Over the last decade, Spanish companies have been immersed in a process of change which has notably affected all orders of activities on which worldwide relations and balances have been traditionally based. Such effects on business have produced: Globalization and internationalization of markets.A wealth of deregulating norms.Growing uncertainty and environmental turbu lence, Increased competition.Enlargement of product catalogues offered by companies.More selective demand.Using quality as a competitive strategy.To face this new situation, companies have modified their structures to present a different physical and conceptual configuration from those used over the last three decades. This drastic change h a s affected both the way we understand productive relationships and competitive performance in the market. A s Kaplan points out (1990), this has exerted enough decisive influence on traditional management systems that they have become obsolete, giving way to the new flow of information necessary for today's business world. ADAPTATION OF SPANISH COMPANIESJ u s t as U S companies imported Japanese manufacturing techniques in the early 1980s with unquestionable success, Spanish companies timidly began to modify their structures some years later in order to adapt to the new situation. They were greatly influenced by the presence of multinational American firms in Spain's business context. Changes in Spanish companies have taken two routes which we consider complementary. Their productive structures have adopted the Configuration of the companies characterized by Porter and Aker (1987) as world-class in which the following points have been implanted: 0 Just-in-Time flexible manufacturing systems Total quality control 0 Advanced technology Quantitative and qualitative competition have also decisively influenced their market strategy. At present these innovations have unfortunately affected only a few companies. Because no empirical studies have been done in Spain, we estimate that 15 percent or less of all companies have undergone this necessary reconversion processwith the automation sectorbeing the most affected. But no matter how small the percentage may be, a progression has been observed over the last two years, perhaps in geometrical terms, in the number of companies adapting to the new situation. Johanson (1990) explains how new technological quality control and the Just-in-Time concept were affecting the environment factor. For this reason, companies have had to make changes in their management system. This is now happening in Spain on a daily basis, mainly because companies are avid for information in the new competitive and productive context. This information is very different from what was previously supplied by traditional manageme n t sys tems.The most important innovations are in managing costs, measure and control systems, and management strategies. MANAGEMENT OF COSTSFrom an internal point of view, competitive company strategy demands continually reduc-32 S U M M E~~A L L 1993
Municipalities of Extremadura InfoParticipa Transparency Map. Case study with the Community of Baleares. Resumen Se analizan las websites de los ayuntamientos con más de 10000 habitantes de la Comunidad Autónoma de Extremadura. Se procede al análisis mediante un formulario/cuestionario con 41 apartados que se comparan con el estudio realizado en la Comunidad Autónoma de Baleares. El análisis por grupo de indicadores muestra que de los 14 municipios de la Comunidad de Extremadura, 7 ayuntamientos aprueban y 7 suspenden. Aunque ambas Comunidades presentan datos parecidos globalmente Extremadura está ligeramente por encima a nivel de transparencia municipal. Es imprescindible que los ayuntamientos tanto extremeños como baleares intensifiquen sus esfuerzos para mejorar la comunicación con sus ciudadanos. Palabras clave Transparencia municipal, participación ciudadana, gestión de los gobiernos locales, Extremadura, Baleares.
RESUMENLa información se ha convertido en un recurso imprescindible para el proceso de toma de decisiones en las empresas, y elemento fundamental en el proceso de Inteligencia Competitiva. La globalización económica y la libre circulación de mercancías, bien sea dentro de estructuras supranacionales o derivados de la firma de Tratados internacionales, han aumentado el número de competidores presentes en los mercados, pero también las oportunidades para acceder a otros mercados internacionales. Este trabajo describe los recursos de información más importantes que puede necesitar una empresa en su acceso a los mercados internacionales, y que proceden tanto de organismos públicos como privados. Palabras clave: España, Inteligencia Competitiva, recursos de información, fuentes abiertas, comercio exterior, medios de comunicación.Competitive Intelligence in business internationalization processes. A information resource guide for the Spanish company and business journalism ABSTRACT Information has become an essential part of any decision making process in a company and also of competitive intelligence. Economic Globalization and free market circulation have increased the number of international competitors. This situation leads to a broaden access to other markets in the world. This work describes the informational private and public resources that a company may need in order to access to any international market.
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