En déplacement suivi les dossiers

Un sujet délicat quand on est en déplacement est suivi  ou gérer les dossiers à distance. Ci-dessous  je vous fais parvenir un article du magazine Management (Sandrine Weisz, 2010) avec de conseils.

Vous éloigner du bureau vous donne des sueurs froides ? Nos conseils pour piloter à distance les affaires courantes.

Un cadre sur deux se plaint du stress engendré par les déplacements, nous apprend une enquête européenne réalisée en 2009 par la SSII Easynet. Et cette inquiétude est sou­v­ent accrue par la nécessité de continuer à gérer les af­fai­res courantes : il faut manager son équipe à distance, traiter les urgences, faire avancer les dossiers pour ne pas se trouver dé­bordé au retour. Si vous n’êtes pas accompagné d’un colla­borateur capable d’assurer ce suivi à votre place, n’hésitez pas à solliciter les interlocuteurs qui vous accueillent : il n’est pas rare qu’ils puissent mettre une secrétaire ou un stagiaire à votre disposition le temps de votre séjour. Mais que vous bénéficiiez ou non d’un renfort, vous avez intérêt à vous appuyer sur de rigoureux principes d’organisation. 

Déterminez d’abord les dossiers que vous suivrez personnellement, ceux qui seront confiés à une personne de votre service et ceux qui peuvent attendre votre retour. Opérez cette sélection selon des critères précis – nom de l’interlocuteur, nature de la demande – et couchez vos instructions par écrit. C’est le meil­leur moyen d’éviter un loupé : plainte d’un client, réponse tar­dive à un appel d’offres… Chez Philips, les respon­sables grands comptes se ren­dent ­disponibles en permanence grâce à l’activation d’un renvoi d’appels. Ils filtrent ainsi les sollicitations et ne sont jamais absents pour leurs "clients rois". En revanche, les collaborateurs de Coutot-Roehrig, leader européen des enquêtes généalogiques, se concentrent sur leurs missions lorsqu’ils sillonnent une ­région pendant une semaine. Ce sont les responsables de recher­c­he qui suivent les dossiers en leur absence. A leur retour, ils les passent en revue ensemble.

Même si vous avez choisi d’assurer l’essentiel du suivi, prévoyez des points réguliers avec un collaborateur resté sur place. Lors de ces rendez-vous té­léphoniques – dont l’heure au­ra été fixée d’avance, de préférence en début ou en fin de jour­née –, sondez cette personne sur les événements, mêmes mi­neurs, sur­venus en votre absence. Veillez par ail­leurs à ce qu’elle dispose – ainsi que vous-même – d’un logiciel du type Team­Viewer. Vous pourrez ainsi accéder à ­distance aux ­données qu’elle aura centra­lisées pour vous sur son ordinateur ou télécharger des fichiers trop lourds pour qu’elle vous les envoie par e-mail.

Enfin, il vous faudra changer votre façon de travailler et adop­ter un mode "segmenté". En effet, les attentes dans les salles d’embarquement ou avant un rendez-vous suscitent une foule de temps morts que vous pourrez met­tre à profit pour faire avancer vos dossiers. Il est possible aussi, en dernier recours, de grappiller une heure de-ci de-là en "séchant" une réunion qui vous concerne moins ou en écour­tant votre ­présence lors d’un dîner peu stratégique (sans oublier, bien sûr, de prévenir que vous ne resterez pas jusqu’au dessert). Mais veillez sur­tout à relâcher la pression de temps à autre : pour demeurer efficace lors de ces voyages, il faut savoir pren­dre du plaisir et décompresser.

Marketing 2.0

Marketing 2.0  offers new possibilities to small and medium businesses to promote their products in new markets with no borders.


For marketers, Web 2.0 offers an opportunity to engage consumers. A growing number of marketers are using Web 2.0 tools to collaborate with consumers on product development, service enhancement and promotion. Companies can use Web 2.0 tools to improve collaboration with both its business partners and consumers.  Another marketing Web 2.0 lure is to make sure consumers can use the online community to network among themselves on topics of their own choosing.

Small businesses have become more competitive by using Web 2.0 marketing strategies to compete with larger companies. As new businesses grow and develop, new technology is used to decrease the gap between businesses and customers.Social networks have become more intuitive and user friendly to provide information that is easily reached by the end user. 


An exemple is long tail  techniques used through internet technologies which help to obtain revenue from customers demographic of the long tail and there is not physical bounderies.

Following video esplains in an easy way the markeying 2.0 concept:

 

Consorcio de Exportación

Entre las diferentes formas de hacer llegar el producto o servicio a un cliente en otros países, existe una modalidad que me gustaría señalar:  el consorcio de exportación.

En este periodo donde las alianzas entre diferentes empresas  se esta convirtiendo en una opción o una obligación debido a la necesidad de compartir recursos.El consorcio lleva a establecer acuerdos de colaboración  con otros socio.

Que es un consorcio de exportación y características ?

· Un consorcio de exportación es una agrupación de exportadores
· Origen: Se crea en el país al que pertenecen los miembros.
· El objetivo principal de las empresas participantes es desarrollar sus mercados de exportación.

· El objetivo complementario es adquirir los conocimientos y habilidades necesarias para llegar a ser capaces de seguir exportando de manera individual y autónoma el día en que pudieran abandonar el consorcio, o que el mismo pudiera disolverse.
· El número de asociados es limitado entre 3 y 7, y son fabricantes de productos y/o servicios diferenciados.
· Su duración no está definida o limitada de antemano ni por un plazo en el tiempo, ni por una tarea concreta a realizar.
· Las empresas asociadas tienen aproximadamente la misma importancia, y aceptan un determinado grado, relativamente elevado, de compromiso económico y/o comercial.
· Un consorcio debe ser capaz de diseñar y poner en práctica una estrategia comercial conjunta para el desarrollo en equipo de la actividad exportadora, con un nivel relativamente alto de independencia entre los socios en este campo concreto de su gestión empresarial.
· La gama conjunta de productos a exportar es aquella en la que fabricantes diferentes suministran productos diferenciados, con poca o ninguna competencia directa entre ellos, pero que pueden ser vendidos a los mismos clientes finales o a través de los mismos canales de distribución, utilizando la misma estrategia comercial de exportación y la misma logística.

Ventajas:

· Las empresas venden directamente en el país de destino.
· Se acortan canales 
· Se produce un compromiso más serio con el mercado intensificándose las acciones sobre una determinada zona.
· Se comparten gastos.
· No se emprende en solitario la aventura de exportar.
· Régimen fiscal favorable.

Factores de éxito

Un consorcio pasa por tres fases o períodos sucesivos en su existencia:

1.- Fase de gestación

· Es la fase más decisiva en la existencia de un consorcio, ya que la mayor parte de las decisiones importantes se toman en esta fase.

· Se define cómo se va a organizar el consorcio y se plasma en un reglamento de régimen interno que fija las bases del acuerdo (finalidad, plan financiero, forma jurídica, disolución, expulsión, parámetros de calidad,...) y cómo actuar ante posibles contingencias.

1.1 Factores de éxito comerciales en la fase de gestación o preconsorcio
· El punto de arranque lo suele dar el promotor de la idea del posible consorcio de exportación.
· Esta primera idea, o plan de partida, suele incluir, aunque sea tan sólo de manera intuitiva e incompleta:
a) Perfil ideal de quienes podrían tomar parte.
b) Borrador de intenciones.
· La elección de los mejores asociados es sin duda un factor clave de éxito.


1.2 Factores de éxito económico-financieros en la fase de gestación o diseño

En esta fase, deben tenerse en cuenta dos tipos de factores económicos y financieros:
a) Los que tienen relación con los gastos incurridos únicamente a lo largo de esta fase:
· Investigación previa de mercados
· Gastos de identificar y contactar con los diversos socios potenciales
· Gastos de desplazamiento, de organización de reuniones, de redacción de los documentos legales necesarios para la constitución formal,....

b) Los que dejarán sentir sus efectos a lo largo de toda la vida del consorcio


Durante el periodo de gestación o diseño del consorcio, los futuros socios del mismo deben pactar y acordar cuál va a ser el capital fundacional del mismo, y cuáles van a ser las ulteriores aportaciones económicas a realizar por las empresas miembro del consorcio, las fechas de dichos pagos y el sistema o método de cálculo utilizado para determinar el importe específico a pagar por cada empresa miembro durante la fase de funcionamiento.


2.- Fase de operación o funcionamiento

· El éxito de los consorcios:
a) El consorcio ideal es el que cuenta con la máxima unificación de producto,
imagen y marca.
b) Los principales factores de éxito son: Contar con empresas homogéneas, mentalidad de cooperación, interés compartido, obtención de resultados a medio plazo, adaptación al mercado y disponer de productos complementarios o interdependientes, pero que tengan un mismo tipo de comercialización.
c) Se estima que no se obtienen resultados antes de un año.

3.- Fase de disolución o abandono

· Es muy frecuente que el consorcio se disuelva una vez que los miembros logren sus objetivos de venta y de implantación en el exterior para emprender su acción en solitario.
· También existe la posibilidad de que un miembro se retire por no obtener los resultados esperados.

Barcelona among 10 best cities for business in Europe

I am happy and proud to read in several ranking medias that Barcelona - my city - is going up in spite of this period of incertitude and difficulties that is living my country.

One of the spezialise reports such as  2011 European Cities Monitor shows Barcelona to be the sixth best European city for business and the city best promoted as a business centre after London.

	For the second year running Barcelona has been ranked as the sixth best European city for business, after London, Paris, Frankfurt, Amsterdam and Berlin
	Although Barcelona dropped a place compared to last year, it has always been ranked in the top six places for the last decade. The report, based on the opinions of the top executives of 500 European companies, also states that Barcelona was chosen for the 14th consecutive year as the top European city for the quality of life for workers. In addition, Barcelona is perceived as the third best business city on the continent and the city that is best promoted as a business centre, after London.  This is not the only report to give Barcelona a good world ranking. While Ernst & Young's European Attractiveness Survey for 2011 ranks it as the 6th most attractive European city to be based in, their "Citizens for Citizens" report describes the city as the most admired for its urban development model.

Measuring the potential of emerging markets

I needed  to calculate a market potential for my job. I started   investigating and searching  some index or some way to quantify it and   I found out an Index made by Mr.S. Tamer Cavusgil (Fuller E. Callaway Professorial Chair and Executive Director - Center for International Business Education - Georgia State University). 

Maybe some small or medium company trying to export do not have capacity to get and work with all the information required but it could be a good approch and very useful for the market research and also to settle the exports strategy.

This is the article about Measuring the potential of emerging markets : an  indexing approach

Targeting foreign markets? The Overall Market Opportunity Index can help reveal both attractive and undesirable features of each country.

A number of worldwide trends are making a group of economies prime targets for Western companies--the so-called emerging markets. As industrialized countries continue to mature, these markets have become increasingly more attractive and promising as a market for technology and goods as well as a pool for offshore sourcing. Ongoing economic liberalization, more markets open to international competition, and rising consumer expectations are some of the reasons these nations require special attention by Western companies.

Just what constitutes an emerging market? Essentially, these are high-growth developing countries that represent attractive business opportunities for Western firms. The U.S. Department of Commerce lists 18 "Big Emerging Markets": China, Hong Kong, Taiwan (the Chinese Economic Area), Indonesia, Malaysia, the Philippines, Singapore, Thailand, Brunei (ASEAN), Vietnam, India, South Korea, Argentina, Mexico, Brazil, Poland, Turkey, and South Africa. The Economist adds Chile, Venezuela, Greece, Israel, Portugal, the Czech Republic, Hungary, and Russia.

The emerging markets (EMs) share remarkable features in terms of economic potential. Some are large geographically. Demographically they have a young labor force. They are attractive for both selling and sourcing, enjoy outstanding growth rates and prospects for market expansion, and have undertaken significant economic reforms. In addition, many EMs are a major political influence in their region as well as a regional economic driver.

The economic potential of EMs is already well established. As a group, they comprise more than half the world population and account for a large share of global output. They offer promising opportunities for trade as their need increases for capital equipment, machinery, power transmission equipment, transportation equipment, and high-technology products.

EMs pose special challenges for Western firms. Many have an inadequate commercial infrastructure, such as banking and transportation. Distribution channels are usually underdeveloped and inefficient. Western firms often have difficulty identifying qualified, competent intermediaries. The government sector is often the primary economic actor. In many cases, a state-owned enterprise is slow in decision making, and large national debt has produced an inflationary economy--a situation with which many Western managers are unfamiliar. Moreover, environmental awareness is rising in EMs, and ethical issues are under increasing scrutiny.

Despite these challenges, no growth-minded company can overlook the potential EMs hold out. What strategies are appropriate for capitalizing on this potential? Three issues must be considered: (1) market potential estimation and access; (2) market entry; and (3) market establishment. Although each step in foreign market expansion is critical, the initial assessment of opportunities is especially important. Various techniques can be used, such as gathering background information (desk research), evaluating unsolicited inquiries from foreign customers, and monitoring competitor activity. 

A formal and systematic analysis of aggregate market potential can be particularly fruitful; such is the focus of this article. Verifying market potential and quantifying opportunity in a foreign market can be vital to a firm's success. Sufficient consideration must also be given to qualifying market opportunity. Managerial guidelines for the three phases of a foreign marketing strategy are offered in Figure 1.

Figure 1 Guidelines For Doing Business In Emerging Markets

PHASE 1: Market Potential Assessment and Access

* Engage in formal market potential analysis

* Gather market intelligence

* Employ early monitoring and be a "first mover"

* Tie into informal networks of influence

* Offer financing as well as technical expertise and solutions

* Explore government incentives and procurement

PHASE 2: Market Entry

* Choose qualified partners carefully; build their capabilities

* Invest in long-term relationships

* Be culturally sensitive

* Consider adapting product features, selling approach, etc.

* Be prepared to deal with inadequate commercial infrastructure

PHASE 3: Market Establishment

* Adjust to operating in a high inflation/debt environment, leading to commercial and currency risk

* Learn to deal with labor force productivity and motivation issues

* Be prepared to deal with government bureaucracy and regulations

* Look for opportunities in sourcing

* Expand networks and alliances

The Study

The study reported here develops and illustrates a methodology for quantifying and ranking the market potential of 25 countries identified as EMs by the Economist. (Taiwan was excluded because of insufficient data.) An index was developed to measure market potential in EMs. First, 13 economic, political, and social variables were chosen to characterize a market's attractiveness from the viewpoint of Western management. These 13 variables represent the seven fundamental dimensions to consider when determining the overall attractiveness of a market (shown in Figure 2). Next, an index was created from the raw values of the 13 variables by standardizing the items and putting them into a scale of 1 to 100 by a formula. (Standardization is a statistical procedure enabling us to directly compare variables with very different distributions. The original data are first transformed into standardized data, or z-scores, before country comparisons are attempted.) Third, the relative importance of each dimension was determined by interviewing a small number of international business professionals and educators (a Delphi process). The result was the relative weights shown in the second column of Figure 2. Finally, the seven dimensions were combined into the Overall Market Opportunity Index (OMOI) by using the corresponding weights. To avoid the effects of variance of each dimension on the final index, the figures used to calculate the 1-100 scales for each dimension were again standardized; the weights were then applied to the z-scores and conversion into a 1-100 scale established the OMOI.

Figure 2 Dimension And Measures Of Foreign Market Potential

Dimensions                      Weight
Market Size                     4/20
Market Growth Rate       3/20
Market Intensity                3/20
Market Consumption Capacity     2/20
Commercial Infrastructure       2/20
Economic Freedom                2/20
Market Receptivity              4/20
Dimensions                    Measures
Market Size                   * Total population
Market Growth Rate     * Average annual growth   rate of industry
Market Intensity       PPP estimates of GNP
                                per capita (50% weight)
                               * Private consumption expenditure per capita  (50% weight)
Market Consumption Capacity   * Size of the middle class
Commercial Infrastructure     * Telephone mainlines per  capita (20% weight)
                              * Paved road density     (20% weight)
                              * Trucks and buses per    capita (20% weight)
                              * Population per retail  outlet (20% weight)
                              * Percentage of homes with    color TV (20% weight)
Economic Freedom       * The Economic Freedom  Index (Johnson and Sheehy  1995), 

                                which measures
                                trade policy, taxation policy, government
                                consumption of economic output, monetary and                      
                                 banking policy, capital   flows and foreign investment,
                                wage and price controls,  property rights, regulatory  climate, and black  market activity
Market Receptivity   * Average annual growth rate of imports from the U S. over  the past 5years (60% weight)
                              * Per capita imports from the U.S. (40% weight)

El exportador : nuevo programa de tv en la 2

TVE en su segunda cadena "La 2" ha empezado a emitir un nuevo programa "El Exportador".
Es un espacio de unos 30 minutos dividido en 4 secciones principales :
"en portada": aborda temas de actualidad con relación a la internacionalización
"tras las huellas": refleja la experiencia de una empresa implantada en un mercado exterior
"primeros pasos": narra los inicios de las pimes que estan dado sus primeros pasos en la actividad internacional
"pioneros": analiza la trayectoria de una empresa que lleva varios años de experiencia en los mercados exteriores
 
El programa cumple con la función de mostrar la capacidad de las empresas de salir al extrior y tener éxito,  por otro lado la de informar y también de motivar a emprender el camino de la exportación o internacionalización. 

El programa se emite en la 2 los sabados a las 12.30 h.


Me parece muy interesante que el ICEX y TVE se hayan implicado en lanzar a emisión un programa que divulgue temas y experiencias de comercio internacinal. Este tipo de programas son oportunos y necesarios en estos momentos de crisis donde la expansión de las empresas al exterior es una necesidad.

Podeís ver el vídeo del primer capítulo a continuación:

Challenges of Motivating Multicultural Teams

Two weeks ago I had a little trouble with my sales agents becasue of my top management guidelines and their way of work differed. It affected their motivation and in consequence their performance.

Last week I worked to put the things on the right track.

So I have decided to get some information on the net about this subject and  I would like to post a very interesting article  published in trainingmag.com and written by Rana Sinha a cross-cultural consultant. 

 

Do we motivate multicultural teams the same way we motivate teams with members all from the same culture?

Multicultural teams are everywhere, from multinationals to small companies, people from diverse cultural backgrounds physically situated in the same premises, or virtual teams across different time zones. But if people in multicultural teams lack motivation, things can get rough.

How is a multicultural team different?
Multicultural teams differ from same-culture teams in the following respects:

- Team members from different cultures have different communication styles, working methods, decision-making practices, and ways of measuring success.
- People see differently how national culture affects their own work behavior.
- The expectations of team behavior vary among national or ethnic cultures.

Special challenges of multicultural teams
A 2002 study by Jackson, Mannix, Peterson, and Trochim found same-culture teams faced personality and communication conflicts, differences of opinion about work, difficulties in deciding on a work method or approach, issues with timing and scheduling, and problems with contribution and workload distribution.

Multicultural teams also face the following additional challenges:
- Defining how national, ethnic, organizational, and familial cultures affect team interaction.
- Establishing a shared communication method.
- Understanding and discussing what motivates team members.
- Accepting a commonly agreed upon approach of dealing with challenges and handling crises.
- Having a shared vision of leadership, management, and way of measuring success in the team, in the organization.
- Ways of changing attitudes.
- Gaining trust.

Multicultural teams might function smoothly in good times. People are jovial and flexible. But, in a crisis, people may revert to typical defensive behavior from their own upbringing and team working suffers.

If team members get a perspective of how communication methods differ from linear to circular, from direct to indirect, from low-context to high-context, from task-focused to relationship-focused models, they would better understand other team members and communicate successfully. Further, team members should agree on a shared communication method for their particular needs. Teams, which have agreed upon communication methods, usually handle crises better.

How to understand people from other cultures
If team members never discuss what motivates them, as individuals and as representatives of their own culture, they may misread the other team members' motives.

Why do we actually need to understand people from other cultures? How should we behave with them? Do we need to learn elaborate bowing rituals and eat Sushi everyday with Japanese team members? If the Japanese or the Finns sit quietly during presentations, should everyone else do so?

Earn respect, but never fake it
A total mastery of another culture is difficult, as we cannot even master all the norms in our own. But the attitude towards other cultures is crucial. When you learn the logic behind behavioral norms, you understand the conditions that have created the cultural mindset. If people notice the respect you have for their culture, they will forgive you blunders you might make.

If you constantly use phrases such as "I respect your culture!" or "Ah! I have the utmost respect for Chinese culture!" while behaving insensitively, people consider you a fraud.

Trust is vital in a multicultural team
Gaining trust is vital for the effective functioning of any team. People try to gain trust through status, wealth, educational qualifications, social position, etc. Personal examples of trustworthy behavior such as honesty and dependability as well as knowledge, good communication skills, extraordinary performance on the job, superior skills, experience, and long-term perspective of the industry also create trust.

All teams go through different stages of evolution. Multicultural teams should pay more attention to the initial forming stage, where they begin to build working relationships. If team members don't bother to become familiar in the forming stage, assumptions, very difficult to unlearn later, start guiding behavior.

Strategies for motivating multicultural team members
As a motivating factor, money is important, but only to some extent. After they start getting a fairly decent level of compensation for their input, money stops being the greatest motivator for most people.

Motivating factors more important than money are:
- Recognition among peers for achievement.
- Recognition outside immediate work environment.
- Opportunities for continuous learning.
- Involvement in crucial decision-making.
- Suitable challenges move people occasionally outside their comfort zones.

Knowing the strengths, weaknesses, and performance history of each team member is necessary for mapping what they are capable of achieving and then creating strategies to make that happen. That every team member must feel a manifest desire to see each team member as successfully reaching his/her full potential in a unique way is a guiding principle and not just empty talk.

Opportunities for recognition among peers also exist outside the immediate work environment in professional bodies, seminars, among clients, or through the company magazine.

Training, e.g. multicultural awareness, teambuilding, and intercultural management workshops, motivate multicultural team members, but they must know why they are being trained.

Team members need to see how they fit into the big picture. If it becomes clear to members that by stretching themselves they are bringing more into play than just being saddled with responsibility from above, they improve and begin to shine.

Challenge people suitably
If people are too enmeshed in their comfort zones, they become complacent and performance decreases. But move people away from their comfort zones only with a clear purpose. If team members don't know this purpose, they start speculating and this becomes counterproductive. They need a vision of what they can achieve with feedback to allay fears.

The cause of fear can be paradoxical. Nelson Mandela, who managed to transform himself and affect the destiny of an entire nation spoke of this paradoxical nature of the cause of fear. "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. We ask ourselves, who am I to be brilliant, gorgeous, talented, and fabulous? Actually, who are you not to be?"

Positive affirmation is stronger in motivating people than negative threats. No matter how many challenges you are facing, celebrate your working together!

Responsabilitat social corporativa

 

Aquest article el publicaré en català , la meva llengua, tot i que no és la més global també es mereix el seu espai. 

En aquest període que estem passant de crisi on el més important és salvar les empreses i els llocs de treball hem d'anar una mica més enllà en la nostre gestió i visió de l'activitat empresarial i començar a pensar i aplicar conceptes d'un model de gestió basat en la responsabilitat social corporativa (RSC).
La responsabilitat social corporativa esta totalment lligat a la internacionalització de les empreses tant en les que deslocalitzen els seus processos productius com les que ho fan a costat de casa nostre.
 

Que és la Responsabilitat Social Corporativa?
La wikipedia diu que la RSC també anomenada Responsabilitat Social de les Empreses (RSE), és el compromís de l'organització envers les necessitats dels seus grups d'interès en els diferents àmbits (laboral, acció social, medi ambient, clientela i entitats proveïdores, i bon govern i transparència), per mitjà d'una implicació voluntària i solidària més enllà del que estableix la legislació vigent.
 

La Responsabilitat Social Corporativa ha de ser el model de gestió de les organitzacions pel qual, decideixen integrar de manera voluntària qüestions socials i mediambientals en les operacions i activitats.
Les empreses s'han de preocupar i implicar més en els grups del seu entorn com poden ser clients, proveïdors, treballadors, la comunitat en què opera i així poder contribuir a millorar la societat i el medi ambient.
La incorporació de polítiques i accions en aquest sentit ha de ser un factor clar de competitivitat per les empreses i tenir consciencia que el seu comportament comença a tenir rellevància creixent en la nostra societat.
Hem de treballar tots per un creixement just i sostenible. 

écoute active

Avec ce post je voudrais rappeler une des clés dans un procès de négociation ou communication: l'écoute active.

Moi même et beaucoup de monde fait des erreurs dans sa vie personnelle ou professionnel pour la manque de cette habilité que nous pouvons la travailler jour à jour pour l'améliorer.

Face une négociation à part de préparer votre argumentaire, fixer un limite, connaître les concessions à faire, délimiter les points que vous ne négocierez pas, étudier l'autre part et l'interlocuteur, rester calme au cours des conversations. Il y a une habilité que vous aidera à meilleur gérer la situation et obtenir un meilleur résultat : l'écoute active.

L'écoute active est une attitude et habilité qui implique savoir écouter (communication verbale et non verbale), savoir questionner et savoir reformuler si est le cas.

Elle permet de mieux connaître les besoins et motivations, de s’assurer de leur bonne compréhension et de montrer un intérêt pour son interlocuteur.

Cette attitude est applicable dans tout procès de communication.

Incoterms 2010

Last 1st January 2011, the new Incoterms 2010 published by the International Chamber of Commerce (ICC) will go into effect, reflecting developments in international trade within the last decade such as the increased use of electronic documentation and heightened global concerns about cargo security.

After eight months a lot of people is still using the previous one Incoterms 2000. I would like to encorage everybody to use the new Incoterms 2010 in thet contracts, invoices,  etc.

Main changes are:

- Incoterms DAF, DES, DDU and DEQ replaced

Because of increased point-to-point sales and containerisation, Incoterms 2010 rename  four existing Incoterms with two new Incoterms:

New Incoterm 2010	Incoterm 2000
Delivered at Place (DAP)	Delivered at Frontier (DAF)Delivered Ex Ship (DES)Delivered Duty Unpaid (DDU)
Delivered at Terminal (DAT)	Delivered Ex Quay (DEQ)

- Institute cargo clauses updated and insurance obligations clarified 

In 2009, insurance markets adopted the revised Institute Cargo Clauses (LMA/IUA) (2009). Incoterms Cost Insurance and Freight (CIF) and Carriage and Insurance Paid (CIP) have been amended to reflect this. The amendments also clarify information obligations regarding insurance.

- Obligations around terminal handling charges clarified 

Incoterms 2010 seeks to reduce the potential for buyers to be charged twice for terminal handling charges. Pass through of the cost of carriage of goods to an agreed destination, which often resulted in buyers being charged twice, should disappear as a result of amendments to CIP, CPT, CFR, CIF, DAT, DAP and CCP Incoterms.

- Requirements and obligations associated with string sales recognised 

Incoterms 2010 recognises and clarifies the practice of string sales (ie, multiple sales of goods during transit).

Specifically, FCA, CPT, CIP, FAS, FOB, CFR and CIF Incoterms have been amended to provide that the seller in the middle of a string sale has an obligation to “procure goods shipped” and not to “ship” the goods.

The seller’s obligation to contract for the carriage of goods has been amended to allow the seller to procure a contract of carriage.

Previously, confusion occurred when some people misused FOB to indicate any point of delivery. This new categorisation clearly states that the FOB rule is meant to be used solely for sea and inland waterway transport.

Two changes for the FOB incoterm: the seller’s reponsibility extends until the goods are “on board the vessel” rather than “past the ship rail” (a small technical difference).

-Electronic Records

 While earlier versions of Incoterms allowed for the use of electronic data interchange (EDI) messages if the parties had agreed on their use, Incoterms 2010 provides that paper documentation may be replaced with equivalent electronic records if agreed between the parties or customary. This gives electronic means of communication the same validity as paper documentation

Incoterms 2010

Multimodal                                               Sea shipment

Ex Works (EXW)	Free Alongside Ship (FAS)
Free Carrier (FCA)	Free on Board (FOB)
Carriage Paid To (CPT)	Cost and Freight (CFR)
Carriage and Insurance Paid to (CIP)	Cost, Insurance and Freight (CIF)
Delivered at Terminal (DAT)
Delivered at Place (DAP)
Delivered Duty Paid (DDP)

book and movie recommendation

Today I would like to recommend a movie and a book that I found out by chance some time ago.

The movie is  "Music within" which is about Mr. Richard Pimentel life and  is not as much about changing others' perceptions of persons with disabilities as it is about altering their perceptions of themselves.

The Book is "The New Leaders" which is about leadership written by Daniel Goleman, Richard  E. Boyatzis and Annie Mckee.

Example of cross-cultural communication difficulties

Funny situations of cross-cultural communication difficulties from the  movie French Kiss

Communication connection

Some years ago when I was in charge of sales and setting up a distribution network in West African countries.

When I was traveling around one day one guy told me “you are white and that is impossible to change but your heart could be African “.

What that guy meant it is that my emotions, my feelings and the way to interact and communicate with the people has to be at the same level of them.

It means to have empathy but not only to be in the shoes of someone and understand what he/she thinks it's more than that it's to try to be emotionally as much as possible at the same level otherwise it is more difficult to connect.

If someone is able to do it the language,cultural or other differences will be shortened and the communication and connection between both parties will be easier and smooth and as a result you can get their trust. 

Primeros pasos en el mundo del comercio exterior

El otro día salí a hacer una sesión de “running” y me empezó a venir a la cabeza cual debería ser la primera aportación al blog depués de haber tomado la decisión de ponerlo en marcha. Por qué no empezar contando un poco los orígenes de tu experiencia en este mundo tan apasionante como es el del comercio internacional?

En mi primera aportación quiero referirme al inicio de experiencia laboral en el mundo del comercio internacional.

Después de terminar los estudios entre los cuales había formación en comercio exterior conseguí un trabajo en un departamento de exportación haciendo tareas de las llamadas back office, con el tiempo en mi segunda experiencia laboral vi que este tipo de trabajo me estaba limitando y empece a buscar opciones para subir un peldaño y poder conseguir una posición de comercial/gestor de zona dentro de la actividad de comercio exterior.

Debido a mi falta de experiencia y quizás otros factores se me resistía mi objetivo, hasta que un día una empresa decidió aceptar el riesgo y contratarme, a los cuales yo les agradezco su valentía porque ese punto cambio mi carrera profesional consiguiendo subir aquel deseado peldaño.

Cuando conseguí el trabajando tenia un reto en frente de mi que no sabia muy bien como lo gestionaría y superaría los retos pero después con el tiempo valoro totalmente positiva aquella primera experiencia comercial 100% quizás ahora con unos cuantos años mas de experiencia le podría haber sacado mas jugo aunque teniendo en cuenta con las dificultades intrínsecas del trabajo encomendado y la inexperiencia el resultado fue positivo para la empresa y para mi.

motivaciones del blog

Me ha motivado a emprender esta iniciativa la formación realizada en los últimos tiempos y algunas conferencias que han despertado mis inquietudes por este medio.

Este es un blog que quiere exponer mi experiencia personal trabajando como Comercial de Exportación y Export Área Manager,  esto implica temas llamados técnicos por un lado como mercados, posicionamiento del producto y por otro lado los mas interesantes y complicados como son de relaciones humanas tanto en el área interna de la empresa como con colaboradores externos.

El objetivo es compartir estas pequeñas experiencias, reflexiones porque creo que si compartimos podemos crecer y esto no hace un poco más grandes.

Me gustaría también recibir un feedback en muchos temas puesto que la mía no es la única realidad y creo que otro tienen experiencias muy interesantes que explicar.

Intentare hacer los post en varios idiomas a fin de que sea un poco más global.