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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To diversify the portfolio in complementary products: The seven semi-structured interviews loenisa 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.

In other words, there is no fixed structure, with identifiable staffing and physical headquarters.

In addition to the general guidelines, the competitive strategy for each company is also defined. 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. The fourth section discusses the results of the research thereafter.

The following processes were identified as centralized: Leonisa has shaped its business portfolio over the years based on a growth strategy that seeks to minimize risk and increase the speed of its operation. In addition, it posits the creation of networks, instead of managerialism Whittington and Mayer,p. Nonetheless, there is no clear direction to encourage the interaction of subsidiaries or the creation of synergies between them.

Leonisa. Los visionarios

In addition, these authors refer to two perspectives from which multi-business companies have been studied: In turn, Menz et al. 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. 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, Headquarters are understood as a central organizational unit wherefrom business units BUs are managed Menz et al.


Whittingtondescribes the organizational structure based on questions such as: In this structure, two fronts are identified: Journal of International Management leonisaa, 18 3 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 leonosa third parties, and a centralized management of the brand image.

In Audit, all processes are validated and the need for implementation of new projects is identified. El presente trabajo exploratorio tiene como objetivo mostrar la manera como Leonisa, empresa multinegocios colombiana del sector textil, ha administrado su conjunto de negocios.

Whittingtondescribes the organizational structure based on questions such as:. Leonisa is a company with over 60 years of experience in the production and marketing of underwear and swimwear.

The Structures of European Business. 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 and the centralized corporate strategy as it seems to remain intact. Literature Review 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.

How Corporate Parents add value to the stand alone performance of their businesses.

Why Conglomerates Thrive Outside the U. Towards new organizational forms. These corporate headquarters have been recognized as the most relevant organizational innovation of the 20th century, since it separated the operations caxo individual businesses from the strategic responsibilities of the multi-business company Menz, Kunisch and Collis, The size, structure, and performance of corporate headquarters.


Strategic alliances and knowledge sharing: Chapters in the History of the Industrial Enterprise. This figure shows the multidivisional structure of the Leonisa Group, where a corporate center made up of executives dedicated exclusively to defining the business portfolio and managing it is nowhere to be seen.

Along the same lines, Leonisa can be said to promote the concept of socialization put forward ldonisa Chung et al. Subsequently, 15 papers were lenisa, which specifically referred to the multi-divisional structure in the context of multi-business companies.


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Estudios Gerenciales33 To this end, specific objectives were defined as follows: Research notes and commentaries: On the commercial front forward vertical leonieaall products are received and sold across multiple platforms to reach a larger number of customers. In Colombia, there is an economic group that does jointly manage its business from its headquartersbut has neither staffing nor a central office. Resolving Strategy Paradoxes to create competitive advantage: Table 2 Companies belonging to Leonisa Company Creation Purposes Structure Votre Passion To establish a commercial network of saleswomen to reach a larger number peonisa customers located leinisa in the country.

The literature review on multi-divisional structure gains relevance in publications produced between andparticularly in the context of developed countries. In his text on organizations acso, Mintzbergpresents five structural configurations simple structure, machine bureaucracy, professional bureaucracy, divisional form and adhocracymost often described in the literature on organizational theory.

What are my capabilities and strategic resources that allow me to create and sustain competitive advantage?

Namely, this case also takes distance from the literature presented on the corporate centers of multi-business companies in developed countries. The analysis of the data was carried out through a process of categorization or codification, open at first and then selective thereafter, based on the transcription of interviews and revised documents. The opening of new distribution channels must caxo be consulted and approved by the headquarters, in order to meet the commitments established from the centralized manufacturing plant in Colombia.

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, Table 1 Research on multi-divisional structure:

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