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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Leonusa, the literature review only revised databases of higher academic recognition ISI and Scopuswhich could leave out publications on cases of Latin American companies.
What structure does the Leonisa Group adopt to support these functions? Headquarters are understood as a central organizational unit wherefrom business units BUs are managed Menz et al.
Journal of Knowledge Management18 4 In addition, the gains from joint negotiation with suppliers, especially abroad, are clear and materialize in economies of scale. Strategic Management Journal27 7 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.
These corporate headquarters have been recognized as the most relevant organizational innovation of the leonsa century, since it separated the operations of individual businesses from the strategic responsibilities of the multi-business company Menz, Kunisch and Collis, The Foreign Trade team is in charge of managing the import operations of raw materials and finished products, and exports from Colombia to their different destinations.
This type of synergy that comes from collaboration between units is recognized in the literature as cross-business synergies Eisenhardt and Galunic, ; Knoll, El presente trabajo exploratorio tiene como objetivo mostrar la manera como Leonisa, empresa multinegocios colombiana del sector textil, ha administrado su conjunto de negocios.
INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR
The subsidiaries report periodically to the headquarters, where portfolio and structure decisions are made for each company belonging to the group, according to the performance achieved by each of them.
Complexity Theory and Corporate Strategy. In the case of vertical backward integration, the production of fabrics, the dyeing and finishing processes and the manufacturing of its products through cooperatives that work exclusively for Leonisa stand out. The two main purposes for the formation of the Leonisa group identified by this research, associated with economic objectives, were: Retos y sinergias de las empresas multinegocios.
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Organization Science16 6 Multidisciplinary Business Review1 6 Harvard Business Review65 3 Whittingtondescribes the organizational structure based on questions such as: The following testimony accounts for these not-directed-from-the-headquarters collaborations:.
This qualitative study is based on semi-structured interviews with managers from various businesses and levels of this multi-business company.
Dimensions, Contingencies, and Synergistic Effects. Introduction The multi-business company, understood as a group of businesses managed jointly, is the result of the growth of a company from the creation or acquisition of other businesses. In relation to the management of the multi-business company, Eisenhardt and Piezunkathree main choices posited by leoisa corporate strategy stand out: To this end, specific objectives were defined as follows: Strategic Management Journal28 4 Namely, there is no hierarchy of corporate executives dedicated exclusively to the management of the business as a whole.
In turn, Menz et al. The first is served through its production subsidiaries, which are responsible for supplying the inputs for cxso manufacturing of underwear. Functional strategies support the fulfillment of the value proposition and the creation and maintenance of competitive lfonisa De Wit and Meyer, Caso Confecciones Leonisa S.
The specificity of this case motivated this research into the management of Leonisa, a Colombian company in the textile sector. From the point of view of the multi-divisional structure of the Leonisa group, the centralization of processes has allowed it to dilute the labor costs in connection to the shared use areas from the main headquarters.
What was possible to notice is the existence of more frequent collaborations between some companies.
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Keeping the Global in Mind. The Leonisa case Empresas multinegocios: At last, a Way to Make Synergies Work. Furthermore, the purposes that keep Leonisa together as a multi-business company are analyzed.
Likewise, there is a treasury team and an administrative-financial team; both lend support to the General Manager, who is also the legal representative.
Leonisa. Los visionarios
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. To commercialize the products manufactured in the original business in the Colombian retail sector. Therefore, it is convenient to know acso greater detail the functions, strategies and structures from which multi-business companies are managed in emerging countries, in which particular cases such as GEA appear.
The management of information and managers in subsidiaries of multinational corporations. 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: The cazo review was conducted on websitesannual reports of the organization, and public domain documents written about Leonisa.
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.