How To Know Its Implatation

PARABLES Export to Japan. How

At a meeting of Product Line Managers in Berlin in November 1981, I learned, in a casual conversation with Keijiro Sato, president of ITT Japan, the possibility of entering the Japanese market, because the Japanese authorities were eager to import European and American products in order to destroy the bad image of Japan in foreign markets, as a country that exports but hinders imports.
A mi vuelta hablé con el Director General de CITESA (Manuel Vidal) y decidimos intentarlo. Para conseguir más información enviamos al Ingeniero de Ventas, José Jarque, a Japón. Después de una corta visita, en la que obtuvo la ayuda de la oficina de la multinacional en Tokio, Jarque informó que la obtención de las aprobaciones necesarias en cuanto a homologación de los productos no parecía muy difícil. Había conseguido las especificaciones japonesas en inglés, e incluso había contactado con un posible distribuidor (SUN).
I+D estudió las especificaciones y se realizaron pruebas y modelos, que pasaron los test necesarios sin dificultad. Se realizaron pruebas en STL, que también resultaron positive. Marketing meanwhile was in contact with the distributor, having reached an agreement in principle, in terms of quantity, price, warranties, etc.. Jarque
returned to Tokyo to specify some points, for example, certain features of the model could be adapted to the tastes of the client, to meet the standards in any case, and also to obtain commitments to purchase by the dealer. He came back with two things: the characteristics desired by the dealer as most suitable for the Japanese market and an order for the first six months. It also set the selling price to the dealer.
samples and information were prepared for approval and sent to Japan, where the office of the multinational, with the cooperation of the dealer made the necessary administrative steps. The approval was obtained in record time, being the first foreign company CITES entered into the Japanese market handsets.
In due time, and as the program made the first shipments. All was well for a year. Meanwhile competitors got approval and began to enter the market. Due to technological improvements and cost experience curve of the product, which is also sold in other markets (Australia, Sweden, USA) suffered a significant drop. Al
discuss the volumes and prices for the following year, during a visit by the distributor to the CITES office, asked for some changes of characteristics in the model. Especially noted that the adjustment ring should be changed. Was not sure of the changes required Jarque requested a visit to Japan to talk with their coaches. During the visit changes were implemented. Were made in R & D and production joined with ease, as consisting in a different way of adjustment, without changes in parts and components.
began shipments and a few weeks later received a telex from the dealer saying that the product did not agree with the contract, as the bell did not work according to specification. He also said that did not explain the error as it was easily fixed by a fit, that their technicians had performed in Japan.
reset request product samples and, on arrival it was found that all was due to a misunderstanding, caused, almost certainly, for use by both partners in a language (English) than their own. In other words to specify the Japanese had wanted to say something other than what they had understood Jarque, as each gave the English word used (buzzer) a different meaning.
The problem was that Japan had a large number (40,000) of products with maladjustment. Sent back to Spain meant a tremendous cost both in money and time. So the dealer suggested that adjustments in Japan, charging the costs to CITES. Did not discuss who was responsible, since estimated the cost of repair by the CITES Industrial Engineering, proved less than $ 1 per unit, with all the necessary operations (unpacked, open, reset, close , testing, packaging). It was considered more important to maintain the image against the dealer.
The surprise came when, several months after the bill was received by, worth about $ 400,000. Immediately telex was answered by asking for clarification and information as they had reached that figure. As the information was discovered that the setting operation had estimated the time Japanese technical about ten times higher than the English.
At that time there were more problems. Sales had declined due to competitive pressure, and CITES wanted to keep their sales in Japan at all costs. The costs were down, so that the Director General was in favor of reducing the price, keeping the margin. Specifically, he proposed a reduction of $ 2 per unit (cost had decreased $ 2). Budgeted unit sales for following year were 40,000 units, with a price of $ 35.
The Director General Jarque and I decided that we were in Tokyo to solve both problems. We went in May 1984. SUN
we meet with the calculations we present our Industrial Engineering and ask them to teach us theirs. They said that their engineering was in Osaka, and needed time to consult and cite us for the next day at nine o'clock. That same evening we called the hotel asking to postpone the meeting for another day. When we finally met, they began to apologize and make sure everything was due to an error in typing a secretary calculations of engineering. As they had run the decimal point one place to the right, multiplying by ten the time required for adjustment. No exaggeration to say they spent about two hours apologizing. (We did not commit hara-kiri of miracle). With the new data for their calculation and ours were practically identical. In summary we had to pay was about $ 40,000.
Then I told a story "Chinese (or Japanese). I told them out of Spain needed foreign exchange was very complicated (some truth there), so I proposed that payment be made through a $ 1 discount on each unit of these 40,000, maintaining the existing price. So not only kept the price but also ensured the sale of 40,000 units. As I took in low spirits, accepted the first. That night we were invited to the club, as is common in Japan, and we got to the cap of whiskey. All's well that ends well.
I can not resist telling a story of our relationship with Sun, which illustrates the Japanese society. One day I called the Sales Department Cites Madrid to say that the Director of Marketing at Sun wanted to meet us, but that came very badly to come to Malaga, cheap problems, so he asked me to be me to Madrid. Of course I said yes. But a few days I became call, saying Yamanishi (Director of Marketing for SUN) had telephoned canceling the trip. The Yamanishi said, about 38, was the son of the owner of Sun, but that does not have privileges. Reporting to Director of SUN in Tokyo (a very individual character of the former Japanese representative: authoritarian, chauvinistic and macho). SUN had the plant in Osaka and Tokyo office. Since we had to talk to SUN and Yamanishi not come we decided to go to Tokyo. Once there, while having a drink in his club Yamanishi said, "I wonder to cancel my trip to Spain." "Yes" I replied. And I told him. He planned to go on a trip to Europe on Friday. On Thursday, a week before the trip, he called his father from Osaka and quoted him in his office the next day. Upon arrival went to the office of his father, who opened a drawer of his desk, took a picture, and gave it as he said: "Next Friday you marry this lady." Yamanishi
At the end I said: "I guess you missed this, but it is the Japanese custom, the parents decide who you marry."
I think things are camber, but Japan is another world.

Pain In The Bend Of The Toe

originated export to Australia

Rafael Chute on several occasions asked me to tell how it began exporting to Australia. It took longer than expected because between Rafael and I have a slight disagreement about what year it initiated the export. Rafael thinks was in 1981, while I think it was in 1982. The reasons I have for thinking so are as follows: My first trip to Australia as did between 22 and 31 October 1981, and there is no doubt about it and I keep the passport with immigration stamps Australians. The reason for this trip was to negotiate the sale of Australian Telecomm Gondola. I was in Sydney and Melbourne. I also have references from my travels in those years, which confirms this. In any case if someone has more data would be grateful I send them or include in the blog.
By my memories, in a meeting held in STL (Harlow), on July 14, 1981, attended by a representative of Standard Telephones & Cables in Sydney, said Australian Telecomm he was interested in buying such phones Trendline, or gondola. I reported this to our Director General (Manuel Vidal). Once past the month of August began contacts with STC Sydney and ITTE and ITTNY, since the phone could be made both in Manchester and in Corinth (Mississippi). It got to be allocated to Malaga manufacturing and decided I was going to Sydney to negotiate Australian Telecomm. Obtaining a visa took some time and finally I made the trip on 22 October. I flew from Manchester to London with Iberia and there links to a Qantas flight, which took me to Sydney, with stopovers in the Gulf emirate (can not remember which), and Singapore. In total 34 hours of travel. I was careful to leave Spain on 22 October, Thursday. Just arrived in Sydney on 24, Saturday (have to consider the lag time of 8 hours) and had all weekend to recover from jet-lag. As I said we had meetings with Australian Telecomm both Sydney and Melbourne. It got the order and deliveries began in 1982. Later there were some quality problems.
For example, Juan Carlos Prieto reminds me of the shot pollution from coal oil hydraulic presses that closed the electrodes. The atmosphere was "oily" and at the time of manufacture, the values \u200b\u200bwere correct. Over time oil fell caking coal and efficiency. It was a timing problem. The solution was to make a "clean shop" with pneumatic presses that did not generate the problem. If they had renovated and properly maintained presses, it would have avoided the small disaster that forced us to Juan Carlos and me to go to Sydney on April 23, 1983. On this visit we thought we were going to put the row over the issue of quality, and was they threw us for delays in delivery. It was not an easy or comfortable visit, we had wrong, and to round out the joke on the penultimate day of the stay I fell and broke two ribs and broke my other. But then I did not know, so we went to Tokyo. Two months later, the pain continued so I went to clinic in CITES and the doctor looked at me for X-rays and sent me to the Mutual, where they discovered the cracks, but they told me at that point and did not do anything.
There were problems with dirt in the air gaps of the ring, and poor accommodation of the thin wire out of connection between the frame and base. To solve the problem Rafael Chute moved, he did a great job.
There was a static electricity problem that affected a dial CMOS. Naturally, all devices are inspected before being sent, but upon reaching Australia some not marked. It was found that the problem was with a dial CMOS coming destroyed. The problem was studied in Sydney, Harlow (STL), Málaga and in the laboratories of the manufacturer of CMOS (ITT Intermetall, Freiburg). Finally, in Málaga, José Antonio Maestre discovered the reason. Simply, one of the operatives to check some quality equipment, pulled the plastic that protected the quick mode handset, which originated a discharge of static electricity damaging the circuit. Rafael tells me Chute at STC were very impressed with the effectiveness of the intervention of Master.
STC also remember from Sydney sent an inspector, who was in Chile, and spent some time in Malaga.
was allowed to export it then began to make copies of the Gondola in Taiwan and Hong Kong, with very poor quality but at very low prices. Over time the quality improved and prices remained low ... and goodbye our exports. I believe that quality problems had no effect since in all cases react properly.

African American Brazilian Keratin Treatment

some time ago, squeezed memories of my time in CITES-at least so I thought, "I left this blog and created another, with my own name, where you keep writing and reviewing stage, more extensive and varied, which I have been unfolding, over the years.
But, a stage, so long and decisive, it is difficult to ignore, especially when any episode, in which you want to write or speak, you take it, because with it was related.
At this time, when I'm sitting at a computer screen, with the happened-now, as before, a good portion of my time, I wanted to write about my beginnings in the computer (as long as the user) and Therefore, has led me, inexorably, to go back several years and reunited with Cites. The factory had
-on that has already been written on this blog-a department, who led Florentino Martinez Roces. But, that was a world, closed to others, a kind of sanctuary inaccessible to the layman, but that controlled many aspects of the factory, through hardware and software that IBM systems produced. The involvement of others was restricted access to their reports, which reached us in copious listings paper and, sometimes, through the terminals (not smart), which is distributed by the offices.
The beginning of the "other computing "came with the arrival of a first personal computer, which bought Pepe Ranes, and fell into my hands, by circumstances, of which I have written another entry in this blog. So I can consider, to some extent, pioneering the use in CITES of computers.
was not even, so then known as PC 's, but a Commodore with double drive and whose operating system, integrated into the ROM, only allowed to program in BASIC and used a primitive spreadsheet (Visi Calc), plus some games.
I learned to use the Basic - of course, now I could not do it, and your spreadsheet, to carry control of certain parameters and make the presentation of results in management meetings.
moved my nascent love of my home, through the purchase of a Commodore 64, used as the only peripheral, in my case, a cassette deck and my own TV screen.
Later, under CITES, came the first PC's, marketed and manufactured by ITT in any Asian country. Y. I, taking advantage of an offer to the employees, I bought one, with which I replaced my Commdore.
They were still very rudimentary computers-the 386 or perhaps earlier, with monochrome display, which used the MS2 and where, your RAM and hard disk capacity, just be measured by megabytes.
With them came new software packages: Lotus, as a spreadsheet, the Word Star (later, the Word Perfect), for word processing and Dbase, as the basis for baths.
The use of these computers, still rudimentary, without Microsoft and the Internet, managed, despite all imposed and spread throughout the factory. And Informatics, ceased to be something mysterious and almost taboo.
Today, I follow with a computer, the new technology has allowed me peek into the world via the Internet and, inter alia, to meet again old friends and colleagues.
This little story of my early "computer" perhaps were not intended for this space. But while he was writing, has led me to the only place where she had to be located and could not be other than this blog.