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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The joint management of multi-business companies is a challenge that deserves to be studied from an administrative perspective.
This exploratory work aims to show how Leonisaa Colombian multi-business company in the textile sector, has managed its business. Particularly, it presents the purposes of forming the Leonisa group, as well as its main corporate functions. In addition, it identifies the multi-divisional structure cas for the joint management of its businesses from two fronts, commercial and industrial.
Leonisa. Los visionarios
This qualitative study is based on semi-structured interviews with managers from various businesses and leinisa of this multi-business company. The findings show that Leonisa is characterized cazo not having a corporate center CC with a faso structure. Instead, these headquarters are evidenced by the functions exercised by its directors at the corporate level of the strategy, such as: 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.
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. El presente trabajo exploratorio tiene como objetivo mostrar la manera como Leonisa, empresa multinegocios colombiana del sector textil, ha administrado su conjunto de negocios.
Este estudio cualitativo se basa en entrevistas semiestructuradas con directivos de diversos negocios y niveles de esta empresa multinegocios.
Los hallazgos evidencian que Leonisa se caracteriza por no tener un centro corporativo CC con una estructura formal. Centro corporativo, Empresa multinegocios, Estructura multidivisional M-formLeonisa.
The multi-business company, understood as a group caos businesses managed jointly, is the result of the growth of a company from the creation or acquisition of other businesses.
The formation and management of this set of businesses is the focus of the study of strategy at the corporate level Chandler,p. In the literature on corporate strategy, multi-business companies are also recognized as conglomeratesmodern corporations or diversified firms. 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, Normally, the multi-business strategy is defined and executed from a general or central office Chandler, also known as a corporate headquarters HQ Birkinshaw, Braunerhjelm, Holm and Terjesen, ; Collis, Young and Goold, These corporate headquarters have been recognized as the most relevant organizational innovation of the 20th century, since it separated the operations of individual businesses from the strategic responsibilities of the multi-business company Menz, Kunisch and Collis, Headquarters are understood as a central organizational unit wherefrom business units BUs are managed Menz et al.
From the beginning of the strategy academic field, Chandler in his text Strategy and Structure refers to the headquarters as a central office wherein executives coordinate, evaluate, define goals and policies and allocate the resources required by a series of semi-autonomous and self-contained divisions Chandler,p. In other words, the headquarters are staffed by corporate executives who, from a central office, manage the multi-business company Chandler, Each of these functions is performed from a physically locateable location.
Furthermore, these authors argue that there is a third element that characterizes the headquarters: In Colombia, there is an economic group that does jointly manage its business from its headquartersbut has neither staffing nor a central office.
Even so, the senior management of this group exercises functions related to the corporate leonnisa of the strategy. Therein, the author characterizes this group as a corporate center due to the corporate functions it has developed, such as: Corporate strategy is concerned with both the definition of the business portfolio and its management.
Therefore, it is convenient to know leoniaa 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 specificity of this case motivated this research into the management of Leonisa, a Colombian company in the textile sector. Leonisz, the purposes that keep Leonisa together as a multi-business company are analyzed.
INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR
Leonisa is a company with over 60 csso of experience in the production and marketing of underwear and swimwear. Over the years, the company has made changes in its strategy and structure to speed up its production processes and reach its customers in more than 20 countries.
The first part of this paper presents a review of the literature on corporate centers and multi-divisional structure.
In the second, the methodological approach of the research is detailed, and the third describes Leonisa leonnisa a multi-business company. The fourth section discusses the results of the research thereafter.
While corporate strategy addresses the questions: What is my value proposition? Where am I going to compete? What are my capabilities and strategic resources that allow me to create and sustain competitive advantage? Along the same line, it is important to clarify that it is the corporate strategy that deals with multi-business management, while the competitive one is at the level of each business unit and may be different for each of one.
Functional strategies support the fulfillment of the value proposition and the creation and maintenance of competitive advantage De Wit and Meyer, 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. In his text on organizations structuring, Mintzbergpresents five structural configurations simple structure, machine bureaucracy, professional bureaucracy, divisional form and adhocracymost often described in the literature on organizational theory.
According to this author, most organizations experience them all, leaning towards one, according to the corresponding configuration in each organization. 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. Whittingtondescribes the organizational structure based on questions such as:.
Who has the resources, who communicates with whom, who is responsible for what, who can do what, what can be done on their own and what can be done with others, what kinds of careers are available and what is the flow of knowledge throughout the organization p.
Additionally, this author warns that, in the case of multi-business enterprises, the functional or divisional structure in terms of Mintzberg is insufficient to deal with the tension between the headquarters and the business units or divisions that characterize this type of company. 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.
The multidivisional structure clearly expresses a tension typical of multi-business companies: 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, In relation to the management of the multi-business company, Eisenhardt and Piezunkathree main choices posited by the corporate strategy stand out: In addition, these authors refer to two perspectives from which multi-business companies have been studied: The cooperative multi-divisional structure is characterized by less decentralization and greater integration between divisions, while the competitive structure has less integration between divisions and a high degree of operational decentralization.
In contrast, the inner network is characterized by a high degree of operational decentralization and integration between divisions.
These three new forms were the result of studies carried out in one hundred Spanish companies in the period between and 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 N-form emphasizes lateral rather than vertical interactions; it proposes a shift to a place of command and control as opposed to bureaucratization.
In addition, it posits the creation of networks, instead of managerialism Whittington and Mayer,p. 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. 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.
In turn, Menz et al. Once the concepts of multi-divisional structure and corporate headquarters have been clarified, the following section presents the methodological approach of the research on the Leonisa group. What are the purposes of the company in forming a business group? What structure does the Leonisa Group adopt to support these functions? To this end, specific objectives were defined as follows: 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 The search was conducted using keywords that could account for the multi-business company from an administrative perspective such as HeadquartersMulti-business Firm and Multidivisional.
The initial result yielded papers, of which 28 were selected, published in English or Spanish, directly related to the field of corporate strategy.
Subsequently, 15 papers were selected, which specifically referred to the multi-divisional structure in the context of multi-business companies. Furthermore, some books and handbooks by authors recognized in the field of strategy for their contributions on organizational structure were reviewed. The literature review on multi-divisional structure gains relevance in publications produced between andparticularly in the context of developed countries.
These articles have been published by widely recognized journalssuch as Organization Science, Journal of International Management, Strategic Management Journal, among others. Table 1 Research on multi-divisional structure: 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.
Table 1 shows the countries of affiliation for the universities where the authors of the 15 papers studied work, the universities that stand out for their research on multi-divisional structure and the theoretical approaches from which such research has been carried out. On this account, it was decided to complement this information with other authors recognized within the topic of multidivisional structure. Secondly, two techniques were used to collect the data: 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.
Each of them was interviewed for one hour in August and September The documentary review was conducted on websitesannual reports of the organization, and public domain documents written about Leonisa. 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.
Therefore, the theoretical categories defined in the conceptual framework were complemented by those emerging from the fieldwork. Leonisa is currently headquartered in Medellin, Colombia, where it produces and markets underwear through various companies described in Table 2.
Table 2 Companies belonging to Leonisa Company Creation Purposes Structure Votre Passion To establish a commercial network of saleswomen to reach a larger number of customers located anywhere in the country. To diversify the portfolio in complementary products: CEO and a group of seven managers: General Management accompanied by a production and administrative team. Prym To produce swimwear as an independent company. General Management and a primary team for the areas of Production, Marketing and Finance.
Dissen To commercialize the products manufactured in the original business in the Colombian retail sector. Administrative director in charge of accounting, portfolio, credit and collections; and three commercial managers.
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.
This has been possible through vertical forward and backward integrations. 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.
InLeonisa began its process of internationalization to the Caribbean Islands and Venezuela, through the sale of its flagship product, the reference brassiere. 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,