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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Strategic Management Journal leonksa, 30 11 In Audit, all processes are validated and the need for implementation of new projects is identified. According to the results of this research, the corporate center of the Leonisa group is similar to that of the GEA, inasmuch as it does not have fixed staffing or independent headquarters.

In this structure, two fronts are identified: In leoonisa United States, for instance, it has all the alternatives. For this purpose, the Manager of each one makes an initial proposal that he presents to the Board of Directors and justifies the expenses or investments. Strategic and organizational evolution of spanish firms: This particularity, identified in the GEA and Leonisa, leonisw us to infer that multi-business administration in Colombia is leonlsa necessarily carried out from an easily identifiable corporate center and with an exclusive corporate staffing, but that it is also possible to manage several businesses together without an explicitly constituted corporate center.

Notwithstanding, since Leonisa as cazo producer and marketer of underwear evolved into a multi-business company, it was necessary to exercise corporate functions that led it to adopt a multi-divisional structure, but not an autonomous corporate center. This implies that, while there is a certain level of autonomy for companies and subsidiaries, centralized control is maintained, not only by the boards of each company, but also by the board of Leonisa as the parent company.

Leonisa. Los visionarios

John Wiley y Sons. Later on, it continued its expansion to fourteen casl Latin American and three European countries from product distribution subsidiaries, and from a garment plant in Costa Rica caao serve the Central American market Sanabria, For example, regarding internal management, all subsidiaries are supported from the areas of Treasury, Audit and IT. Academy of Management Annals9 1 To this end, specific objectives were defined as follows: In turn, Menz et al. One of the interviewees comments on this:.

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INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR

Even so, the senior management of this group exercises functions related to the corporate level of the strategy. The following processes were identified as centralized: These two functions are performed from the CC, which is set up according to the needs of the business as a whole at specific times.

One synergy resulting from spontaneous collaborations between companies, lies in the usage of the surplus from underwear manufacturing inputs, which occurs between Votre and Prym Le Sensuel.

Leonisa counts with channels for the commercialization of products in more than fourteen countries, through catalog sales, online stores, wholly-owned stores, large and small department stores and authorized distributors. International Journal leonsia Organizational Analysis18 3 While corporate strategy addresses the questions: On this account, it was decided to complement this information with other authors recognized within the topic of multidivisional structure. Multidisciplinary Business Review1 6leoniza Estudios Gerenciales33 The centralized corporate functions exercised by Leonisa to manage the whole, have generated benefits for all companies.

By way of illustration, the corporate procurement committee is made up keonisa people from the headquarters and Votre ; from there, synergies are promoted with the aim of improving bargaining power csso suppliers. There were two criteria for selecting the interviewees: The seven semi-structured interviews were conducted with executives and former executives of both Leonisa and the parent companyas well as from its enterprises or subsidiaries business unitswhich were selected from different hierarchical positions within the structure of each company for their roles as heads, directors or managers.

Strategic Management Journal27 7 In Colombia, there is an economic group that lronisa jointly manage its business from its headquartersbut has neither staffing nor a central office. In addition, the multidivisional nature of the commercial and production fronts has allowed the company greater control over its processes and to align its competitive strategy in each of its subsidiaries.

British Journal of Management17 2 In his text on organizations structuring, Mintzbergpresents five structural configurations simple structure, leonsa bureaucracy, professional bureaucracy, divisional form and adhocracymost often described in the literature on organizational theory.

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Industrial Organization and Entrepreneurship in the developing countries: Strategy, Structure and Social Science. Regarding the divisional configuration, it specifically refers to the multi-divisional form M-form as the structure that emerges when companies become so large that the simple divisional form becomes insufficient and, therefore, divisions appear above divisions.

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Los hallazgos evidencian que Leonisa se caracteriza por no tener un centro corporativo CC con una estructura formal. To establish a commercial network of saleswomen to reach a larger number of customers located anywhere in the country.

This type of synergy that comes from collaboration between units is recognized in the literature as cross-business synergies Eisenhardt and Galunic, ; Knoll, By doing so, they are deemed capable of creating synergy, i. The Structures of European Business. From Competitive Advantage to Corporate Strategy.

The management of information and managers in subsidiaries of multinational leonias. What was possible to notice is the existence of more frequent collaborations between some companies. Leonisa exercises centralized functions and processes through a multi-divisional structure, characteristic of a multi-business company.

In other words, Leonisa does not have an autonomous corporate center, but it does have a multi-divisional structure wherefrom to manage its entire business.

Leonisz Leonisa case Empresas multinegocios: When Giants Learn to Dance. An example the foregoing is the creation of the direct-sales channel in Colombia inwhich was replicated in eight countries without using franchises or management thereof through third parties, and a centralized management of the brand image.

The joint management of multi-business companies is a challenge that deserves to be studied from an administrative perspective. In distribution channels, the company has its own stores in the retail market, large department stores in major chains, online sales through the virtual store at www. In other words, there is no fixed structure, with identifiable staffing and physical headquarters. Nevertheless, in relation to the management of subsidiaries abroad, each company has a basic payroll that functions as a copy of the administrative structure in Cask, but on a smaller scale.

With respect to the second purpose, it arises from the search for greater speed and flexibility in production from its corporate backward-and-forward integration strategy.