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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For instance, should Colombia become an unliveable country or Costa Rica become an unviable country at some point, products could be supplied through polyfunctional plants, which would not be specialized in a single product line.
CASO LEONISA by Catalina velandia on Prezi Next
Ley de These three new forms were the result of studies carried out in one hundred Spanish companies in the period between and The Structures of European Business. Whittingtondescribes the organizational structure based on questions such as: DissertationUniversity of St.
Administrative director in charge of accounting, portfolio, credit and collections; and three commercial managers. Whittingtondescribes the organizational structure based on questions such as:. Furthermore, some books and handbooks by authors recognized in the field of strategy for their contributions on organizational structure were reviewed.
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.
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. From the point of view of the multi-divisional structure of the Leonisa group, the centralization of processes has allowed it to dilute leoisa labor costs in connection to the shared cwso areas from the main headquarters.
The Corporate Headquarters in the Contemporary Corporation: Strategic Management Journal32 6 Towards new organizational forms. 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 Colombia, but on a smaller scale.
On this account, the multidivisional structure is adopted as it separates the business or operational responsibilities from the strategic responsibilities that remain at the headquarters.
Leonisa exercises centralized functions and processes through a multi-divisional structure, characteristic of a multi-business company. The first is served through its production subsidiaries, which are responsible for supplying the inputs for the manufacturing of underwear.
In turn, Menz et al. Moreover, the literature review only leomisa databases of higher academic recognition ISI and Scopuswhich could leave out publications on cases of Latin American companies.
Multi-business companies: The Leonisa case
Headquarters are understood as a central organizational unit wherefrom business units BUs are managed Menz et al. Industrial Organization and Entrepreneurship in the developing countries: The fourth leonixa discusses the results of the research thereafter.
With regards to the allocation of resources from headquarters to the different subsidiaries, there are guidelines for developing the budget of each country or company. This concept suggests that there is an informal and subtle mechanism that, in addition to the structural and formal mechanisms, integrates the different business units.
The Leonisa case Empresas multinegocios: This process occurs as a backward vertical integration.
Leonisa. Los visionarios
In addition, these authors refer to two perspectives from which multi-business companies have been studied: On the subject of strategic management from a central office or headquarters, Mintzberg asserts the latter is concerned with managing a strategic portfolio, allocating global financial resources, designing performance management systems, replacing and appointing division managers, monitoring divisional behavior on a personal level and providing support services to divisions.
Academy of Management Annals9 1 The corporate center controls the compliance with the competitive and operational strategy, carrying out frequent audits to guarantee the execution of the guidelines transmitted from the headquarters. 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.
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, This is how all companies periodically connect to headquarters through a unified meeting format.
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, 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.
Therefore, it is convenient to know in 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. Therein, the author characterizes this group as a corporate center due to the corporate functions it has developed, such as: Backwards integration has been accomplished through the creation of companies that supply the inputs for underwear and swimwear production, where each specializes in the production of specific parts that were previously purchased from third parties.
At last, a Way to Make Synergies Work. Los hallazgos evidencian que Leonisa se caracteriza por no tener un centro corporativo CC con una estructura formal. Following this line of thinking, the existence of a corporate center is asserted, which manages the group of companies through the centralization of decision-making, corporate guidelines, and the consolidation of information from each of the subsidiaries.
INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR
The formation and management of this set of businesses is the focus of the study of strategy at the corporate level Chandler,p. Organization Science16 6 Leonisa is currently headquartered in Medellin, Colombia, where it produces and markets underwear through various companies described in Table 2. Firstly, an exploration on journals specializing on the Business and Management area and the category of Strategy and Management from Scimago Journal and Country Rank and ISI Web of Science was carried out for the period comprised between and In this structure, two fronts are identified: In addition, the gains from joint negotiation with suppliers, especially abroad, are clear and materialize in economies of scale.
Leeonisa was possible to notice is the existence of more frequent collaborations between some companies.
This type of synergy that comes from collaboration between units is recognized in the literature as cross-business synergies Eisenhardt and Galunic, ; Knoll, The competitive strategy developed in recent years has been based on two main pillars: Namely, this case also takes distance from the literature presented on the corporate centers of multi-business companies in developed countries. Later on, it continued its expansion to fourteen other Latin American and three European countries from product distribution subsidiaries, and from a garment plant in Costa Rica to serve the Central American market Sanabria, Namely, there is no hierarchy of corporate executives dedicated exclusively to the management of the business as a whole.