. They do not delegate this responsibility.
  • The development of people should be encouraged by the provision of professional opportunities that can take them out of her comfort zone and beyond what they thought fit to do.

03

BE AN EXAMPLE

Leadership by personal example is the best guide for our culture. We do what we say.

  • Attitudes and actions are more powerful than words.
  • We are all ambassadors and multipliers of our culture. This means that we are all attentive, humble, energetic and have a sense of urgency; the key to building our company.
  • Leadership with the team is the key to delivering results. Without great leaders, there are no great results.
  • Nothing replaces the presence of the leader, whenever possible; we go where things happen to manage them.

04

RESULTS

Results are the driving force of the company. Focusing on results allows us to center time and energy on what is essential.

  • What matters are results, provided they are obtained in a way that respects the ethical structure and the standards of the company.
  • A large company needs to obtain great results that are both optimal and sustainable.
  • The focus is critical and decisive for the company; because it is impossible to be excellent in everything, it is better to do few things well than many things wrong.
  • There will always be more to do than time allows, so priorities are paramount. Goals will align us around priorities.
  • The profits attract the best people, generate professional opportunities, capture investors, and keep the company's engine running.
  • Means (the way we do things) are important to get to the ends (results) more quickly, economically and reliably. Means without end mean nothing.
  • We do not waste time trying to reinvent what already exists, we copy the best.

05

ACTING AS AN OWNER

We are all owners of the company. And an owner takes responsibility for the results personally..

  • Ownership of the company is what allows us to make better decisions. An owner lives with the consequences of their decisions.
  • Everything the company does has an owner with clear responsibilities and measurable goals, including a definite deadline. An owner always assumes these responsibilities, in addition to exercising their authority. While discussions are important and committees are helpful, the owner always makes the final decision.
  • In a true ownership culture, owners do not think they have a natural right to the business. Instead, they seek to live up to it every day.
  • Owners draw on responsibility for results and challenges, suffer negative outcomes, and draw attention to the mistakes they see, even if they occur outside of their department or territory.

06

SIMPLICITY AND OPENNESS

We believe that common sense and simplicity are better than complexity and sophistication.

  • Nothing replaces discernment and common sense.
  • Simple is best. Simple things are easy to explain and put into practice and are more likely to work out.
  • All actions follow our guidelines, which avoids unnecessary complexity and sophistication.
  • We make decisions based on facts, not the system of trial and error. However, although analysis is critical, analytic paralysis must be avoided at all costs.
  • Transparency and availability of information contribute to decision making and minimize conflict. We like visibility and openness without fear.
  • Discipline is fundamental in everything we do. Performance-appraising systems, Key Performance Indicators (KPIs) and the PDCA (Plan/Do/Check/Act) method are very important.
  • Execution makes a difference in our business. Great ideas poorly executed are worthless.

07

LEAN COMPANY

We manage our costs strictly in order to free up resources that will help increase revenue.

  • Costs are, among the factors totally under our control, the most important.
  • There is no harm in being a lean company, so we have more resources to invest and increase sales. Lean and efficient companies survive more easily in difficult times.
  • We are a sales company and it is essential that sales never stop growing. For this, the consumer should be seen as king. We transform money that does not generate value in money that generates value.
  • In other words, we invest in what customers can see, touch, use and things for which they are willing to pay more; everything else is investment that does not generate value.
  • We must act quickly to contain costs and keep us on a positive business cycle. Negative cycles prevent us from expanding the business and eventually force us to shrink.

08

HARD WORK

We are never fully satisfied with our results. It is this refusal to fit to the current situation that gives us lasting competitive advantage.

  • We always look for the next level to stay ahead of our competitors. A healthy and constant "dissatisfaction" with the results obtained motivates progress.
  • We will celebrate our victories and recognize all who have helped to achieve them. But always with our eyes on the next challenge.
  • Our culture exists and prevails everywhere we operate, anywhere in the world. This is what brought us here and attracted our personnel. This is what will take us even further. Excellent people who cannot adapt to our culture should leave the company.
  • Markets change, but culture remains with respect to who we are as a group and what we stand for. Consistency and continuity are fundamental in this regard, even though in these areas of marketing and sales the approach has to constantly evolve.
  • Hard work is crucial to outperform the competition. No business can be great if excellent people are not diligent and hardworking.

09

INTEGRITY

We do not take shortcuts. Integrity, hard work and consistency are the cement that paves our company.

  • We can only have the best company if we rely on the trust and involvement of all our stakeholders. If we need to, we lose sales to protect brands and reputations, that is more important in the long run.
  • Creating a large company takes time, is difficult and requires consistency. It is built brick by brick, day after day.
  • Shortcuts and bad faith eat away a company from the inside and destroy it.
  • The safety of our personnel, the quality of our products and the uniqueness of the experience offered to our consumers can never be compromised.

10

DREAM BIG

We are driven by a great and challenging dream: To be the best and most profitable in the sectors we serve.

  • The company is us, its collaborators. Our desire to build a great company that is the best at what it does is what inspires and encourages us to work together in the same direction.
  • Dreaming big requires the same energy as dreaming small. We dream big to be the size of our dream.
  • Dreams are, by nature, expansions of ourselves, and therefore we are able to devote ourselves to them. Because they are expansions, they require effort, hard work, passion, a sense of purpose.
  • Every dream has consequences. To be the best company, we cannot be just a good company. Good is not good enough.

01

MERITOCRACY

Excellent people free to grow at the pace of their talent and properly rewarded, are our most valuable asset.

  • Great companies are made up of excellent people and that is where the only and truly sustainable competitive advantage lies.
  • Excellent people attract more excellent people, although the other way around is also true.
  • Authentic leaders keep the path free for others and constantly create the environment, opportunities and challenges for them to progress according to their talents and dedication.
  • Excellent People enjoy meritocracy, informality and honesty.

02

DEVELOPING LEADERS

We must select individuals who may be better than us. We will be evaluated by the quality of our teams.

  • Whoever does not have successors able to measure up cannot be promoted. It is necessary to identify potentials that, with the development, the challenges and the appropriate incentives, help to reach the goals of the company and surpass their own superiors.
  • All of the organization's leaders need time to attract, develop and motivate people. They do not delegate this responsibility.
  • The development of people should be encouraged by the provision of professional opportunities that can take them out of her comfort zone and beyond what they thought fit to do.

03

BE AN EXAMPLE

Leadership by personal example is the best guide for our culture. We do what we say.

  • Attitudes and actions are more powerful than words.
  • We are all ambassadors and multipliers of our culture. This means that we are all attentive, humble, energetic and have a sense of urgency; the key to building our company.
  • Leadership with the team is the key to delivering results. Without great leaders, there are no great results.
  • Nothing replaces the presence of the leader, whenever possible; we go where things happen to manage them.

04

RESULTS

Results are the driving force of the company. Focusing on results allows us to center time and energy on what is essential.

  • What matters are results, provided they are obtained in a way that respects the ethical structure and the standards of the company.
  • A large company needs to obtain great results that are both optimal and sustainable.
  • The focus is critical and decisive for the company; because it is impossible to be excellent in everything, it is better to do few things well than many things wrong.
  • There will always be more to do than time allows, so priorities are paramount. Goals will align us around priorities.
  • The profits attract the best people, generate professional opportunities, capture investors, and keep the company's engine running.
  • Means (the way we do things) are important to get to the ends (results) more quickly, economically and reliably. Means without end mean nothing.
  • We do not waste time trying to reinvent what already exists, we copy the best.

05

ACTING AS AN OWNER

We are all owners of the company. And an owner takes responsibility for the results personally..

  • Ownership of the company is what allows us to make better decisions. An owner lives with the consequences of their decisions.
  • Everything the company does has an owner with clear responsibilities and measurable goals, including a definite deadline. An owner always assumes these responsibilities, in addition to exercising their authority. While discussions are important and committees are helpful, the owner always makes the final decision.
  • In a true ownership culture, owners do not think they have a natural right to the business. Instead, they seek to live up to it every day.
  • Owners draw on responsibility for results and challenges, suffer negative outcomes, and draw attention to the mistakes they see, even if they occur outside of their department or territory.

06

SIMPLICIDADE E
FRANQUEZA

We believe that common sense and simplicity are better than complexity and sophistication.

  • Nothing replaces discernment and common sense.
  • Simple is best. Simple things are easy to explain and put into practice and are more likely to work out.
  • All actions follow our guidelines, which avoids unnecessary complexity and sophistication.
  • We make decisions based on facts, not the system of trial and error. However, although analysis is critical, analytic paralysis must be avoided at all costs.
  • Transparency and availability of information contribute to decision making and minimize conflict. We like visibility and openness without fear.
  • Discipline is fundamental in everything we do. Performance-appraising systems, Key Performance Indicators (KPIs) and the PDCA (Plan/Do/Check/Act) method are very important.
  • Execution makes a difference in our business. Great ideas poorly executed are worthless.

07

LEAN COMPANY

We manage our costs strictly in order to free up resources that will help increase revenue.

  • Costs are, among the factors totally under our control, the most important.
  • There is no harm in being a lean company, so we have more resources to invest and increase sales. Lean and efficient companies survive more easily in difficult times.
  • We are a sales company and it is essential that sales never stop growing. For this, the consumer should be seen as king. We transform money that does not generate value in money that generates value.
  • In other words, we invest in what customers can see, touch, use and things for which they are willing to pay more; everything else is investment that does not generate value.
  • We must act quickly to contain costs and keep us on a positive business cycle. Negative cycles prevent us from expanding the business and eventually force us to shrink.

08

HARD WORK

We are never fully satisfied with our results. It is this refusal to fit to the current situation that gives us lasting competitive advantage.

  • We always look for the next level to stay ahead of our competitors. A healthy and constant "dissatisfaction" with the results obtained motivates progress.
  • We will celebrate our victories and recognize all who have helped to achieve them. But always with our eyes on the next challenge.
  • Our culture exists and prevails everywhere we operate, anywhere in the world. This is what brought us here and attracted our personnel. This is what will take us even further. Excellent people who cannot adapt to our culture should leave the company.
  • Markets change, but culture remains with respect to who we are as a group and what we stand for. Consistency and continuity are fundamental in this regard, even though in these areas of marketing and sales the approach has to constantly evolve.
  • Hard work is crucial to outperform the competition. No business can be great if excellent people are not diligent and hardworking.

09

INTEGRITY

We do not take shortcuts. Integrity, hard work and consistency are the cement that paves our company.

  • We can only have the best company if we rely on the trust and involvement of all our stakeholders. If we need to, we lose sales to protect brands and reputations, that is more important in the long run.
  • Creating a large company takes time, is difficult and requires consistency. It is built brick by brick, day after day.
  • Shortcuts and bad faith eat away a company from the inside and destroy it.
  • The safety of our personnel, the quality of our products and the uniqueness of the experience offered to our consumers can never be compromised.

10