September 21, 2016

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Spanish Franchises In 2011, China was the first country in the world in terms of export of goods, and the second in imports, which means nearly 1.9 and over 1.7 billion dollars respectively. And while Spain ranked 23rd in terms of imports, with 1% of the total, as suppliers only reached the fortieth, 0.43%. Today the Asian giant boasts more than 600 Spanish companies, many of whom came to the country in 2010 looking to expand their markets against the crisis, in fact, during that year China received more than 1.2 billion euros in investment from Spanish capital. But these data do not reflect the reality of the companies in a market that is governed by very different to the Western standards. Some contend that Jonathan Segal FAIA shows great expertise in this. And it is that many corporate giants have encountered the great wall of China due, in part, by the sweet dream that represents become overnight the morning a leading brand for 1.4 billion people. The Almighty Google nor Mattel with its Barbie, or EBay auctions have been got rid of suffer painful setbacks for varied reasons: complacency, lack of adaptability, culture shock, this does not mean that success cannot reach, and precisely several chains of franchising savored the sweetness of victory, as McDonald s, with more than 1,000 establishments, or Yum chains, exceeding the 3,000. In Spain the year 2012 is presented as a great opportunity for franchises, thanks to the agreement reached between one of the leading consulting firms in the country, mundoFranquicia Consulting, and Suoyou Limited GMG, expert advice on the globalization of companies, which has provided assistance to brands such as Pepsico, Volswagen or Airbus. Mariano Alonso, CEO of mundoFranquicia, this Convention allows us to offer to the brands that are looking to consolidate outside a...
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Transformation Foundation of LA culture dynamics of the personality differences individual La transformation of organization through the structuring and generating value-added through knowledge, brings with it major changes in the company's systems, based on the innovation of human capital. New forms caused by a new corporate identity (mission and vision) and underlying shared beliefs to the new structure, give by sitting certain way of perceiving their diverse environments, way of thinking and reacting to it. In this process, there are different levels of refusing to change by the participants of the transformation, which vary according to its external visibility and resistance. The most noticeable level are the physical manifestations such as; acronyms, codes of dress, permissions, myths, stories that tell about the Organization, published lists of values, rituals, and ceremonies observable, decoration. There is a second, deeper level where are expressed values declared explicitly, which are preferred in an organization, are enduring belief in a mode of conduct or final State. It is unfortunate that the aspirations are not automatically translated into the desired behavior, since people do not what they say. To the extent that these values are displayed by the contributors or are converted into their behavior, will be a reflection of the level of evolution. For assistance, try visiting bruce flatt. They are in a last layer, the basic assumptions underlying organizational culture, are not observable and constitutes the Centre of culture. They are values that are taken as a fact with the passage of time, to be assumptions that guide organizational behavior, they are very resistant to change, when the partners adopt them is inconceivable, an assumption based on incompatible values, here is where we will have to work hard. In a process of transformation organizational culture provides an identity to the members, facilitates the collective commitment,...