The determinants of the quality of Sales-Marketing Interface in a Multinational Customer Brand Focused Company: The Latin American Branches

Customer evolution and changes in consumers, determine the fact that the quality of the interface between marketing and sales may represent a true competitive advantage for the firm. Building on multidimensional theoretical and empirical models developed in Europe and on social network analysis, the organizational interface between the marketing and sales departments of a multinational high-growth company with operations in Argentina, Uruguay and Paraguay is studied. Both, attitudinal and social network measures of information exchange are used to make operational the nature and quality of the interface and its impact on performance. Results show the existence of a positive relationship of formalization, joint planning, teamwork, trust and information transfer on interface quality, as well as a positive relationship between interface quality and business performance. We conclude that efficient design and organizational management of the exchange network are essential for the successful performance of consumer goods companies that seek to develop distinctive capabilities to adapt to markets that experience vertiginous changes

Training organization of a middle-size company engaged in information technology services: theory and practice

In order to establish an active internal know-how -reserve~ in an information processing and engineering services . company, a training architecture tailored to the company as an whole must be defined. When a company' s earnings come from . advisory services dynamically structured i.n the form of projects, as is the case at hand, difficulties arise that must be taken into account in the architectural design. The first difficulties are of a psychological nature and the design method proposed here begjns wi th the definition of the highest training metasystem, which is aimed at making adjustments for the variety of perceptions of the company's human components, before the architecture can be designed. This approach may be considered as an application of the cybernetic Law of Requisita Variety (Ashby) and of the Principle of Conceptual Integrity (Brooks) . Also included is a description of sorne of the results of the first steps of metasystems at the level of company organization.

Diseño y configuración técnica de un espectáculo de directo

En primer lugar se realiza una breve introducción a la historia del refuerzo sonoro, en el cual veremos cómo a ido evolucionando hasta lo que se conoce hoy en día como Line Array, luego nos centraremos en los factores acústicos a tener en cuenta, en ellos repasaremos los conceptos de fase y la importancia de este factor en cuanto a la interacción de más de altavoz, en esta parte también repasaremos como afectan las condiciones climáticas como la atenuación del aire y la temperatura, a la propagación de sonido. A continuación nos centraremos en el diseño de arreglos de altavoces, veremos las diferentes configuraciones para diferentes rangos de trabajo, veremos sus ventajas y desventajas de cada arreglo y también se verá la forma de controlar la directividad de los arreglos para optimizar la propagación del sonido en el área a cubrir, para terminar esta parte profundizaremos en el diseño de los sistemas Line Array, analizando su estructura interna para entender su comportamiento directivo y eficaz en cuanto a la propagación de ondas. Por último se hará el análisis de un montaje real, en el cual tuve participación directa en el montaje ya que la empresa para la que trabajaba se encargó de hacer la gira del grupo español Amaral. Esta gira se realiza en el año 2008-2009, gracias a esta experiencia he podido llevar a cabo este proyecto donde también he podido comprobar algunos conceptos empleados en el diseño de arreglos. De esta Gira, se analizará la efectividad y el rendimiento del diseño de arreglo empleado, para esto se generará mediante software de predicción acústica, el mapa de presión sonora generado por el diseño empleado, una vez visto los resultados, se planteará una reorganización del arreglo de altavoces, para poder conseguir un mejor rendimiento en el área a cubrir. ABSTRACT. First is a brief introduction to the history of sound reinforcement, in which we will see how to have evolved into what is known today as Line Array, then we will focus on acoustic factors to consider in they will review phase concepts and the importance of this factor as to the interaction of the speaker more in this part also review such as climatic conditions affecting air attenuation and temperature, to the propagation of sound. Here we focus on the speaker array design, we see the different configurations for different ranges of work, we will see the advantages and disadvantages of each arrangement and also see how to control the directivity of the arrays to optimize sound propagation in the area to be covered, to finish this part will delve into the design of line array systems, analyzing its internal structure to understand its behavior management and effective in terms of wave propagation. Finally, we will analyze a real assembly, which had direct involvement in the assembly as the company for which he worked was commissioned to do the tour of the Spanish group Amaral. This tour takes place in the year 2008-2009, thanks to this experience I have been able to conduct this project where I have seen also some concepts used in the array design. In this tour, we analyze the effectiveness and performance of the array design used for this is generated by acoustical prediction software, the map of sound pressure generated by the design employed, once seen the results, he will consider reorganization under speaker, in order to achieve better performance in the area to be covered.

Towards measuring the complexity of introducing semantics into a company

The Semantics Difficulty Model (SDM) is a model that measures the difficult of introducing semantics technology into a company. SDM manages three descriptions of stages, which we will refer to as ?snapshots?: a company semantic snapshot, data snapshot and semantic application snapshot. Understanding a priory the complexity of introducing semantics into a company is important because it allows the organization to take early decisions, thus saving time and money, mitigating risks and improving innovation, time to market and productivity. SDM works by measuring the distance between each initial snapshot and its reference models (the company semantic snapshots reference model, data snapshots reference model, and the semantic application snapshots reference model) with Euclidian distances. The difficulty level will be "not at all difficult" when the distance is small, and becomes "extremely difficult" when the the distance is large. SDM has been tested experimentally with 2000 simulated companies with arrangements and several initial stages. The output is measured by five linguistic values: "not at all difficult, slightly difficult, averagely difficult, very difficult and extremely difficult". As the preliminary results of our SDM simulation model indicate, transforming a search application into integrated data from different sources with semantics is a "slightly difficult", in contrast with data and opinion extraction applications for which it is "very difficult".

Equity Carve Out : desde la óptica del PMO

Un Equity Carve Out, también conocido como escisión IPO o escisión parcial de empresas, constituye un tipo de reorganización corporativa, en la que una empresa crea una nueva filial a partir de la separación de una de sus actividades, negocios o servicios. Estas operaciones empresariales actualmente constituyen unas de las prácticas más comunes usadas por las compañías para conseguir financiación. El capital entrante por la venta de parte o la totalidad de la filial, justificará por un lado el esfuerzo invertido en el proceso y por otro abrirá nuevos caminos para la empresa recién constituida. Pero la mayor parte de estos procesos son de una complejidad elevada, tanto si se ven desde la óptica externa a la empresa, como interna. Por un lado las valoraciones bursátiles, dadas las actuales circunstancias económicas, no son las mejores. Y por otro, los proyectos de escisión tienen demasiados puntos críticos para considerarlos sencillos o mecánicos de ejecución. Este documento se centrará en dar solución a la problemática interna que afrontan las empresas una vez tomada la decisión de escindir una actividad: ¿cómo gestionar el proceso? Desde la experiencia y el conocimiento empresarial, se propone como solución: un proyecto completo, coherente y estructurado de escisión; y un PMO o responsable de proyecto, para dirigirlo. Durante todo el documento se repasarán todos y cada uno de los pasos que debe tener en consideración y llevar bajo control el PMO, para acabar el equity carve out en 5 meses. Se definirá un proyecto completo describiendo los pasos necesarios para: • Construir nueva empresa y las relaciones con su ecosistema. • Definir todas las operaciones de negocio necesarias para garantizar su operatividad. • Crear las estructuras necesarias que soporten todas las operaciones y procesos. Para ello y dentro de una planificación global, se propone el trabajo diario con todos los departamentos que tengan algún tipo de involucración en el proceso: operaciones, legal, recursos humanos, financiero, fiscal, TI, marketing y comunicación y compras. Todos estos departamentos o líneas de trabajo tendrán tareas y objetivos particulares. El documento servirá de manual, para que el PMO tenga una visión cuasi-completa de lo que hay que hacer en cada momento, con qué profesionales trabajar y con qué propósito. ---ABSTRACT---An Equity Carve Out, also named as excision or partial IPO excision of companies, is a type of corporate reorganization in which a company creates a new one from the separation of one of its activities, business or services. Currently these business operations constitute one of the most common practices used by companies to get funding. The capital that comes from the sale of part or the totality of the subsidiary, justifies the effort invested in the process on one hand, and on the other opens new perspectives for the newly formed company. But most of these processes are highly complex, whether viewed from outside the company, or from inside. On one side, stock valuations, taking into account the current economic circumstances, are not the best. And on the other side, excision projects have too many critical points to consider the projects simple or mechanical. This document is focused on resolving the internal problems faced by enterprises, once the decision of spinning off the activity is taken: how to manage the process? From the experience and business knowledge, we propose as solution: a complete, coherent and structured excision project; and a PMO or Project Officer leading it. Throughout the document, each and every step that the PMO must take into consideration will be reviewed, in order to finish the equity carve-out in 5 months. A complete project will be defined by describing the steps necessary to: • Build new business and relationships with its ecosystem. • Define all business operations necessary to ensure their operability. • Create the necessary structures that support all operations and processes. Within the Global Planning, we will propose daily work with all the departments that have some sort of involvement in the process: operations, legal, human resources, financial, taxes, IT, marketing communication and purchases. All these departments or working lines have their own tasks and goals. The document could be used as a manual for the PMO in order to have a near-complete picture of what to do anytime, with what professionals he/she would work and for what purpose.

A practical approach to project management in a very small company

This article shows how a very small company has tailored Scrum according to its own needs. The main additions made were the “sprint design” phase and the “sprint test” phase. Before the sprint 0, the requirements elicitation and the functional specification were made in order to meet deadlines and costs agreed with clients. Besides, the introduction of an agile project management tool has supported all the process and it is considered the main success factor for the institutionalization of the Scrum process.

Networked Utopia : the Architecture and Urbanism of the Bata Shoe Company Satellite Cities = Utopia en red : arquitectura y urbanismo en las ciudades satélite de la Bata Shoe Company, 1930 al presente

From its humble beginnings as a small workshop established by Tomáš Baťa in 1874, the Bata Shoe Company became a gigantic concern in the 1920s, built on the principles of scientific management and welfare capitalism. The growth of the company engulfed Zlín (in today’s Czech Republic), its hometown, and transformed it into a modern industrial garden city satisfying the needs of both a growing industrial population, and those of the company itself. As a reaction to the aftermath of the crisis of 1929, the enterprise began a strategy of decentralization and international expansion characterized by the design and construction of a series of modern industrial towns that replicated the model of Zlín around the globe. This study is an exhaustive survey of these cities, their rationale, design, and their postindustrial conditions; it is a comparative work that has used field trips, photography, interviews, and archival material to explain the logics behind Bata’s project, to document the design and implementation of the model to multiple contexts and geographies, and to evaluate of the urban legacy of this undertaking. Finally, the research explores the question of what can the design disciplines, and other parties involved, learn from a full synthesis on the history and urbanism of the Bata satellite cities with regard to the re-imagination and sustainability of contemporary industry-sponsored interventions in developing geographies. RESUMEN Con origen en un humilde y pequeño taller fundado en 1874 por Tomáš Baťa, la Bata Shoe Company creció hasta convertirse en una gigantesca empresa en los anos 20, fundada en principios de control científico de la producción y capitalismo de bienestar. El crecimiento de la compañía se extendió por Zlín (en la actual República Checa), su pueblo de nacimiento, y la transformó en una moderna ciudad jardín industrial capaz de satisfacer las necesidades tanto de una población en alza como de la propia empresa. Como reacción a la crisis de 1929, Bata inició una estrategia de descentralización y expansión internacional caracterizada por el proyecto y construcción de modernas ciudades industriales que replicaron el modelo de Zlín por el mundo. Esta tesis es un estudio exhaustivo de estas ciudades: las razones detrás del proyecto, su diseño, y su condición post-industrial; es un estudio comparativo que se ha servido de trabajo de campo, documentación fotográfica, entrevistas y materiales de archivo para explicar la lógica detrás del proyecto de Bata, documentar el diseño e implementación de tal modelo en múltiples contextos y geografías, y valorar el legado urbano de esta empresa. Finalmente, la investigación evalúa qué podrían aprender las disciplinas del diseño y otras partes implicadas de una síntesis completa de la historia y el urbanismo de las ciudades satélite de Bata, en lo relativo a la reinvención y sostenibilidad de proyectos contemporáneos de la industria en geografías en desarrollo.

Organizational determinants of substantive sustainability reporting practices: the role of company-level fit

As sustainability reporting (SR) practices have being increasingly adopted by corporations over the last twenty years, most of the existing literature on SR has stressed the role of external determinants (such as institutional and stakeholder pressures) in explaining this uptake. However, given that recent evidence points to a broader range of motives and uses (both external and internal) of SR, we contend that its role within company-level activities deserves greater academic attention. In order to address this research gap, this paper seeks to provide a more detailed examination of the organizational characteristics acting as drivers and/or barriers of SR integration within corporate sustainability practices at the company-level. More specifically, we suggest that substantive SR implementation can be predicted by assessing the level of fit between the organization and the SR framework being adopted. Building on this hypothesis, our theoretical model defines three forms of fit (technical, cultural and political) and identifies organizational characteristics associated to each of these fits. Finally, implications for academic research, businesses and policy-makers are derived.

Symbolic vs substantive sustainability reporting: examining the role of company-level characteristics

As sustainability reporting (SR) practices have being increasingly adopted by corporations over the last twenty years, most of the existing literature on SR has stressed the role of external determinants (such as institutional and stakeholder pressures) in explaining this uptake. However, given that recent evidence points to a broader range of motives and uses (both external and internal) of SR, we contend that its role within company-level activities deserves greater academic attention. In order to address this research gap, this paper seeks to provide a more integrated perspective of both institutional and efficiency explanations of SR dynamics, as well as to highlight the role of company-level characteristics in explaining its contribution to sustainability management practices. More specifically, we suggest that substantive SR implementation can be predicted by assessing the level of fit between the organization and the SR framework being adopted. Building on this idea, our theoretical model defines three forms of fit (technical, cultural and political) and identifies organizational characteristics associated to each of these fits. Finally, implications for academic research, businesses and policy-makers are derived.