CASO LEONISA PDF

Iniciaron comercialmente en Armenia. El 20 de noviembre de se creó la empresa confecciones Leonisa. Se incorpora en su fuerza de. CASO LEONISA. SOLUCION MERCADO CENTROAMERICANO Asegurarse de que la empresa distribuidora del producto cumpla con la función de vender el. También se explican los orígenes de Leonisa y se hace una descripción de DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR. COLOMBIA ESTUDIO DE CASOS Innovación presentación editor PYMES.

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The former seeks to develop new products, different from those offered in the market. The opening of new distribution channels must also be consulted and approved by the headquarters, in order to meet the commitments established from the centralized manufacturing plant in Colombia.

Leonisa. Los visionarios

These spaces have as their objective alignment the different processes from a single corporate guideline.

And the latter, with a leoinsa that integrates the different product lines, seeks to create an identity for the Leonisa woman through the use of underwear. In other words, there is no fixed structure, with identifiable staffing and physical headquarters. In relation to commercial management, support is provided to all subsidiaries from the Foreign Trade and Distribution Channels area.

The joint management of multi-business companies is a challenge that deserves to be studied from an administrative perspective. Namely, this case also takes distance from the literature presented on the corporate centers of multi-business companies in developed countries.

Functional strategies support the fulfillment of the value proposition and the creation and maintenance of competitive advantage De Wit and Meyer, Therefore, the theoretical categories defined in the conceptual framework were complemented by those emerging from the fieldwork.

Research notes and commentaries: From there, national and international orders began to be met and negotiations with freight forwarders began in order to achieve economies of scale in the distribution of products. Leonisa exercises centralized functions and processes through a leobisa structure, characteristic of a multi-business company. For instance, if a subsidiary sees an opportunity to open a new sales channel, the proposal is presented to the headquarters.

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Leonisa. Los visionarios

These internal ventures are directly supplied by companies of the Leonisa group. Strategic Management Journal27 7 Who has the resources, who communicates with whom, who is responsible for what, who can do what, what can be done on their own and what can be done with others, what kinds of careers are available and what is the flow of knowledge throughout the organization p.

Each of these functions is performed from a physically locateable location. In addition to the general guidelines, the competitive strategy for each company is also defined.

Journal of International Management18 3 Harvard Business Review91 12 On the commercial front forward vertical integrationall products are received and sold across multiple platforms to reach a larger number of customers.

While centralization offers the benefits of economies of scale, process consistency, knowledge and capacity building possibilities, decentralization allows managers greater autonomy in decision-making and resource allocation, thereby facilitating the speed, creativity and innovation required by competitive markets Kates and Galbraith, Retos y sinergias de las empresas multinegocios.

Business Strategy Review5 4 The structure of the Leonisa Group results from its corporate strategy of vertical integration, both forward and backward. This qualitative study is based on semi-structured interviews with managers from various businesses and levels of this multi-business company. Multidisciplinary Business Review1 6 At last, a Way to Make Synergies Work.

International Journal of Organizational Analysis18 3 In line with the above, Leonisa has strengthened its competitive strategy to continue to grow sales in the four channels and promote the positioning of the brand worldwide. Likewise, there is a treasury team and an administrative-financial team; both lend support to leoniisa General Manager, who is also the legal representative. Strategy, Structure and Social Science.

Particularly, it presents the purposes of forming the Leonisa group, as well as its main corporate functions. Table 1 shows the countries of affiliation for the universities where the authors of the 15 papers studied work, the universities lwonisa stand out for their research on multi-divisional structure and the theoretical approaches from which such research has been carried out. The Value of the Parent Company. Why do some multinational corporations relocate their headquarters overseas?

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Namely, as argued by Whittington and Mayerthe N -form is a flatter, more flexible and horizontal form of organization than the M-form, but there are no differences in decentralized operations leonias the centralized corporate strategy as it seems to remain intact.

Industrial Organization and Entrepreneurship in the developing countries: In distribution channels, the company has its own stores in the retail market, large department stores in caxo chains, online sales through the virtual leoniea at www.

British Journal of Management, 16 4 This has been possible through vertical forward and backward integrations. Namely, there is no hierarchy of corporate executives dedicated exclusively to the management of the business as a whole.

Academy of Management Annals9 1 These corporate headquarters have been recognized as the most relevant organizational innovation of the 20th century, since it separated the operations of individual businesses from the strategic responsibilities of the multi-business company Menz, Kunisch and Collis, Towards new organizational forms. According to this author, most organizations experience them all, leaning towards one, according to the corresponding configuration in each organization.

Caso Confecciones Leonisa S. Even so, the senior management of this group exercises functions related to the corporate level of the strategy. Control is exercised through these periodic meetings, at which each subsidiary, whether it is a producer or trader, international or local, presents its results, follow-ups, projections, authorization requests and improvement plans to the board in a monthly basis. Instead, these headquarters are evidenced by the functions exercised by its directors at the corporate level of the strategy, such as: Strategic Management Journal30 11