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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Organizational structure and knowledge-practice diffusion in the Leonia. Beyond or Behind the M-Form? 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.
In Latin America, this type of company is also recognized as an economic group Leff, ; Ramachandran, Manikandan and Pant, ; Stolovich, and as a business group in Colombia, on account of Law from Supersociedades, The documentary review was conducted on websitesannual reports of the organization, and public domain documents written about Leonisa.
The transfer of best practices is also one of the synergies that this group has achieved through joint management. In turn, the IT area is responsible for developments for all subsidiaries, based on the needs of both production and distribution companies. The multidivisional structure clearly expresses a tension typical of multi-business companies: Journal of International Management18 3 In Audit, all processes are validated and the need for implementation of new projects is identified.
On the commercial front forward vertical integrationall products are received and sold across multiple platforms to reach a larger number of customers.
In addition, leoisa gains from joint negotiation with suppliers, especially abroad, are clear and materialize in economies of scale.
Particularly, it presents the purposes of forming the Leonisa group, as well as its main corporate functions.
The N-form emphasizes lateral rather than vertical interactions; it proposes a shift to a place of command and control as opposed to bureaucratization. As can be inferred from the description presented in the previous section, the Leonisa group does not have a corporate center as defined by the literature.
It would also be advisable to research other elonisa in the textile sector given the crisis that this sector has been experiencing in recent years; a crisis that invites us to rethink not only the strategy but also the structure of the companies in the textile sector; as well as to research on the coexistence of formal multi-divisional structures with other types of informal organizational forms.
Caso Leonisa by Ivan Oviedo on Prezi
To diversify the portfolio in complementary products: In addition, it posits the creation of networks, instead of managerialism Lsonisa and Mayer,p.
The complexity of managing a multi-business enterprise, and in particular that of the Leonisa group, would justify further research. 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.
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.
Leonisa. Los visionarios
The structure of the Leonisa Group results from its corporate strategy of vertical integration, both forward and backward.
Finally, both the Theory of the Firm Zhou, and the theoretical references on Mergers and Acquisitions MyA, Mergers and Acquisitions Tallman and Koza,were present in only one paper respectively. The findings show that Leonisa is characterized by not having a corporate center CC with a formal structure.
Leonisa was formed as a group leobisa the creation of its different companies, with the purpose of minimizing risks in its growth strategy and, at the same time, streamlining both productive and commercial operations.
The first is served through its production subsidiaries, which are responsible for supplying the inputs for the manufacturing of underwear. Prym To produce swimwear as an independent company.
Leonisa. Los visionarios
Journal of Knowledge Management11 3 The initial result yielded papers, of which 28 were selected, published in English or Spanish, directly related to the field of corporate strategy. Where am I going to compete? In addition, these authors refer to two perspectives from which multi-business companies have been studied: In addition to the general guidelines, the competitive strategy for each company is also defined. What is my value proposition? All of the above illustrates the structure of the companies belonging to the Leonisa group in Figure 2from the commercial and administrative including the productive fronts.
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 leinisa markets Kates and Galbraith, The two main purposes for the formation of lsonisa Leonisa group identified by this research, associated with economic objectives, were: The following testimony accounts for these not-directed-from-the-headquarters collaborations:.
Namely, this leoniss also takes distance from the literature presented on the corporate centers of multi-business companies in developed countries. The joint management of multi-business companies is a challenge that deserves to be studied from an administrative perspective.
Such organizations have been recognized in the literature as multi-divisional M-Form organizations, highlighted by Chandler in his research on Strategy and Structure in four major U. Strategic alliances and knowledge sharing: In addition, it identifies the multi-divisional structure adopted for the joint management of its businesses from two fronts, commercial and industrial.
Each of these functions is performed from a physically locateable location. The arising of structures other than the divisional ones, due to their processes and mechanisms for decision-making, such as the so-called multiple divisional network N-form: Coordination at the Edge of the Empire: Strategic Management Journal32 13 Organization Science16 6 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.
This has been possible through vertical forward and backward integrations. cwso
Its corporate strategy is characterized as related diversification, with vertical backward and forward integration. While the Risk Management and Insurance department is in charge of insuring the different companies, managing the policies negotiated as a group for each company, in order to achieve massive negotiations and obtain greater economic benefits.
CEO and a group of caao managers: Resolving Strategy Paradoxes to create competitive advantage: In other words, the headquarters are staffed by corporate executives who, from a central office, manage the multi-business company Chandler,