Cuernavaca monday sep 28

International operationsCVA Campus

Presentado por Moises Cielak y Cuauhtemoc Marmolejo Rubio

Rest of semester classOutline and sickness detailsIntroducing Cuauhtemoc

What happened to Prof. Cielak?

• The pancreas is a large gland behind the stomach and next to thesmall intestine. The pancreas does two main things:• It releases powerful digestive enzymes into the small intestine to aidthe digestion of food.• It releases the hormones insulin and glucagon into the bloodstream. These hormones help the body control how it uses food for energy.• Pancreatitis is a disease in which the pancreas becomes inflamed. Pancreatic damage happens when the digestive enzymes are activated before they are released into the small intestine and beginattacking the pancreas.

What happened to Prof. AY Cielak?

• Acute pancreatitis. Acute pancreatitis is a sudden inflammation thatlasts for a short time. It may range frommild discomfort to a severe, life-‐threatening illness. Most people with acute pancreatitis recovercompletely after getting the right treatment. In severe cases, acutepancreatitis can result in bleeding into the gland, serious tissuedamage, infection, and cyst formation. Severe pancreatitis can alsoharm other vital organs such as the heart, lungs, and kidneys.

4. Factors that affect the activities of businesses in the global environment.4.1 Economic factors.4.2 Political factors.4.3 Legal factors.4.4 Financial factors.4.5 Geographic factors.4.6 Cultural factors.5. Methods to select target markets according to the type of business.6. Formal entry methods using Internet and modern technology tools7. Buiding Commercial Plans using E Commerce Platforms

8. Content marketing and the social media9. Innovation using disruptive tactics10. VRIO: a framework for Building Competitive Advantage

Factors impacting entering markets

• The segmentation of customers process• Methods of integration

• Culture• Economics• PEST• AIDA

• Why do some customers cost more than others to serve?

• Are loyal customers more profitable than others?

• What is the process companies use to manage customer relationships?

Knowledge-‐Based Economy• Intangible resources are the source of competitive advantage

• Information and knowledge can be shared • These resources grow through use and application

• Communication is fundamental to knowledge flows.• Factors influencing social relations are of fundamental importance.

Knowledge-‐Based Economy

• The effect of geographic location varies:

• Diminished when using technology, say, virtual marketplaces and virtual organizations

• Reinforced by the creation of industry clusters to achieve world-‐wide excellence.

Knowledge-‐Based Economy

• Knowledge and information "leak" to where demand is highest and the barriers are lowest.

• The value of knowledge is higher embedded in systems or processes• Don’t let it "walk out of the door" in people's heads

Knowledge-‐Based Economy• Products/services with embedded knowledge command price premiums.

• Pricing and value depends heavily on context. • The same information or knowledge can have vastly different value depending on the person and the time.

• Human capital (competencies) are a key component of value • Yet downsizing is often seen as a positive "cost cutting" measure.

Globalization• “Flattening” of the world• Computer networking • Communications technologies• The Internet• Enhanced transportation

• Globalization + Knowledge based economy =

COLLABORATION

Partnering and Strategic Alliances• “Flatteners” with specific implications for high-‐tech partnerships:

1.Outsourcing2.Offshoring3.Global technology-‐enabled supply chains4.Insourcing5.Open source innovation

Thomas Friedman

Types of Partnerships

Complementors

Suppliers

Focal Firm

Distribution

Customers

Competitors

Types of Partnerships Vertical

• Vertical partnerships: formed between different levels of the supply chain

• Buyer-‐supplier relationships• Supplier – OEM customers

• Efficiencies in accessing materials• Collaborate to innovate, differentiating end product

• Outsource service providers – business customers

Types of Partnerships Vertical

• Manufacturers – distribution channel members• Access to downstream markets• Relay market information

• Companies – customers (end-‐users)• Relationship marketing • Long-‐term revenue stream• Source of market information

Types of Partnerships –Horizontal

• Horizontal partnershipsformed between firms that operate at the same level of the supply chain

• Complementors

• Competitors

• Complementary Alliances • Form with companies offering different components of the end-‐to-‐end solution

• Allows each to maintain focus on own core competencies• Stimulates demand through greater customer value

• Competitive Alliances• “Competitive collaboration;” “co-‐opetition”• Compete in some market domains, collaborate in others

Horizontal Partnerships and Financial Performance

• Higher financial performance from competitive alliance activity when: • Moderate level of competitive alliance activity (versus low or high) • More sophisticated competitor strategies/knowledge• Win/win approach (versus win/lose)

Types of Partnerships –Horizontal

• Industry consortium: industry-‐wide coalition typically comprised of competitors who have a shared interest

• Set industry standards• Influence government regulations• Pursue international markets• Develop metrics for sustainability

Reasons for Partnering

• Gain access to resources and skills in a timely, more cost-‐efficient manner

• Reasons vary over the product life cycle (next slide)

Kickstart a discussion on a Private FB Group

• Which partners to choose• Where to land them• Where to find information• Names, companies, places….

• Choose a Brand• Send a profile

The Product Life Cycle, Innovation, and the Role of Alliances

Emergence Growth Maturity Decline

ProcessInnovation

ProductInnovation

StandardsLicensingTechnology

LicensingR&DMarketing

ManufacturingMarketingProcess R&D

AttackerIncumbent

High

Low

Rate ofMajor

Innovation

Stage of Product Life Cycle

Alliance Types

The Product Life Cycle-Emergence Stage

• Uncertainty surrounds product

• Purchasers are innovators and technology enthusiasts• Willing to take risks• Require accurate portrayal of benefits and liabilities of the innovation• Require technically knowledgeable support• Want new technology early and at a low cost

The Product Life Cycle-Emergence Stage

• Why Partner?

• Alliances are valuable among potential competitors to establish industry standards with:

• Licensing agreements• Strategic alliances• Diversification into complementary products• Aggressive product positioning

(details on following slides)

The Product Life Cycle-Partnering in the Emergence Stage

• Advantages of licensing strategy

• Ensures a wide supply base for the technology• Limits the number of technologically incompatible product choices for customers• Hastens market acceptance

• Signals the possibility of a larger installed base• Provides incentives for suppliers of complementary products to pursue development


• Drawbacks of licensing strategy

• May attempt to alter the technology to avoid paying licensing fees or royalties

• Original developer loses a possible monopoly position• Competition may lead to lower prices in the market


• Strategic Alliance: cooperative agreement with actual/potential competitor(s) to jointly sponsor development of a technological standard

Advantages:• Help ensure a wide supply base for the technology• Build positive expectations for market demand• Co-‐opt competitors• Reduce confusion in marketplace• Combined knowledge may produce superior product


• Strategic Alliance

Drawbacks:• Partner may appropriate the firm’s know-‐how in an opportunistic fashion

“Go it alone” strategies for standard-‐setting

• Diversification • Company offers multiple elements of the whole product solution • Ex: iPod/iTunes

• Aggressive Product Positioning • Company maximizes size of installed base by penetration pricing, wide distribution, and many models/versions of product

Both strategies have pros/cons

Which Strategy to Set Industry Standard?

Barriers to Imitation

Firm has Requisite Skills

Existence of Capable Competitors

Aggressive Sole Provider High Yes No

Passive Multiple Licensing Low No Yes

Aggressive Positioning + Licensing

Low Yes Yes

Selective Partnering High No Yes

The Product Life Cycle-Growth Stage• Dominant design becomes industry standard

• License to competitors• Form R&D alliances to develop product extensions• Form marketing alliances to access new markets

• Early adopters• Needs increasingly clear• Can envision the potential of the new technology

• Least price sensitive• In a hurry to reap rewards

• Process technology replaces innovation in importance

The Product Life Cycle-Maturity Stage

• High sales volume and revenue but slower growth• Mass-‐market adopters• Process innovation dominates to achieve cost controls• Outsourced relationships• Marketing alliances

The Product Life Cycle-Decline Stage

• Product replaced by new technologies

• License disruptive technology from a new competitor

• Cycle begins again

Reasons to Partner

• Access resources and skills

• Gain cost efficiencies

• Speed time-‐to-‐market

• Access new markets

• Define industry standards

Reasons to Partner (cont.)

• Develop innovations and new products

• Develop complementary products

• Gain market clout

• Maintain focus on core competencies

• Learn from partners

Risks in Partnering

• Increase project complexity

• Loss of autonomy and control

• Decisions must be made jointly

• Success dependent on another’s efforts

• Loss of trade secrets• Attempts to “disarm” competition

• Dilution of competitive advantage/ “de-‐skilling”

Risks in Partnering

• Legal issues and antitrust concerns• Collaboration is necessary to compete globally

• Therefore, antitrust laws may encourage partnering

• Collaboration may decrease domestic competition

• Partnerships may come under scrutiny,• Especially if they have an indirect impact on pricing

Risks in Partnering

• Failure to achieve objectives

• Incompatible cultures

• Lack of attention/resources in managing the relationship

• Trust issues

Factors Contributing to Partnership Success

• Interdependence• Shared mutual dependencies provide motivation for partnership success

• Asymmetrical dependence leads to vulnerability and possible exploitation • Caution warranted with partners of unequal size

• Low levels of interdependence provide no motivation to relationship

Factors Contributing to Partnership Success• Governance Structure• Terms, conditions, systems, and processes used to manage the alliance• Unilateral: one party has authority to make decisions• Bilateral: governance based on mutual expectations regarding behaviors and activities• Commitment• Trust• Communication

• Governance structure should match the partnership’s risk level

Factors Contributing to Partnership Success• Commitment• Desire to continue the relationship• Committed members are less likely to • take advantage • make decisions that sabotage viability of relationship

• Demonstrated by• Investments dedicated solely to the relationship

• Types of Commitment • Economic need (“have to be committed”)

• Does not lead to partnership success

• Voluntary desire (“want to be committed”)• Based on positive feeling and regard for partner’s contributions • Associated with partnership success

• Moral obligation (“ought to be committed”)


• Trust • Belief that partner’s decisions will serve best interest of the partnership• Partner will act honestly and benevolently • Trust in the partner’s motives and intents

• Trust contributes to • Effective information sharing• Willingness to share scarce/sensitive resources• Sense of mutual benefit


• Effective Communication • Frequent sharing• Includes proprietary information• Bidirectional (two-‐way) communication• Credible and reliable• Both structured and ad hoc communication

Factors Contributing to Partnership Success• Perceived relationship fairness

3 Types of fairness• Distributive: fairness in the distribution of awards

• Procedural: fairness of the process to determine distribution of rewards

• Interactional: fairness of the nuances of interpersonal treatment

Procedural fairness more important than distributive fairness for long-‐term relationship success.


• Compatible Corporate Cultures• Different values and beliefs about how things are done

• Some companies have reputations as being hard to partner with

• If corporate cultures clash, hard to realize partnership benefits.

Factors Contributing to Partnership Success• Integrative conflict resolution and negotiation techniques• Conflict resolution technique more important than the level of conflict per se.

• Integrative resolution based on: • Both parties have a shared stake in the outcome• Addressing needs of both parties• Identifying mutually beneficial solution (win/win)

• Escalate conflict beyond the operational level to senior level• Negotiation is cheaper than legal recourse

Factors Contributing to Partnership Success• Judicious Use of Legal Contracts• Contracts may violate the spirit of cooperation, but

• Contracts may also clarify obligations and expectations

• Contracts should be used in combination with bilateral governance

• “Spirit of cooperation” is key

• Develop competency in partnering • “cooperative competency;” “alliance competence;” “partnering orientation”

Outsourcing • High Risk/High Opportunity Vertical Partnerships• Transfer an entire business function to a partner

• Types of Outsourcing• Contract manufacturing • BPO: Business Process Outsourcing• ITO: Information Technology Outsourcing• Innovation Outsourcing

• R&D, Product development, Design• ODM Model: Original design manufacturer

Outsourcing

• Benefits: Gain access to expert performance

• Provider has refined knowledge in a specific function

• Scale economies• Cost efficiencies

• Maintain focus on true core competencies

Global spending on outsourcing for various business functions (2005)

$0 $100 $200

Logistics and Procurement

Electronics Manufacturing

Information Technology

Customer Care

Engineering

Finance and Accounting

Human Resources

Analytics

Dollar amount in billions

Business Services Outsourcing by Region India

Middle East and Africa

Latin America and Caribbean

Central and Eastern Europe

China and Southeast Asia

Outsourcing

• Offshoring• Performing functions outside of client’s home country

• Captive Offshoring• Company-‐owned facilities in another country

• Reverse outsourcing• An outsourced company opens an office in original country

Outsourcing

• Nearshore outsourcing• Outsource provider is near company’s own boundaries, same time zone

• Home shoring• Domestic outsourcing, or• Hiring domestic workers in their own home

• Farm Shoring• Outsourcing to domestic, rural areas

Outsourcing: Reasons and Risks

Outsourcing: Reasons

• Cost Savings• Contract manufacturing in particular• Driven by economies of scale• Volume discounts• Supply chain efficiency

• Hone core competencies• Outsource non-‐essential tasks


• Capabilities of Outsource Providers• Skilled, low-‐cost talent pool

• Technology Developments• Easier for companies to communicate with remote outsource providers

• Mitigate HR Management Issues• Overhead-‐ pension plans, insurance, etc.


• Other general trends• Globalization• Competitive intensity• Time/Cost pressures

Outsourcing: Risks

• Cost Savings Don’t Materialize• Difficult to calculate true cost in advance

• Quality Concerns• 1-‐800 numbers: endless transfers, confusion• Suppliers don’t understand customer’s business

• Dependence on Vendor• “Switching costs”

Outsourcing: Risks

• Dilution of Competitive Advantage• Less differentiation from competitor• “hollowed out”

• Risk of Fostering New Competition• Sharing trade secrets

• Public Backlash• Political issue

Outsourcing: Contingency Approach

Success of Outsourcing: - Cost savings - New insights

Contingency Factors: - Criticality of business function - Nature of business process/

Degree of customization - Task Characteristics- Vendor capabilities- Governance

Outsourcing: - Whether to outsource- The degree of outsourcing - Type of outsourcing

Outsourcing: Criticality of the Business Function• Define mission-‐critical business processes; break-‐through innovations

• Core intellectual property and skills • è Keep in-‐house

• For incremental innovation and non-‐critical processes • Commodity knowledge and skills • è Outsource

Outsourcing: Nature of Business Process

PROCESS COMPLEXITYSimple Complex

StandardizedProcess Outsource Captive offshoring,

selective outsourcing

CustomizedProcess

Selective Outsourcing, Automation

In-house, selectively outsource some

components

Outsourcing: Task Characteristics• Economies of scale

• Can the function be aggregated across customer/OEM businesses?

• If not: don’t outsource• Transfer of explicit, codified knowledge

• Can the function be clearly mapped and communicated to outsource provider?

• If not: don’t outsource• Clearly specified ownership of intellectual property rights/risks• Can intellectual rights/responsibilities be clearly articulated?• If not: don’t outsource

Outsourcing: Task Characteristics• Vendor Capabilities

• What are the specific capabilities to perform the task? • Does the provider have the requisite capabilities to perform them?

• Governance• Particularly important for R&D alliances • Controls can limit innovation but are necessary • Controls should be “ex ante” (before the work) rather than “ex post” (during the work)

Outsourcing: Best Practices• Have clear reasons to outsource

• Not: “my competitors are”

• Don’t outsource a mess• Map workflow/process carefully

• Set up the right type of outsource relationship• Maybe captive offshoring, etc.

• Be ready for possible backlash• Invest time and effort to make it work• Treat partners as equals

Outsourcing: Future Outlook

• Continued evolution

• Globally• Migration to low-‐cost areas

• Politically• Rhetoric of lost jobs• Mitigate with educated work force

• Managerially• Balance in-‐house, strategic alliances, outsourcing

Open Innovation• Breakthrough innovations developed by an “innovation ecosystem”• A global network of partners – suppliers, customers, competitors• Innovation based on collaboration and sharing of expertise and knowledge between partners

• Innovation processes transcend local industry clusters and national boundaries

• Driving Factors• Complexity and uncertainty of R&D• Globalization of industries• Convergence of technologies• Resource constraints

New Product Alliances• Unique form of strategic alliance to generate innovation • Paradox:

• “Logic of innovation” • Spontaneous, serendipitous insights

• “Logic of alliances” • Detail roles and responsibilities • Formalized collaborative arrangements

• Sharing of knowledge and expertise requires trust, but: • Many strategic alliances lack trust

New Product Alliances

• Success: • Spirit of cooperation• Governance

• Horizontal (competitive) partners reluctant to share knowledge, but their innovations exhibit: • High levels of product creativity• Fast development speed

• Geographic proximity does not inhibit information sharing as long as: • Partners have close, relational ties

Industry Clusters

• Geographic concentrations of companies in a particular industry• Silicon Valley in California • Often highly innovative, due to:

• Enhanced knowledge sharing • Economies in infrastructure, talent, and social relationships

Learning from Partners

• Knowledge sharing key to success of open innovation model • Learning can contribute to positive relationship outcomes, but:

• Can also result in “de-‐skilling” of partner with loss of proprietary information.

• To learn “tacit knowledge,” firms must have close partnering relationships—• Which increases the risk of those partnerships

Use caution and appropriate governance structures.

Customer Relationship Management (CRM)

• Marketing is used to develop close, long-‐term relationships with customers

• Win-‐win solutions

• Customers as investments• Acquisition cost/customer=

(total cost of marketing campaign) / (# of prospects who become customers)

CRM

• Customer equity: • net present value of the cash flows associated with a customer

• Lifetime value = customer equity

• Net present value cash inflows > present value of cash outflows

(illustration on following slide)

Computing Customer EquityComputing Customer Equity

-50-40-30-20-100102030405060

Year 1 Year 2 Year 3 Year 4 Year 5

Profit from Referrals

Profit from IncreasedPurchasesBase Profit

Acquisition Cost

Data to Quantify CRM1. Total marketing cost to acquire new customers

2. Number of prospects reached during the campaign

3. Number of prospects who became customers

4. Revenue from a new customer’s initial purchase }

Data to Quantify CRM5. Expected retention duration for a customer

6. Annual revenues expected from the customer

7. Costs to serve a customer

8. Firm’s cost of capital

9. Present value chart

Customer Equity Management Process

CRM: Step 1Identify “high potential” customers

• Generate profitable revenue stream over time, NPV > 0

• Identify the key characteristics among loyal, profitable customers• Target others who share similar characteristics

CRM: Step 1Identify “high potential” customers

• Predictors of Potential:

• Customer share of wallet: % of business in a specific category that a customer does with a particular vendor• Large share of wallet = prospect

• Cross-‐buying: purchasing products from multiple categories

CRM: Step 2Develop a Customer Acquisition Strategy

• How much money should be spent pursuing a customer?• Depends on likelihood of realizing cash flows• Balance time horizon to recoup customer acquisition costs against lifetime value

• Four generic strategies (see next slide)


Retention Profitability (LTV)Low High

Time Horizon to Recoup Customer

Acquisition Costs

Short Pay as You Go Full Throttle

Long Divest/Restructure Slingshot

These strategies are also affected by differentiation and pricing.


• Differentiation• Service support, personal interaction, expertise, efficiency

• More important than quality and delivery performance in B2B settings.

• Price• Pricing tactics a double-‐edged sword in customer acquisition• Risk of acquiring bargain hunters


• Clearly articulate superiority of non-‐price elements in value proposition

• Offer modest price inducement• Encourages trial and switching

CRM: Step 3Develop the Customer Portfolio Management

Strategy

• Assess customer profitability & projected duration of relationship• Not all customers are equally valuable• Some loyal customers may be more costly to serve

• See loyalty strategies on following slide

Loyalty Strategies

Butterflies:Good fitHigh profit potentialTransaction satisfactionMilk active accountsCease investing

Strangers:Little fitLowest profit potentialMake no investmentMax transaction profit

True Friends:Good fitBest profit potentialConsistent communicationAttitudinal & behavioral loyaltyDelight customers Barnacles:Limited fitLow profit potentialMeasure size and share of walletLow share, up- and cross-sellSmall wallet, strict cost control

High Profit

Low Profit

Transaction Relationship

CRM: Step 3Develop the Customer Portfolio

Management Strategy

TRUE FRIENDS• The most valuable customer group• Highly profitable and loyal• Relationship-‐oriented

• Seek social, economic, and technical ties

• Risk: Overkill• Keep relationship fresh with open, frequent communication


Management Strategy

BUTTERFLIES• 2nd most valuable customer group• Transient, and highly profitable• Shoppers

• Seek the best value

• Risk: continued investment after they’ve “flown”• Capture as much of their business as possible in the short time.


Management Strategy

BARNACLES• Loyal, desire long-‐term relationship• Not very profitable

• Low size/volume of transactions• Cost to serve them may be high

• Risk: create drag• Renegotiation may be required


Management Strategy

STRANGERS• Lowest Profit Potential• Transaction-‐oriented

• Focus on price instead of value• Limited buyer-‐seller communication

• Risk: wasted resources• company should not invest by marketing to strangers

• Ever transaction must produce a profit

Which Customers Are Really Profitable?

Service provider 20%Grocery retail 15%Mail-order 19%Brokerage 18%




High Profit

Low Profit

Transaction Relationship

CRM Software

• Used to capture data about customers from any contact within the enterprise• Provide the ability to:

• Track profitability• Detect dissatisfaction before customer is lost• Improve

• Product selling• Retention• Loyalty• Revenue

CRM Software

• Software includes• Sales force automation• Call-‐center automation• Marketing automation• Web sales• Web configurators• Web analysis and marketing

• CRM software revenue is projected to surpass $7.8 billion worldwide in 2008.

CRM Software

Despite all that…

• Nearly 1/3 of CRM deployments fail*• Sale representatives may reject CRM

• Lack of training and understanding• Top management goals must be aligned with CRM goals• Relationship marketing philosophy must come before CRM system

*according to AMR Research

• Objetivos• Visibilizar a UBSA ante grupos clave (medios de comunicación, líderes de opinión, industria, recursos humanos, responsabilidad social, arquitectura, otros)

• Estrategia• Desarrollar un plan de comunicación que visualice los proyectos, recursos humanos, tecnología, otros.• Gestionar casos de éxito de UBSA. Compartir con medios de comunicación de las fuentes clave.

• Audiencia• Industria de la construcción• Cámara Mexicana de la Industria de la Construcción y filiales en los estados del país• Medios de comunicación: construcción, arquitectura, tecnología, recursos humanos, negocios, otros• *Toda la comunicación será nacional y se contemplarán medios, así como audiencias en los principales estados en los que UBSA tenga intereses.

• Tácticas

• 1. Oficina de Prensa

• Desarrollo de materiales para el kit de prensa• Internos

• Desarrollo de Mensajes clave• Construcciòn de listado de Talking points• Hojas de datos (corporativo y servicios principales)

• Externos

• Hoja de datos• Biografía de Ejecutivos• Releases para Medios

• Tácticas


• Distribución continua de materiales e información general a medios• Comunicados de prensa• Casos de éxito•• Distribución de información

• Desarrollo y distribución de boletines de prensa sobre anuncios relevantes (corporativos, de mercado, de tendencias)

• Desarrollo y distribución de información para prensa sobre proyectos, alianzas, certificaciones, recursos humanos, otros

• Tácticas


• Construcción de Casos De éxito• Diseño de casos de éxito y filmación de entrevistas con clientes embajadores

• Comunicación estratégica• Planeación estratégica y acercamiento para el desarrollo de iniciativas puntuales• Evaluación sobre el carácter noticioso de diversas comunicaciones de UBSA, por ejemplo: responsabilidad social, certificaciones, alianzas, otros

• Inteligencia de medios para buscar la mejor manera de posicionar los mensajes de UBSA

• 2. Plan de Exposición• ·∙ Plan de entrevistas uno a uno y reuniones de “buena voluntad” con editores y líderes de opinión

• ·∙ Desarrollo de media brief ejecutivo que incluye perfil del medio, del periodista (en casos específicos), preguntas anticipadas, mensajes clave a destacar

• ·∙ Reunión previa con voceros para recibir entrenamiento puntual sobre la entrevista que realizarán, así como cobertura de apoyo durante la entrevista

• ·∙ Seguimiento con reporteros para aclarar puntos o proporcionar información complementaria a la entrevista

• ·∙ Al menos 2 al mes (entre entrevistas y goodwill meetings)• ·∙ Gestión de alianzas con los segmentos de interés de UBSA• § Participación en conferencias (eventos de interés)• § Participación en pláticas en Universidades (definir)

• 4. Evaluación y reporte de resultados• ·∙ Se elaborará un reporte mensual de cobertura, que contiene un análisis de las notas generadas y se compartirán las oportunidades de comunicación

• 4. Costos

Se sugiere un esquema de iguala, la cual se pactará de acuerdo al nivel de intensidad de los resultados a corto y mediano plazo

Se dispondrá un equipo consistente en:• La supervisión de un socio director• Un ejecutivo SR. A cargo de la cuenta• Un ejecutivo SR. a cargo de la comunidad digital , contenido y social media

Cuernavaca monday sep 28

Economy & Finance

Transcript of Cuernavaca monday sep 28