La inteligencia de Negocios en el Proceso de Retención de Clientes
Estamos a pocos días de tomar como país la decisión de que camino deseamos seguir. Una parte importante para esta etapa son las redes donde los usuarios comentan que la verdad de nuestra política no se encuentra en la televisión, radio o periódicos impresos sino la que circula en Internet al ser pensamientos sin ataduras a convenios previamente establecidos.
Estamos a pocos días de tomar como país la decisión de que camino deseamos seguir.
Una parte importante para esta etapa son las redes donde los usuarios comentan que la verdad de nuestra
política no se encuentra en la televisión, radio o periódicos impresos sino la que circula en Internet al ser
pensamientos sin ataduras a convenios previamente establecidos.
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<strong>La</strong> <strong>int<strong>el</strong>ig<strong>en</strong>cia</strong> <strong>de</strong><br />
<strong>Negocios</strong> <strong>en</strong> <strong>el</strong><br />
<strong>Proceso</strong> <strong>de</strong> Ret<strong>en</strong>ción<br />
<strong>de</strong> Cli<strong>en</strong>tes<br />
Business Int<strong>el</strong>lig<strong>en</strong>ce in the process of Cli<strong>en</strong>t Ret<strong>en</strong>tion
Legal, Fiscal & Financial Advisors Editorial<br />
Leading<br />
Estamos a pocos días <strong>de</strong> tomar como país la <strong>de</strong>cisión<br />
<strong>de</strong> que camino <strong>de</strong>seamos seguir.<br />
Una parte importante para esta etapa son las re<strong>de</strong>s<br />
don<strong>de</strong> los usuarios com<strong>en</strong>tan que la verdad <strong>de</strong> nuestra<br />
política no se <strong>en</strong>cu<strong>en</strong>tra <strong>en</strong> la t<strong>el</strong>evisión, radio o periódicos<br />
impresos sino la que circula <strong>en</strong> Internet al ser<br />
p<strong>en</strong>sami<strong>en</strong>tos sin ataduras a conv<strong>en</strong>ios previam<strong>en</strong>te<br />
establecidos.<br />
A partir <strong>de</strong> este número contamos con la colaboración<br />
<strong>de</strong>l Lic. K<strong>en</strong>ji Ueda qui<strong>en</strong> es consultor <strong>en</strong> re<strong>de</strong>s sociales<br />
y su aplicación <strong>en</strong> los negocios.<br />
Asimismo <strong>el</strong> Lic. <strong>en</strong> Derecho José Alfredo Martínez Ortega<br />
qui<strong>en</strong> funge como secretario particular <strong>de</strong>l Consejero<br />
presi<strong>de</strong>nte <strong>de</strong>l Instituto <strong>el</strong>ectoral <strong>de</strong>l Distrito Fe<strong>de</strong>ral<br />
qui<strong>en</strong> <strong>de</strong>sarrollara <strong>el</strong> tema <strong>de</strong> la votación por primera<br />
vez <strong>de</strong> mexicanos que resi<strong>de</strong>n <strong>en</strong> <strong>el</strong> extranjero.<br />
En tba siempre buscamos estar a la vanguardia, por lo<br />
cual a partir <strong>de</strong> este numero <strong>el</strong> formato cambia a una<br />
versión Web y podrá ver vi<strong>de</strong>os con información refer<strong>en</strong>te<br />
a los temas.<br />
Una vez mas gracias y que sean f<strong>el</strong>ices<br />
Colaboradores / Collaborators<br />
Comite Editorial<br />
Rosaura Sánchez<br />
rosaura-san-os@hotmail.com<br />
Manu<strong>el</strong> Galindo<br />
manu<strong>el</strong>.galindo@tba.mx<br />
Héctor Sánchez Valtierra<br />
Consultor Junior <strong>de</strong> negocios<br />
isc_hsv@yahoo.com.mx<br />
Carlos <strong>de</strong>l Valle<br />
Director g<strong>en</strong>eral <strong>de</strong> la Ag<strong>en</strong>cia<br />
<strong>de</strong> Noticias IJS News<br />
c<strong>de</strong>lvalle@noticiasijsnews.com<br />
Eduardo Barrueta<br />
Consultor <strong>de</strong>l S<strong>en</strong>ado <strong>de</strong> la<br />
República <strong>en</strong> materia <strong>de</strong> <strong>en</strong>ergéticos,<br />
British Petroleum y Petrobras<br />
ipyga@prodigy.net.mx<br />
Jose Alfredo<br />
Martinez Ortega<br />
Secretario particular <strong>de</strong>l consejero<br />
presi<strong>de</strong>nte <strong>de</strong>l instituto <strong>el</strong>ectoral<br />
<strong>de</strong>l distrito fe<strong>de</strong>ral<br />
janmao03@hotmail.com<br />
Antonio Coyoc<br />
coyoccup@yahoo.com.mx<br />
We are a few days away from taking a <strong>de</strong>cision<br />
of which way to follow as a country.<br />
An important part at this point are the social<br />
networks where users comm<strong>en</strong>t about the<br />
truth of the politics not being on the t<strong>el</strong>evision,<br />
the radio or newspapers, but on the Net since<br />
this media can be used to transmit thoughts<br />
that are not tied to previously agreed treaties.<br />
From this number on we count with the collaboration<br />
of Lic. K<strong>en</strong>ji Ueda, who is a consultant<br />
in social networks and their application in businesses.<br />
Also Lic. Alfredo Martínez Ortega works as the<br />
private secretary of the Counc<strong>el</strong>or Presi<strong>de</strong>nt of<br />
the Fe<strong>de</strong>ral Institute of the Fe<strong>de</strong>ral Ditrict (Instituto<br />
Fe<strong>de</strong>ral Electoral <strong>de</strong>l Distito Fe<strong>de</strong>ral), who<br />
will <strong>de</strong>v<strong>el</strong>op the theme of voting for Mexican<br />
people who live outsi<strong>de</strong> their country, for the<br />
first time.<br />
Here at tba we are always seeking to be one<br />
updated, therefore, from this number on the<br />
format will change to be in a Website format<br />
and you will also be able to watch vi<strong>de</strong>os with<br />
information r<strong>el</strong>ated to the topics we treat.<br />
One more time we thank you, and we wish you<br />
happiness.<br />
Alejandra <strong>de</strong> la Vega<br />
aledlavega1@hotmail.com<br />
Administración<br />
Luis <strong>La</strong>zos<br />
luislazos@gmail.com<br />
Traductor<br />
Andrea Guadalupe<br />
Garcia<br />
ang<strong>el</strong>mga1@hotmail.com<br />
Diseño y Formación<br />
Brain Boxx SA <strong>de</strong> CV<br />
Gabri<strong>el</strong> Huerta<br />
texturadi@hotmail.com<br />
Desarrollo Web<br />
K<strong>en</strong>ji Ueda Ordoñez<br />
Consultor <strong>en</strong> re<strong>de</strong>s sociales y su<br />
aplicación <strong>en</strong> los negocios<br />
uedak<strong>en</strong>ji@gmail.com<br />
Impresión<br />
Impresos Ogramac<br />
Fernando Camargo<br />
impresosogramac@yahoo.com.mx<br />
1<br />
Business<br />
<strong>Negocios</strong><br />
Desarrollo<br />
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
17 Humano<br />
27<br />
33<br />
45<br />
Policy<br />
Política<br />
Economy<br />
Economía<br />
Culture<br />
Cultura
Business<br />
<strong>Negocios</strong>
2<br />
Legal, Fiscal & Financial Advisors<br />
<strong>La</strong> <strong>int<strong>el</strong>ig<strong>en</strong>cia</strong> <strong>de</strong> <strong>Negocios</strong> <strong>en</strong> <strong>el</strong><br />
<strong>Proceso</strong> <strong>de</strong> Ret<strong>en</strong>ción <strong>de</strong> Cli<strong>en</strong>tes<br />
Como bi<strong>en</strong> se sabe, los tiempos cambian y se vu<strong>el</strong>v<strong>en</strong><br />
cada vez más fugaces las oportunida<strong>de</strong>s y más difícil <strong>el</strong><br />
estar preparado para aprovecharlas. Actualm<strong>en</strong>te, no<br />
basta con t<strong>en</strong>er una empresa sólida y con un bu<strong>en</strong> número<br />
<strong>de</strong> cli<strong>en</strong>tes, hay que i<strong>de</strong>ar <strong>de</strong> manera constante<br />
nuevas formas <strong>de</strong> ret<strong>en</strong>er a los ya exist<strong>en</strong>tes y obt<strong>en</strong>er<br />
nuevos. Esto ya no pue<strong>de</strong> lograrse solam<strong>en</strong>te con infraestructura<br />
y preparación, ahora se vu<strong>el</strong>ve necesario<br />
<strong>el</strong> t<strong>en</strong>er un esquema <strong>de</strong> explotación <strong>de</strong> información,<br />
que ayu<strong>de</strong> a conducirse por <strong>el</strong> camino más a<strong>de</strong>cuado.<br />
Es aquí don<strong>de</strong> <strong>en</strong>tra la <strong>int<strong>el</strong>ig<strong>en</strong>cia</strong> <strong>de</strong> negocios, no solo<br />
como una herrami<strong>en</strong>ta, sino también como una metodología<br />
mediante la cual se hac<strong>en</strong> uso y explotación<br />
efici<strong>en</strong>tes <strong>de</strong> datos, para g<strong>en</strong>erar información valiosa<br />
que apoye <strong>en</strong> la toma <strong>de</strong> <strong>de</strong>cisiones.<br />
En la actualidad, la cantidad <strong>de</strong> profesionistas <strong>en</strong> <strong>el</strong><br />
mercado laboral y <strong>el</strong> niv<strong>el</strong> <strong>de</strong> preparación <strong>de</strong> los mismos<br />
es muy alto, <strong>de</strong>bido a <strong>el</strong>lo, se pres<strong>en</strong>ta una época<br />
<strong>en</strong> la que la información y <strong>el</strong> uso que se le dé a ésta<br />
se vu<strong>el</strong>ve <strong>el</strong> factor principal que <strong>de</strong>termine si una empresa<br />
será exitosa o no. Ahora bi<strong>en</strong>, <strong>el</strong> vivir un día a<br />
día bajo éste esquema, don<strong>de</strong> se vu<strong>el</strong>ve necesario <strong>el</strong><br />
aprovechami<strong>en</strong>to al máximo <strong>de</strong> la información para la<br />
g<strong>en</strong>eración <strong>de</strong> conocimi<strong>en</strong>to, g<strong>en</strong>era <strong>el</strong> sigui<strong>en</strong>te predicam<strong>en</strong>to:<br />
“El conocimi<strong>en</strong>to es po<strong>de</strong>r, la pregunta es, ¿ti<strong>en</strong>es <strong>el</strong> conocimi<strong>en</strong>to<br />
a<strong>de</strong>cuado?” (Pow<strong>el</strong>l, 2011)<br />
Business Int<strong>el</strong>lig<strong>en</strong>ce in the process<br />
of Cli<strong>en</strong>t Ret<strong>en</strong>tion<br />
It is w<strong>el</strong>l known that times change and the<br />
chances become every time more fleeting<br />
and it gets har<strong>de</strong>r to be prepared to take<br />
them. Actually, it is not <strong>en</strong>ough to have an <strong>en</strong>terprise<br />
which is solid and with a god amount<br />
of customers, it is necessary to think of a way<br />
to hold the exist<strong>en</strong>t customers and gain new<br />
ones. This cannot be accomplished anymore<br />
only with infrastructure and preparation, now it<br />
is becoming necessary to have a diagram of<br />
exploit of information that h<strong>el</strong>ps to go through<br />
the right path.<br />
It is here where business int<strong>el</strong>lig<strong>en</strong>ce <strong>en</strong>ters, not<br />
only as a tool but also as a methodology by<br />
which data is effici<strong>en</strong>tly used and exploited, in<br />
or<strong>de</strong>r to g<strong>en</strong>erate valuable information that<br />
support <strong>de</strong>cision making.<br />
Today, the amount of professionals in the labor<br />
market and the lev<strong>el</strong> of preparation of them<br />
is quite high, because of that, we are living a<br />
time where information and the use it is giv<strong>en</strong><br />
becomes the principal factor that <strong>de</strong>termines<br />
if an <strong>en</strong>terprise will be successful or not. Now,<br />
living day by day un<strong>de</strong>r this type of diagram,<br />
where it becomes necessary the maximum exploit<br />
of information for the g<strong>en</strong>eration of knowledge,<br />
g<strong>en</strong>erates the next predicam<strong>en</strong>t:<br />
“Knowledge is power, the question is: have you<br />
got the a<strong>de</strong>quate knowledge?” (Pow<strong>el</strong>l, 2011)<br />
By making this question, infinity of situations are<br />
introduced, but it leads to a specific question:<br />
How to guarantee that the information which<br />
we count with is r<strong>el</strong>iable and trustworthy? Or<br />
putting it based in the predicam<strong>en</strong>t quoted<br />
previously: How to guarantee that the information<br />
I possess will g<strong>en</strong>erate power?<br />
Around this question revolve today all the companies<br />
that struggle in the market to stay competitive…and<br />
it seems logical, he only need to<br />
remember Lee A. Iacocca (1996) referring to<br />
the competitive advantage like this:<br />
“Competitive advantage is to have 1% more<br />
information with a day of anticipation and to<br />
know what to do with it…”<br />
But in or<strong>de</strong>r to achieve that competitive advantage,<br />
it becomes necessary to count with<br />
a strategy of Business Int<strong>el</strong>lig<strong>en</strong>ce <strong>de</strong>fined and<br />
perfectly lined up with the Mission and Vision<br />
of the company. In the next section we will approach<br />
gui<strong>de</strong> themes around the g<strong>en</strong>eration<br />
of this strategy.<br />
<strong>Negocios</strong><br />
Business<br />
El hacer éste cuestionami<strong>en</strong>to lleva a plantear una infinidad<br />
<strong>de</strong> situaciones, pero <strong>en</strong> concreto lleva a hacer<br />
una pregunta específica: ¿Cómo garantizar que la información<br />
con la que se cu<strong>en</strong>ta es confiable? O planteándolo<br />
con base <strong>en</strong> <strong>el</strong> predicam<strong>en</strong>to citado anteriorm<strong>en</strong>te,<br />
¿Cómo garantizo que la información que poseo<br />
g<strong>en</strong>ere po<strong>de</strong>r?<br />
Alre<strong>de</strong>dor <strong>de</strong> esta pregunta, se <strong>en</strong>cu<strong>en</strong>tran actualm<strong>en</strong>te<br />
todas las empresas que luchan <strong>en</strong> <strong>el</strong> mercado para<br />
seguir si<strong>en</strong>do competitivas… Y no es para m<strong>en</strong>os, sólo<br />
hay que recordar a Lee A. Iacocca (1996) referirse a la<br />
v<strong>en</strong>taja competitiva <strong>de</strong> la sigui<strong>en</strong>te forma:<br />
“V<strong>en</strong>taja competitiva es t<strong>en</strong>er 1% más información con<br />
un día <strong>de</strong> anticipación y saber qué hacer con <strong>el</strong>la…”<br />
Pero para po<strong>de</strong>r llegar a la v<strong>en</strong>taja competitiva, se vu<strong>el</strong>ve<br />
necesario <strong>el</strong> contar con una estrategia <strong>de</strong> BI bi<strong>en</strong><br />
<strong>de</strong>finida y perfectam<strong>en</strong>te alineada con la Misión y Visión<br />
<strong>de</strong> la empresa para llegar a tal fin. En la próxima<br />
sección se tocarán temas <strong>de</strong> guía <strong>en</strong> torno a la g<strong>en</strong>eración<br />
<strong>de</strong> ésta estrategia.<br />
3
4<br />
Legal, Fiscal & Financial Advisors<br />
Estrategia<br />
“En las bu<strong>en</strong>as economías… y <strong>en</strong> las malas también, <strong>el</strong><br />
secreto para <strong>el</strong> éxito es conocer las necesida<strong>de</strong>s <strong>de</strong> tus<br />
cli<strong>en</strong>tes o consumidores. <strong>La</strong>s empresas, necesitan respon<strong>de</strong>r<br />
a condiciones constantem<strong>en</strong>te cambiantes y<br />
a t<strong>en</strong><strong>de</strong>ncias emerg<strong>en</strong>tes, y ti<strong>en</strong><strong>en</strong> que hacerlo lo más<br />
rápido posible. Es <strong>de</strong>cir, las empresas <strong>en</strong> la actualidad<br />
ti<strong>en</strong><strong>en</strong> que ser <strong>en</strong> una palabra, ágiles (Pow<strong>el</strong>l, 2010)”.<br />
Para lograrlo, las empresas requier<strong>en</strong> <strong>de</strong> la adopción<br />
<strong>de</strong> estrategias muy <strong>en</strong>focadas al cli<strong>en</strong>te, resultado <strong>de</strong><br />
un fuerte análisis <strong>de</strong> la información que t<strong>en</strong>gan disponible<br />
<strong>de</strong> éste último.<br />
En <strong>el</strong> pasado, las empresas <strong>de</strong>sarrollaban sus productos<br />
y <strong>de</strong>spués se preocupaban por los nichos <strong>de</strong> mercado<br />
que podían atacar con <strong>el</strong>los (foco <strong>en</strong> <strong>el</strong> producto).<br />
Ahora, las empresas <strong>de</strong>b<strong>en</strong> analizar los datos <strong>de</strong><br />
sus cli<strong>en</strong>tes y g<strong>en</strong>erar información con base <strong>en</strong> <strong>el</strong>los,<br />
para posteriorm<strong>en</strong>te ofrecer productos que satisfagan<br />
sus necesida<strong>de</strong>s y al mismo tiempo le agregu<strong>en</strong> valor<br />
(foco <strong>en</strong> <strong>el</strong> cli<strong>en</strong>te).<br />
Esto se dice fácil, pero <strong>el</strong> conseguirlo conlleva un largo<br />
periodo <strong>de</strong> estructuración, <strong>de</strong>puración y análisis<br />
<strong>de</strong> datos, para posteriorm<strong>en</strong>te g<strong>en</strong>erar información <strong>de</strong><br />
la cual se puedan obt<strong>en</strong>er predicciones <strong>de</strong> comportami<strong>en</strong>tos<br />
(hábitos <strong>de</strong> consumo) o t<strong>en</strong><strong>de</strong>ncias <strong>de</strong> los<br />
cli<strong>en</strong>tes o consumidores.<br />
Para una bu<strong>en</strong>a estrategia, existe un factor fundam<strong>en</strong>tal<br />
que nunca se <strong>de</strong>be <strong>de</strong> pasar por alto, y este es que si<br />
bi<strong>en</strong> los ejecutivos son los que <strong>de</strong>terminan la dirección<br />
que <strong>de</strong>be <strong>de</strong> tomarse, nunca hay que olvidar que las<br />
Strategy<br />
“In good economies…and in bad ones too,<br />
the secret for success is to know the needs<br />
of your cli<strong>en</strong>ts or users. Companies need to<br />
respond to conditions which are constantly<br />
changing and to emerging t<strong>en</strong><strong>de</strong>ncies, and<br />
they have to do it as quickly as possible. That<br />
is to say, today companies have to be, in one<br />
word, agile (Pow<strong>el</strong>l, 2010).”<br />
In or<strong>de</strong>r to achieve this, companies need to<br />
adopt strategies very much focused on the cli<strong>en</strong>t,<br />
resulting from a solid analysis of information<br />
available from him.<br />
In the past, companies <strong>de</strong>v<strong>el</strong>oped their products<br />
and later they worried about the market positions<br />
they could attack with them (focus on the product).<br />
Now, the companies must analyze the data<br />
from their customers and g<strong>en</strong>erate information<br />
based on them, in or<strong>de</strong>r to offer products that<br />
satisfy their needs and at the same time add<br />
value to the product (focus on the cli<strong>en</strong>t).<br />
This is easy to say, but to really accomplish it<br />
takes a long period of structuring, cleaning<br />
and data analysis, to later g<strong>en</strong>erate information<br />
from which behavior predictions can be<br />
obtained (consumption habits) or t<strong>en</strong><strong>de</strong>ncies<br />
from the cli<strong>en</strong>ts or consumers.<br />
In or<strong>de</strong>r to have a good strategy, there is a<br />
fundam<strong>en</strong>tal factor which never should be<br />
ignored and it is the fact that ev<strong>en</strong> if execu-<br />
tives are the ones who <strong>de</strong>termine the direction<br />
that should be followed, we must never forget<br />
that companies are supported by their tactical<br />
and operative areas (as shown on Figure<br />
1), therefore it is important to consi<strong>de</strong>r them<br />
always, since these are the ones which have<br />
the real notion of everyday and of the growing<br />
pains which every organization has.<br />
Once you count with a strategy of Business<br />
Int<strong>el</strong>lig<strong>en</strong>ce, you can talk about searching to<br />
have a competitive advantage. On the following<br />
section we will talk about what it takes to<br />
g<strong>en</strong>erate this advantage.<br />
<strong>Negocios</strong><br />
Business<br />
empresas se cimi<strong>en</strong>tan <strong>en</strong> sus áreas tácticas y operativas<br />
(como se muestra <strong>en</strong> la Figura 1), por lo que es importante<br />
consi<strong>de</strong>rarlas siempre, ya que son éstas áreas<br />
las que ti<strong>en</strong><strong>en</strong> la verda<strong>de</strong>ra noción <strong>de</strong>l día a día y <strong>de</strong><br />
las adolesc<strong>en</strong>cias que se ti<strong>en</strong><strong>en</strong> como organización.<br />
Una vez que se cu<strong>en</strong>ta con una estrategia <strong>de</strong> BI, es posible<br />
hablar <strong>en</strong> términos <strong>de</strong> com<strong>en</strong>zar a buscar <strong>el</strong> t<strong>en</strong>er<br />
una v<strong>en</strong>taja competitiva. En la sigui<strong>en</strong>te sección se habla<br />
<strong>de</strong> lo que implica <strong>el</strong> g<strong>en</strong>erar ésta v<strong>en</strong>taja.<br />
Figura 1. Diagrama <strong>de</strong> <strong>Proceso</strong>s <strong>de</strong> Negocio / Diagram of Bisiness Process<br />
Fu<strong>en</strong>te/ Source: IBSS (Int<strong>el</strong>lig<strong>en</strong>ce & Business Solutions)<br />
5
6<br />
Legal, Fiscal & Financial Advisors<br />
V<strong>en</strong>taja Competitiva<br />
Según <strong>el</strong> <strong>en</strong>foque <strong>de</strong> Lee A. Iacocca (1996), la v<strong>en</strong>taja<br />
competitiva se basa <strong>en</strong> t<strong>en</strong>er información confiable<br />
y oportuna, principio básico <strong>de</strong> los mo<strong>de</strong>los <strong>de</strong> BI, sin<br />
embargo para llegar a t<strong>en</strong>er información <strong>de</strong> este tipo<br />
es posible que las empresas <strong>de</strong>ban recorrer un largo<br />
camino. Ahora bi<strong>en</strong>, es cierto que <strong>el</strong> camino es largo,<br />
más la ruta a seguir es simple.<br />
Para po<strong>de</strong>r transformar datos <strong>en</strong> v<strong>en</strong>taja competitiva,<br />
resulta necesario hacer <strong>en</strong> primera instancia un profundo<br />
análisis <strong>de</strong> los datos <strong>en</strong> bruto con que cu<strong>en</strong>ta la organización<br />
e i<strong>de</strong>ntificar <strong>en</strong> que procesos o sistemas se<br />
originan. D<strong>en</strong>tro <strong>de</strong>l proceso <strong>de</strong> análisis se contempla<br />
<strong>el</strong> conocer su distribución, su integridad, su redundancia<br />
y <strong>el</strong> niv<strong>el</strong> <strong>de</strong> limpieza <strong>de</strong> los mismos <strong>en</strong> g<strong>en</strong>eral. En<br />
<strong>el</strong> mejor <strong>de</strong> los casos los datos se originarán <strong>en</strong> aplicativos<br />
que les <strong>de</strong>n una estructura <strong>en</strong>t<strong>en</strong>dible y procur<strong>en</strong><br />
mant<strong>en</strong>er cierta integridad <strong>en</strong> <strong>el</strong>los, <strong>en</strong> <strong>el</strong> peor <strong>de</strong> los<br />
casos, los datos pue<strong>de</strong>n estar almac<strong>en</strong>ados <strong>en</strong> archivos<br />
<strong>de</strong> Exc<strong>el</strong> interminables.<br />
Como es <strong>de</strong> esperarse, existe un proceso <strong>de</strong> transformación<br />
al que los datos <strong>de</strong>b<strong>en</strong> <strong>de</strong> someterse para po<strong>de</strong>r<br />
aprovecharlos al máximo, pero antes <strong>de</strong> eso, es recom<strong>en</strong>dable<br />
transferir los datos a un repositorio único<br />
<strong>en</strong> don<strong>de</strong> se trabajará con <strong>el</strong>los. Esto con la finalidad<br />
<strong>de</strong> no impactar <strong>el</strong> r<strong>en</strong>dimi<strong>en</strong>to <strong>de</strong> los servidores don<strong>de</strong><br />
se <strong>en</strong>cu<strong>en</strong>tran las aplicaciones operativas y al mismo<br />
tiempo t<strong>en</strong>er la posibilidad <strong>de</strong> manipularlos más fácilm<strong>en</strong>te<br />
(por ejemplo, para los datos que se <strong>en</strong>cu<strong>en</strong>tran<br />
<strong>en</strong> Exc<strong>el</strong>).<br />
Competitive Advantage<br />
According to Lee A. Iacocca´s perspective<br />
(1996), competitive advantage is based on having<br />
trustworthy and opportune information, a<br />
basic principle of BI mo<strong>de</strong>ls, but in or<strong>de</strong>r to have<br />
information of this kind it is most lik<strong>el</strong>y that companies<br />
have to walk a long road. It is true that<br />
the road ahead is long, but the route is simple.<br />
In or<strong>de</strong>r to transform data into competitive<br />
advantage, it becomes necessary to make<br />
a <strong>de</strong>ep analysis of the raw data that the organization<br />
counts with and also to i<strong>de</strong>ntify the<br />
processes or systems which they originate from.<br />
Insi<strong>de</strong> the process of analysis there is, also,<br />
knowing the distribution, integrity, redundancy<br />
and lev<strong>el</strong> of purity of the data in g<strong>en</strong>eral. In<br />
the best of the cases data will come from applications<br />
which will give an un<strong>de</strong>rstandable<br />
structure and will procure to maintain a certain<br />
integrity; in the worst of the cases, data may be<br />
stored in <strong>en</strong>dless Exc<strong>el</strong> files.<br />
As expected, there is a process of transformation<br />
to which data must be submitted in or<strong>de</strong>r<br />
to exploit them to the best, but, before that, it is<br />
recomm<strong>en</strong>dable to transfer the data into an<br />
only repository where it will be easier to work<br />
with them. The objective is to not impact on<br />
the performance of the servers where operative<br />
applications are found and at the same<br />
time there is the change to manage them in<br />
an easier way (for example for the data gathered<br />
in Exc<strong>el</strong>).<br />
Once the data is in a repository -with a suffici<strong>en</strong>t<br />
power of processing and a large capacity of<br />
storage- the interesting part comes: the data<br />
cleansing, here the objective is to <strong>el</strong>iminate redundancies,<br />
trash registries and duplicities. This<br />
process is normally the one that takes the longest<br />
time to do, since it requires the active participation<br />
of the people in the business together<br />
with the BI personn<strong>el</strong> in or<strong>de</strong>r to carry on with a<br />
correct <strong>de</strong>puration and to use all the data from<br />
the organization. Usually to have this part done,<br />
specialized tools are used, but, the owners of the<br />
information (the people from the business) are<br />
the ones who must h<strong>el</strong>p <strong>de</strong>fine the parameters,<br />
variables and thresholds that the applications<br />
will use to have that <strong>de</strong>puration done. All of this<br />
is to g<strong>en</strong>erate unique, structured and trustworthy<br />
registers which allow us to obtain valuable<br />
information for our organization.<br />
We should also m<strong>en</strong>tion the exist<strong>en</strong>ce of a process<br />
called “profiling data” which consists on<br />
analyzing the lev<strong>el</strong> of impurity of the data, it also<br />
h<strong>el</strong>ps us to have a clear i<strong>de</strong>a of the situation<br />
we are facing during the cleansing. And the<br />
most important, it h<strong>el</strong>ps us to estimate l<strong>en</strong>ghta<br />
of time and costs over more solid premises.<br />
Once we count with the clean and trustworthy<br />
data, we have to turn them into information<br />
that supports all the areas and processes<br />
of organization, neverth<strong>el</strong>ess, this article is focused<br />
only on that information <strong>de</strong>aling with<br />
the cli<strong>en</strong>ts.<br />
<strong>Negocios</strong><br />
Business<br />
Una vez con los datos <strong>en</strong> un repositorio, con un bu<strong>en</strong><br />
po<strong>de</strong>r <strong>de</strong> procesami<strong>en</strong>to y una gran capacidad <strong>de</strong> almac<strong>en</strong>ami<strong>en</strong>to<br />
vi<strong>en</strong>e la parte interesante, la limpieza<br />
<strong>de</strong> los datos, aquí lo que se busca es la <strong>el</strong>iminación<br />
<strong>de</strong> redundancias, registros basura y duplicida<strong>de</strong>s. Este<br />
proceso es normalm<strong>en</strong>te <strong>el</strong> más tardado <strong>de</strong> todos, ya<br />
que requiere <strong>de</strong> la participación activa <strong>de</strong> la g<strong>en</strong>te <strong>de</strong>l<br />
negocio <strong>en</strong> conjunto con personal <strong>de</strong> TI para hacer<br />
una correcta <strong>de</strong>puración y puesta a punto <strong>de</strong> todos los<br />
datos <strong>de</strong> la organización. Normalm<strong>en</strong>te para esta parte<br />
se utilizan herrami<strong>en</strong>tas especializadas, sin embargo,<br />
los dueños <strong>de</strong> la información (es <strong>de</strong>cir, la g<strong>en</strong>te <strong>de</strong>l<br />
negocio) son qui<strong>en</strong>es <strong>de</strong>b<strong>en</strong> <strong>de</strong> ayudar a <strong>de</strong>finir todos<br />
los parámetros, variables y umbrales que utilizarán las<br />
aplicaciones para realizar dicha <strong>de</strong>puración. Todo esto<br />
con la finalidad <strong>de</strong> g<strong>en</strong>erar registros únicos, estructurados<br />
y confiables que nos permitan obt<strong>en</strong>er información<br />
valiosa para la organización.<br />
Cabe m<strong>en</strong>cionar que existe un proceso <strong>de</strong>nominado<br />
perfilami<strong>en</strong>to <strong>de</strong> datos, <strong>el</strong> cual se <strong>en</strong>carga <strong>de</strong> hacer un<br />
análisis <strong>de</strong>l niv<strong>el</strong> <strong>de</strong> impureza <strong>de</strong> los datos y nos ayuda<br />
t<strong>en</strong>er una i<strong>de</strong>a clara <strong>de</strong> la situación a la que nos <strong>en</strong>fr<strong>en</strong>taremos<br />
durante la limpieza, y lo más importante,<br />
nos ayuda a estimar tiempos y costos sobre premisas<br />
más sólidas.<br />
Una vez que se cu<strong>en</strong>ta con datos limpios y confiables,<br />
hay que convertirlos <strong>en</strong> información que apoye a todas<br />
las áreas y procesos <strong>de</strong> la organización, sin embargo,<br />
éste <strong>en</strong>sayo va <strong>en</strong>focado sólo a aqu<strong>el</strong>la información<br />
que ti<strong>en</strong>e que ver con cli<strong>en</strong>tes.<br />
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Legal, Fiscal & Financial Advisors<br />
Manejo <strong>de</strong> la R<strong>el</strong>ación con <strong>el</strong> Cli<strong>en</strong>te<br />
<strong>La</strong> gestión <strong>de</strong> las r<strong>el</strong>aciones con <strong>el</strong> cli<strong>en</strong>te (CRM, por sus<br />
siglas <strong>en</strong> inglés) es la forma que ti<strong>en</strong><strong>en</strong> las empresas <strong>de</strong><br />
interactuar con sus cli<strong>en</strong>tes. Y no es nada nuevo <strong>en</strong> la<br />
teoría <strong>de</strong>l managem<strong>en</strong>t. García Valcárc<strong>el</strong> (2001), cita a<br />
Peter Drucker (1954), quién escribió: “<strong>el</strong> verda<strong>de</strong>ro negocio<br />
<strong>de</strong> una compañía es crear y mant<strong>en</strong>er a sus cli<strong>en</strong>tes”.<br />
En los años <strong>de</strong> posguerra, la economía estaba ori<strong>en</strong>tada<br />
al producto, las empresas no t<strong>en</strong>ían problemas<br />
para v<strong>en</strong><strong>de</strong>r lo que producían y se daba prioridad a<br />
la producción <strong>en</strong> masa para aum<strong>en</strong>tar las v<strong>en</strong>tas. <strong>La</strong><br />
preocupación <strong>en</strong> los años set<strong>en</strong>ta, fue mejorar la calidad<br />
<strong>de</strong> los productos y aparecieron las primeras i<strong>de</strong>as<br />
sobre normas y estándares, las empresas hacían gran<strong>de</strong>s<br />
inversiones <strong>en</strong> tecnología para alcanzar una v<strong>en</strong>taja<br />
difer<strong>en</strong>cial respecto a sus competidores y alcanzar<br />
un crecimi<strong>en</strong>to <strong>de</strong>stacado. Hacía la década <strong>de</strong> los<br />
och<strong>en</strong>ta se toma conci<strong>en</strong>cia <strong>de</strong>l factor tiempo, que exige<br />
profundos cambios <strong>en</strong> la organización <strong>de</strong> la empresa<br />
y g<strong>en</strong>era la automatización <strong>de</strong> procesos, lo que se<br />
traduce <strong>en</strong> reducción <strong>de</strong> plazos: plazo <strong>de</strong> diseño, plazo<br />
<strong>de</strong> <strong>en</strong>trega, Etc. <strong>La</strong> t<strong>en</strong><strong>de</strong>ncia <strong>de</strong> los años nov<strong>en</strong>ta fue<br />
la mejora <strong>de</strong> los servicios asociados al producto, mismos<br />
que se ofrecían <strong>en</strong> la compra <strong>de</strong> éste o bi<strong>en</strong> <strong>en</strong> la<br />
fase <strong>de</strong> uso <strong>de</strong> dicho producto (Servicio al cli<strong>en</strong>te, garantías,<br />
Etc.). En la actualidad la t<strong>en</strong><strong>de</strong>ncia es la personalización,<br />
y su objetivo es dar a cada cli<strong>en</strong>te (usuario,<br />
consumidor, comprador) la impresión <strong>de</strong> ser <strong>el</strong> único.<br />
Cli<strong>en</strong>t R<strong>el</strong>ationship Managem<strong>en</strong>t<br />
Cli<strong>en</strong>t R<strong>el</strong>ationship Managem<strong>en</strong>t, or CRM, is<br />
the way the companies can interact with their<br />
cli<strong>en</strong>ts. It is nothing new in managem<strong>en</strong>t theory.<br />
García Valcárc<strong>el</strong> (2001) quotes Peter Drucker<br />
(1954) who wrote: “the true business of a company<br />
is to create and maintain its customers.”<br />
Trough the postwar years the economy was<br />
ori<strong>en</strong>ted towards the product, companies did<br />
not have troubles to s<strong>el</strong>l what they produced<br />
and priority was giv<strong>en</strong> to mass production to<br />
increase the sales. The concern in the <strong>de</strong>ca<strong>de</strong><br />
of the 70´s was to improve the quality of the<br />
products and th<strong>en</strong> the first i<strong>de</strong>as of regulations<br />
and standards appeared; companies<br />
ma<strong>de</strong> large investm<strong>en</strong>ts in technology in or<strong>de</strong>r<br />
to achieve a differ<strong>en</strong>tial advantage from their<br />
competitors and also an important growth.<br />
Towards the <strong>de</strong>ca<strong>de</strong> of the 80´s the “time factor”<br />
is consi<strong>de</strong>red, which <strong>de</strong>mands profound<br />
changes in the organization of the company<br />
and it g<strong>en</strong>erated automation of some processes,<br />
which is traduced in <strong>de</strong>adline time<br />
reduction: for <strong>de</strong>sign, for pres<strong>en</strong>tations, etc. In<br />
the <strong>de</strong>ca<strong>de</strong> of the 90´s the tr<strong>en</strong>d was to improve<br />
the services associated with the product,<br />
these were offered wh<strong>en</strong> you bought the product<br />
or wh<strong>en</strong> you used them (customer service,<br />
warranty, etc.). Today, the tr<strong>en</strong>d is to personalize<br />
the service or product, and its objective is<br />
to give each cli<strong>en</strong>t (user, consumer, buyer) the<br />
impression of being the only one.<br />
We have reached a logic of segm<strong>en</strong>tation<br />
quite <strong>de</strong>manding, where the salesperson has<br />
to react just like the <strong>en</strong><strong>de</strong>aring shopkeeper of<br />
the neighborhood, who calls us by our name,<br />
asks us for our family and since he knows our<br />
habits and behaviors, he proposes the product<br />
which would adapt perfectly to our profiles.<br />
Therefore, the concept of CRM is drawing more<br />
and more att<strong>en</strong>tion and it has become quite<br />
popular in the argot of the companies ev<strong>en</strong> if<br />
it is not a new concept (Figure 2), and it is not<br />
for less, we only need to remember Stanley A.<br />
Brown (1999) wh<strong>en</strong> he exposed the principal<br />
advantages of introducing a CRM strategy opposite<br />
to the mass marketing:<br />
o Reduction of publicity costs<br />
o It makes easier the segm<strong>en</strong>tation of cli<strong>en</strong>ts<br />
according to their needs<br />
o It is easier to know the effectiv<strong>en</strong>ess of the<br />
campaigns<br />
o It allows to compete based on the services<br />
and not the prices<br />
o Increases the speed of marketing of the<br />
products and boosts the interaction with<br />
cli<strong>en</strong>ts through differ<strong>en</strong>t chann<strong>el</strong>s<br />
Peppers, Rogers and Dorf (1999) <strong>de</strong>fine the<br />
one to one marketing with a simple i<strong>de</strong>a: “treat<br />
each cli<strong>en</strong>t in a differ<strong>en</strong>t way”. This, through<br />
strategies foun<strong>de</strong>d in the knowledge of the<br />
differ<strong>en</strong>ces among each customer and how<br />
these should influ<strong>en</strong>ce the conduct of the<br />
company towards the particular cli<strong>en</strong>t.<br />
<strong>Negocios</strong><br />
Business<br />
Se ha llegado a una lógica <strong>de</strong> segm<strong>en</strong>tación muy <strong>de</strong>mandante,<br />
don<strong>de</strong> <strong>el</strong> v<strong>en</strong><strong>de</strong>dor <strong>de</strong>be reaccionar como<br />
<strong>el</strong> <strong>en</strong>trañable t<strong>en</strong><strong>de</strong>ro <strong>de</strong> la esquina, que nos llamaba<br />
por nuestro nombre, nos preguntaba por la familia y<br />
que al conocer nuestras costumbres y comportami<strong>en</strong>tos<br />
proponía productos adaptados a nuestros perfiles.<br />
Es por <strong>el</strong>lo que se está escuchando cada vez más <strong>el</strong><br />
concepto <strong>de</strong> CRM y se ha vu<strong>el</strong>to algo popular <strong>de</strong>ntro<br />
<strong>de</strong>l argot <strong>de</strong> las organizaciones a pesar <strong>de</strong> que no es<br />
un concepto nuevo (Figura 2), y no es para m<strong>en</strong>os, sólo<br />
basta recordar a Stanley A. Brown (1999) cuando expone<br />
las principales v<strong>en</strong>tajas <strong>de</strong> implem<strong>en</strong>tar una estrategia<br />
CRM <strong>en</strong> contraposición al marketing <strong>de</strong> masas:<br />
• Reducción <strong>de</strong> costos publicitarios<br />
• Facilita la segm<strong>en</strong>tación <strong>de</strong> cli<strong>en</strong>tes según sus necesida<strong>de</strong>s<br />
• Es más s<strong>en</strong>cillo conocer la efectividad <strong>de</strong> las campañas<br />
• Permite a las empresas competir con base <strong>en</strong> sus<br />
servicios y no <strong>en</strong> sus precios<br />
• Previ<strong>en</strong>e <strong>el</strong> excesivo gasto publicitario hacia cli<strong>en</strong>tes<br />
no r<strong>en</strong>tables<br />
• Increm<strong>en</strong>ta la v<strong>el</strong>ocidad <strong>de</strong> marketing <strong>de</strong> los productos<br />
e impulsa la interacción con los cli<strong>en</strong>tes a<br />
través <strong>de</strong> distintos canales<br />
Peppers, Rogers y Dorf (1999) <strong>de</strong>fin<strong>en</strong> <strong>el</strong> marketing uno<br />
a uno con una i<strong>de</strong>a s<strong>en</strong>cilla: “tratar <strong>de</strong> un modo distinto<br />
a los distintos cli<strong>en</strong>tes”. Esto mediante estrategias que<br />
se fundam<strong>en</strong>t<strong>en</strong> <strong>en</strong> <strong>el</strong> conocimi<strong>en</strong>to <strong>de</strong> las difer<strong>en</strong>cias<br />
<strong>en</strong>tre los cli<strong>en</strong>tes y <strong>el</strong> cómo estas <strong>de</strong>berían influir <strong>en</strong> la<br />
conducta <strong>de</strong> la empresa hacia <strong>el</strong> cli<strong>en</strong>te <strong>en</strong> concreto.<br />
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Legal, Fiscal & Financial Advisors<br />
Este tipo <strong>de</strong> marketing implica mucho más que la v<strong>en</strong>ta<br />
y <strong>el</strong> marketing, porque la empresa <strong>de</strong>be ser capaz <strong>de</strong><br />
cambiar la configuración <strong>de</strong> sus productos o la prestación<br />
<strong>de</strong> sus servicios según las necesida<strong>de</strong>s particulares<br />
<strong>de</strong> cada cli<strong>en</strong>te. Sin embargo, se está incidi<strong>en</strong>do <strong>en</strong><br />
un error p<strong>en</strong>sando que CRM es una herrami<strong>en</strong>ta o un<br />
software, ya que al igual que BI no se resume <strong>en</strong> OLAP<br />
y Dashboards, sino que es una metodología mediante<br />
la cual se explotan cantida<strong>de</strong>s masivas <strong>de</strong> datos para<br />
convertirlos <strong>en</strong> información, que aport<strong>en</strong> valor y fundam<strong>en</strong>to<br />
para la toma <strong>de</strong> <strong>de</strong>cisiones, CRM es más que un<br />
software.<br />
CRM es una estrategia <strong>de</strong> negocio porque <strong>en</strong>globa a<br />
toda la organización <strong>de</strong> la empresa, ya que, al tratarse<br />
<strong>de</strong> la aplicación <strong>de</strong> nuevos mo<strong>de</strong>los <strong>de</strong> negocio,<br />
requiere, <strong>en</strong> gran parte <strong>de</strong> los casos, un rediseño <strong>de</strong>l<br />
Figura 2. Revolución <strong>de</strong>l CRM/Revolution of CRM<br />
Fu<strong>en</strong>te/ Source: Stanley A. Brown (1999)<br />
This type of marketing implies much more than<br />
just sale and marketing because the company<br />
must be able to change the configuration of its<br />
products or the provision of services according<br />
to the particular needs of each cli<strong>en</strong>t. But it is<br />
a mistake to think that CRM is a simple tool or<br />
software, because, just like BI, it is not only On-<br />
Line Analytical Processes and Dashboards; it is<br />
a methodology through which massive quantities<br />
of data are exploited to turn them into information,<br />
to add value and foundation for taking<br />
<strong>de</strong>cisions, CRM is more than software.<br />
CRM is a business strategy because it inclu<strong>de</strong>s<br />
the whole organization of the company, since<br />
it is about adding new mo<strong>de</strong>ls of business it<br />
needs, in most of the cases, a re<strong>de</strong>sign of the<br />
Figura 3. Ciclo <strong>de</strong> Vida <strong>de</strong>l Cli<strong>en</strong>te/Life cycle of the cli<strong>en</strong>t<br />
Source/Fu<strong>en</strong>te: Creando una Estrategia <strong>de</strong> CRM – Monografías.com<br />
business to one where the cli<strong>en</strong>t participates in<br />
a direct way in the mo<strong>de</strong>ling of the company<br />
and as the needs of the cli<strong>en</strong>t are consi<strong>de</strong>red,<br />
it is important to focus the resources into activities<br />
which allow to build long term r<strong>el</strong>ationships<br />
and which will g<strong>en</strong>erate an economic value.<br />
For example we make a list of some key factors<br />
that should be covered with CRM:<br />
o Sharing information with the provi<strong>de</strong>rs: This<br />
way we <strong>en</strong>sure that the product, form its<br />
source, will count with the characteristics<br />
the cli<strong>en</strong>ts <strong>de</strong>sires.<br />
<strong>Negocios</strong><br />
Business<br />
negocio don<strong>de</strong> <strong>el</strong> cli<strong>en</strong>te participa <strong>de</strong> forma directa <strong>en</strong><br />
<strong>el</strong> mo<strong>de</strong>lado <strong>de</strong> la empresa, y t<strong>en</strong>i<strong>en</strong>do <strong>en</strong> cu<strong>en</strong>ta sus<br />
necesida<strong>de</strong>s, focalizar los recursos <strong>en</strong> activida<strong>de</strong>s que<br />
permitan construir r<strong>el</strong>aciones a largo plazo y g<strong>en</strong>er<strong>en</strong><br />
valor económico.<br />
Como ejemplo, se pue<strong>de</strong> <strong>en</strong>listar algunos factores clave<br />
que se <strong>de</strong>b<strong>en</strong> <strong>de</strong> cubrir con CRM:<br />
• Compartir Información con Proveedores: Con esto<br />
aseguramos que <strong>el</strong> producto, <strong>de</strong>s<strong>de</strong> su orig<strong>en</strong>, contará<br />
con las características que <strong>el</strong> cli<strong>en</strong>te <strong>de</strong>sea<br />
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Legal, Fiscal & Financial Advisors<br />
• Determinación <strong>de</strong> Campañas <strong>de</strong> Marketing: Hay<br />
que <strong>de</strong>terminar cuáles son las campañas <strong>de</strong> marketing<br />
que realm<strong>en</strong>te llegan a los cli<strong>en</strong>tes y cuáles<br />
contribuy<strong>en</strong> a atraer nuevos<br />
• Gestión rápida y efectiva <strong>de</strong> peticiones: la práctica<br />
más común es a través <strong>de</strong> call c<strong>en</strong>ters, pero pudieran<br />
manejarse esquemas <strong>de</strong> automatización <strong>de</strong><br />
fuerza <strong>de</strong> v<strong>en</strong>tas o portales <strong>de</strong> autoservicio<br />
Recor<strong>de</strong>mos que al final CRM implica <strong>el</strong> administrar todas<br />
las interacciones que puedan existir <strong>en</strong>tre un negocio<br />
y sus cli<strong>en</strong>tes o consumidores, tratando <strong>de</strong> optimizar<br />
<strong>el</strong> ciclo <strong>de</strong> vida <strong>de</strong> los mismos (Figura 3).<br />
Pero más allá todavía <strong>de</strong> la administración <strong>de</strong> las r<strong>el</strong>aciones<br />
con <strong>el</strong> cli<strong>en</strong>te, CRM al igual que BI, son procesos o<br />
metodologías que con <strong>el</strong> paso <strong>de</strong>l tiempo han ido cambiando<br />
<strong>de</strong> nombre (Figura 4), pero no su objetivo, que es<br />
proporcionar soporte para la toma <strong>de</strong> <strong>de</strong>cisiones.<br />
Gran parte <strong>de</strong>l auge actual <strong>de</strong> todas estas metodologías,<br />
se ha g<strong>en</strong>erado <strong>de</strong>bido a que <strong>en</strong> este mom<strong>en</strong>to<br />
nos <strong>en</strong>contramos vivi<strong>en</strong>do un boom tecnológico, <strong>en</strong> <strong>el</strong><br />
que las herrami<strong>en</strong>tas computacionales pasaron a formar<br />
parte medular <strong>de</strong> las organizaciones. Y la compet<strong>en</strong>cia<br />
<strong>en</strong>tre <strong>el</strong>las por convertirse <strong>en</strong> la que más valor<br />
aporte a una organización, es una p<strong>el</strong>ea a muerte <strong>en</strong><br />
la que <strong>en</strong> <strong>el</strong> más mínimo <strong>de</strong>scuido, pue<strong>de</strong>n pasar <strong>de</strong><br />
ser vanguardistas a obsoletas.<br />
o Determination of Marketing Campaigns: it<br />
must be <strong>de</strong>termined which are the campaigns<br />
of marketing that really reach the<br />
cli<strong>en</strong>ts and which ones contribute to bring<br />
new ones.<br />
o Fast and effective Managem<strong>en</strong>t of Petitions:<br />
The most common practice is to use<br />
call c<strong>en</strong>ters, but other systems of automation<br />
of sales forces or auto service portals<br />
could be managed too.<br />
We must remember that, at the <strong>en</strong>d, CRM<br />
is about administrating all the r<strong>el</strong>ations that<br />
could exist betwe<strong>en</strong> a business and its cli<strong>en</strong>t<br />
or consumers, trying to optimize the life cycle of<br />
these. (Figure 3).<br />
But ev<strong>en</strong> beyond the Cli<strong>en</strong>t R<strong>el</strong>ationship Managem<strong>en</strong>t,<br />
CRM just like BI, are a process or a<br />
methodology that with the pass of time have<br />
be<strong>en</strong> changing their names (Figure 4) but not<br />
their objective, which is to give support in <strong>de</strong>cision<br />
making.<br />
A large part of today´s t<strong>en</strong><strong>de</strong>ncy to use all this<br />
types of methods, has happ<strong>en</strong>ed because at<br />
this point we are facing a technologic boom,<br />
in which computer tools have become a<br />
spine-like part of organizations, the competitions<br />
among them is about who will add more<br />
value to an organization; it is a fight to <strong>de</strong>ath in<br />
which the slightest mistake will <strong>de</strong>ci<strong>de</strong> if it becomes<br />
obsolete or up to date.<br />
Figura 4. Evolución <strong>de</strong> BI con <strong>el</strong> paso <strong>de</strong>l tiempo/ Evolution of BI<br />
Source/Fu<strong>en</strong>te: Moss & Atre (2003)<br />
Now, the culture of organizations is changing to<br />
focus on the needs of the cli<strong>en</strong>t and the profit<br />
of all the date they possess. This same way of<br />
thinking is the one followed in today´s Bi concept,<br />
that is why a lot of tools are appearing in<br />
the market that is attacking this area and that<br />
is the same reason Bi is <strong>en</strong>tering organizations<br />
un<strong>de</strong>r the thought that BI consists on tools (reports,<br />
dashboards, indicators, diagrams, etc.)<br />
and that is not so; we must not loose sight of<br />
the i<strong>de</strong>a that software tools were born with the<br />
objective of supporting the processes no matter<br />
how much they evolve, and that objective<br />
is still the same.<br />
<strong>Negocios</strong><br />
Business<br />
Ahora bi<strong>en</strong>, la cultura <strong>de</strong> las organizaciones está cambiando<br />
para <strong>en</strong>focarse <strong>en</strong> las necesida<strong>de</strong>s <strong>de</strong>l cli<strong>en</strong>te<br />
y <strong>el</strong> aprovechami<strong>en</strong>to <strong>de</strong> todos los datos que posean.<br />
Ésta misma i<strong>de</strong>ología es la que se sigue <strong>en</strong> <strong>el</strong> concepto<br />
actual <strong>de</strong> BI, es por <strong>el</strong>lo que están surgi<strong>en</strong>do muchas<br />
herrami<strong>en</strong>tas <strong>en</strong> <strong>el</strong> mercado que se <strong>en</strong>cu<strong>en</strong>tran atacando<br />
éste segm<strong>en</strong>to y por ese mismo motivo es que <strong>el</strong><br />
concepto <strong>de</strong> BI está p<strong>en</strong>etrando <strong>en</strong> las organizaciones,<br />
sesgándose a que BI son herrami<strong>en</strong>tas (reportes, tableros,<br />
indicadores, cubos, etc.) y no es así, no hay que<br />
per<strong>de</strong>r <strong>de</strong> vista que las herrami<strong>en</strong>tas computacionales<br />
nacieron con <strong>el</strong> objetivo <strong>de</strong> dar soporte a los procesos<br />
y sin importar que tanto evolucion<strong>en</strong>, su objetivo sigue<br />
si<strong>en</strong>do <strong>el</strong> mismo.<br />
13
14<br />
Legal, Fiscal & Financial Advisors<br />
Conclusión<br />
El cli<strong>en</strong>te es <strong>el</strong> rey; una vez automatizados los procesos<br />
internos se ha situado <strong>en</strong> la cúspi<strong>de</strong> <strong>de</strong> los <strong>de</strong>seos empresariales,<br />
es <strong>el</strong> valor más importante e indisp<strong>en</strong>sable:<br />
sin cli<strong>en</strong>te no hay nada. A<strong>de</strong>más es bombar<strong>de</strong>ado diariam<strong>en</strong>te<br />
por la compet<strong>en</strong>cia, ya que los productos se<br />
han vu<strong>el</strong>to “commodities” y <strong>el</strong> servicio al cli<strong>en</strong>te es la<br />
manera <strong>de</strong> difer<strong>en</strong>ciarse <strong>de</strong> los <strong>de</strong>más. El establecer r<strong>el</strong>aciones<br />
con cada cli<strong>en</strong>te por separado, dándoles un<br />
trato personalizado, y haciéndoles participar <strong>en</strong> la r<strong>el</strong>ación<br />
comercial es la base <strong>de</strong> las compañías que triunfan<br />
<strong>en</strong> <strong>el</strong> mercado actual. Empresas que han optado<br />
por <strong>el</strong> <strong>de</strong>sarrollo <strong>de</strong> políticas basadas <strong>en</strong> la expansión y<br />
<strong>el</strong> crecimi<strong>en</strong>to han perdido cli<strong>en</strong>tes que no se han visto<br />
at<strong>en</strong>didos como esperaban. <strong>La</strong>s experi<strong>en</strong>cias <strong>de</strong> empresas<br />
<strong>en</strong> este campo indican que conocer a los cli<strong>en</strong>tes,<br />
r<strong>el</strong>acionarse, fi<strong>de</strong>lizarlos y crecer con <strong>el</strong>los es <strong>de</strong> 3 a<br />
20 veces más r<strong>en</strong>table, <strong>de</strong>p<strong>en</strong>di<strong>en</strong>do <strong>de</strong>l sector, que ir<br />
<strong>en</strong> busca <strong>de</strong> nuevos cli<strong>en</strong>tes. Asegurar su fi<strong>de</strong>lidad resultará<br />
la mejor fórmula para proyectar <strong>el</strong> crecimi<strong>en</strong>to.<br />
Conocer al cli<strong>en</strong>te y conseguir saber qué ofertas se le<br />
pue<strong>de</strong>n hacer para mant<strong>en</strong>erlo, es algo fundam<strong>en</strong>tal<br />
para la empresa actual. Implantar una estrategia <strong>de</strong><br />
CRM <strong>en</strong> la empresa, permitirá capturar y analizar <strong>de</strong> forma<br />
sistemática la información prov<strong>en</strong>i<strong>en</strong>te <strong>de</strong> los cli<strong>en</strong>tes<br />
para captar las sutiles difer<strong>en</strong>cias <strong>en</strong>tre éstos.<br />
Ésta información basada <strong>en</strong> hechos, facilitará nuestra<br />
toma <strong>de</strong> <strong>de</strong>cisiones <strong>en</strong> lo que respecta a la personalización<br />
<strong>de</strong> servicios y a productos para atraer, ret<strong>en</strong>er,<br />
profundizar y ext<strong>en</strong><strong>de</strong>r/ampliar <strong>en</strong> las r<strong>el</strong>aciones con<br />
Conclusion<br />
The cli<strong>en</strong>t is the King; once the inner processes<br />
are automated they turn into the z<strong>en</strong>ith of the<br />
business wishes, it is the most important and indisp<strong>en</strong>sable<br />
value: there is nothing without the<br />
customer. Besi<strong>de</strong>s, the cli<strong>en</strong>t is bombed everyday<br />
with publicity form the competition, since<br />
products have become “commodities” and<br />
the service for the customer is the way to be<br />
differ<strong>en</strong>t from others. To establish r<strong>el</strong>ationships<br />
with each separate customer, giving them a<br />
personalized treatm<strong>en</strong>t and making them part<br />
of the commercial r<strong>el</strong>ationship is the base of<br />
the companies that triumph in the today´s<br />
market. Companies that have chos<strong>en</strong> the <strong>de</strong>v<strong>el</strong>opm<strong>en</strong>t<br />
of policies based in expansion and<br />
growth have lost cli<strong>en</strong>ts which have not be<strong>en</strong><br />
att<strong>en</strong><strong>de</strong>d as they expected to. The experi<strong>en</strong>ces<br />
of such companies indicate that knowing<br />
the cli<strong>en</strong>ts, r<strong>el</strong>ating to them, making them loyal<br />
and growing with them is form 3 to 20 times<br />
more profitable, <strong>de</strong>p<strong>en</strong>ding on the sector,<br />
than searching for new cli<strong>en</strong>ts. To secure their<br />
loyalty will result a better formula to show the<br />
growth of the company.<br />
Knowing the cli<strong>en</strong>t and making him offers to<br />
keep him with you, is fundam<strong>en</strong>tal for today´s<br />
companies. To use a CRM strategy in the company<br />
will allow capturing and analyzing in a<br />
systematic way, the information coming from<br />
the cli<strong>en</strong>ts in or<strong>de</strong>r to get the subtle differ<strong>en</strong>ces<br />
among them. This information based in facts,<br />
will make taking <strong>de</strong>cisions easier for us in matter<br />
of personalization of services and products<br />
to attract, maintain and ext<strong>en</strong>d the r<strong>el</strong>ationships<br />
with our cli<strong>en</strong>ts, according with the lev<strong>el</strong><br />
of profitability of each one. The key is to keep<br />
with us the ones that are more profitable without<br />
being scared to letting go the ones that<br />
give us a low profit.<br />
We conclu<strong>de</strong> with a quote from Janice An<strong>de</strong>rson,<br />
VP of CRM Solutions of Luc<strong>en</strong>t Technologies:<br />
“You will obtain more from your cli<strong>en</strong>ts´<br />
wallet, wh<strong>en</strong> you take the time to look<br />
after them”.<br />
<strong>Negocios</strong><br />
Business<br />
nuestros difer<strong>en</strong>tes cli<strong>en</strong>tes, según <strong>el</strong> niv<strong>el</strong> <strong>de</strong> r<strong>en</strong>tabilidad<br />
<strong>de</strong> cada uno <strong>de</strong> <strong>el</strong>los. <strong>La</strong> clave será ret<strong>en</strong>er a los<br />
más r<strong>en</strong>tables, sin miedo a <strong>de</strong>jar que se alej<strong>en</strong> aqu<strong>el</strong>los<br />
que ofrec<strong>en</strong> una baja r<strong>en</strong>tabilidad.<br />
Se pue<strong>de</strong> cerrar con una cita <strong>de</strong> Janice An<strong>de</strong>rson, VP<br />
<strong>de</strong> CRM Solutions <strong>de</strong> Luc<strong>en</strong>t Technologies: “Obt<strong>en</strong>drás<br />
más <strong>de</strong> la billetera <strong>de</strong> tus cli<strong>en</strong>tes, cuando te tomes <strong>el</strong><br />
tiempo <strong>de</strong> estar al p<strong>en</strong>di<strong>en</strong>te <strong>de</strong> <strong>el</strong>los”.<br />
15
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
Desarrollo
18<br />
Legal, Fiscal & Financial Advisors<br />
Historia <strong>de</strong> los Movimi<strong>en</strong>tos Sociales<br />
<strong>La</strong> Economía Capitalista organizada <strong>en</strong> torno a los principios<br />
<strong>de</strong>l liberalismo, esta consagrada su pres<strong>en</strong>cia <strong>en</strong><br />
dos clases sociales: la trabajadora y la poseedora <strong>de</strong><br />
los medios <strong>de</strong> producción y tecnológicos. Al paso <strong>de</strong>l<br />
tiempo se ext<strong>en</strong>dió la percepción <strong>de</strong> que <strong>el</strong> capitalismo<br />
consagraba unas injustas <strong>de</strong>sigualda<strong>de</strong>s que había<br />
que excluir.<br />
Los movimi<strong>en</strong>tos obreros surgieron <strong>de</strong> esas condiciones<br />
y su fuerza estaba <strong>en</strong> función al grado <strong>de</strong> <strong>de</strong>sarrollo<br />
industrial <strong>de</strong> los países.<br />
Los primeros movimi<strong>en</strong>tos tuvieron sus inicios <strong>en</strong> Inglaterra<br />
y no <strong>en</strong> otros países <strong>de</strong>bido a su carácter <strong>de</strong> pionera<br />
<strong>en</strong> la industrialización. Con <strong>el</strong> tiempo <strong>en</strong> torno al<br />
p<strong>en</strong>sami<strong>en</strong>to marxista surgieron partidos <strong>de</strong> extracción<br />
obrera que alcanzaron una gran importancia <strong>en</strong> la sociedad<br />
actual.<br />
Ludismo<br />
Se caracterizo por la oposición a la introducción <strong>de</strong> la<br />
maquinaria <strong>en</strong> <strong>el</strong> proceso <strong>de</strong> producción. Se <strong>de</strong>sarrollo<br />
durante las primeras etapas <strong>de</strong>l proceso industrial y<br />
dio lugar a acciones <strong>de</strong> <strong>de</strong>strucción y quema <strong>de</strong> maquinaria.<br />
Su dirig<strong>en</strong>te Ned Ludd qui<strong>en</strong> t<strong>en</strong>ia <strong>de</strong> oficio<br />
tejedor, organizo una oleada <strong>de</strong> am<strong>en</strong>azas, tumultos y<br />
<strong>de</strong>sor<strong>de</strong>nes contra los industriales, lo cual provoco la<br />
interv<strong>en</strong>ción <strong>de</strong>l gobierno exist<strong>en</strong>te.<br />
History of Social Movem<strong>en</strong>ts<br />
The pres<strong>en</strong>ce of the Capitalist Economy organized<br />
around the principles of liberalism,<br />
is showed in two social classes: the working<br />
class and the class which possesses the production<br />
media and the latest technology. As<br />
years w<strong>en</strong>t by, the i<strong>de</strong>a that the capitalism was<br />
based in unfair inequalities which had to be<br />
exclu<strong>de</strong>d got spread.<br />
<strong>La</strong>bor movem<strong>en</strong>ts rose insi<strong>de</strong> these conditions<br />
and their str<strong>en</strong>gth was in function to the <strong>de</strong>gree<br />
of industrial <strong>de</strong>v<strong>el</strong>opm<strong>en</strong>t of the countries it rose in.<br />
The first movem<strong>en</strong>ts started in England; this is<br />
explicable because England was a pioneer in<br />
industrialization. Ev<strong>en</strong>tually, with Marxist thinking<br />
some parties which emerged from the working<br />
class appeared; these gained a lot of importance<br />
in actual society too.<br />
Luddism<br />
It consisted on the opposition to the introduction<br />
of machinery in the process of production. It was<br />
<strong>de</strong>v<strong>el</strong>oped during the first years of the industrial<br />
process and it gave place to actions of <strong>de</strong>struction<br />
and ev<strong>en</strong> burning of machinery. Ned Ludd –<br />
the lea<strong>de</strong>r of the movem<strong>en</strong>t – who was a weaver,<br />
organized threats, riots and other disturbs against<br />
industrial owners, which caused the interv<strong>en</strong>tion<br />
of the governm<strong>en</strong>t of that time.<br />
This agitation affected the textile industry first and<br />
the next one was the country, where Captain<br />
Swing <strong>de</strong>stroyed threshers.<br />
These actions prece<strong>de</strong>d more <strong>de</strong>structive actions,<br />
not only directed to machines but to the<br />
owners of these.<br />
Other countries with similar kinds of disturbs were:<br />
France, B<strong>el</strong>gium, Germany and Spain.<br />
Chartism<br />
ts focus was the contact betwe<strong>en</strong> the workers<br />
and political action. In the letter requesting the<br />
withdrawal of the certificate of ownership as a requirem<strong>en</strong>t<br />
for membership of Parliam<strong>en</strong>t, parliam<strong>en</strong>tary<br />
immunity, a salary for <strong>de</strong>puties, and so<br />
on., These requests were consi<strong>de</strong>red key to social<br />
transformation.<br />
The failure of Chartism was due to infighting<br />
among mo<strong>de</strong>rate and radical curr<strong>en</strong>ts, but especially<br />
the failure of the revolution of 1848, causing<br />
the social movem<strong>en</strong>ts will focus on the unions.<br />
Despite moving away was the basis for the British<br />
governm<strong>en</strong>t to am<strong>en</strong>d its legislation to have a<br />
more social cont<strong>en</strong>t.<br />
The Revolution of 1848<br />
It got ext<strong>en</strong><strong>de</strong>d through a large part of Europe<br />
and the <strong>de</strong>mands were conc<strong>en</strong>trated in an expansion<br />
of rights and freedoms: worldwi<strong>de</strong> vote<br />
Desarrollo Humano<br />
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
<strong>La</strong> agitación afecto inicialm<strong>en</strong>te la industria textil y <strong>el</strong><br />
sigui<strong>en</strong>te sector fue <strong>el</strong> campo don<strong>de</strong> su cabecilla Capitán<br />
Swing <strong>de</strong>struyó trilladoras.<br />
Lo anterior creo <strong>el</strong> prece<strong>de</strong>nte <strong>de</strong> acciones ya no <strong>de</strong><br />
<strong>de</strong>strucción <strong>de</strong> propiedad, sino <strong>de</strong> sus propietarios.<br />
Otros países con similares <strong>de</strong>sor<strong>de</strong>nes fueron: Francia,<br />
Bélgica, Alemania y España.<br />
El Cartismo<br />
Su <strong>en</strong>foque era <strong>el</strong> contacto <strong>de</strong> los obreros con la acción<br />
política. En la Carta solicitaban la supresión <strong>de</strong>l certificado<br />
<strong>de</strong> propiedad como requisito para formar parte<br />
<strong>de</strong>l Parlam<strong>en</strong>to, inmunidad parlam<strong>en</strong>taria, un su<strong>el</strong>do<br />
para los diputados, etc.; esas peticiones consi<strong>de</strong>raban<br />
eran claves para una transformación social.<br />
El fracaso <strong>de</strong>l cartismo se <strong>de</strong>bió a luchas internas <strong>en</strong>tre<br />
sus corri<strong>en</strong>tes mo<strong>de</strong>radas y radicales, pero sobre todo<br />
al fracaso <strong>de</strong> la revolución <strong>de</strong> 1848, ocasionando que<br />
los movimi<strong>en</strong>tos sociales se <strong>en</strong>focaran <strong>en</strong> los sindicatos.<br />
A pesar <strong>de</strong> <strong>de</strong>saparecer <strong>el</strong> movimi<strong>en</strong>to fue la base para<br />
que <strong>el</strong> gobierno británico modificara su legislación a<br />
que tuviera un mayor cont<strong>en</strong>ido social.<br />
<strong>La</strong> Revolución <strong>de</strong> 1848<br />
Se ext<strong>en</strong>dió a gran parte <strong>de</strong>l contin<strong>en</strong>te europeo y sus<br />
<strong>de</strong>mandas se c<strong>en</strong>traron <strong>en</strong> una ampliación <strong>de</strong> los <strong>de</strong>rechos<br />
y liberta<strong>de</strong>s: sufragio universal masculino, <strong>de</strong>mocracia,<br />
asist<strong>en</strong>cia social, <strong>de</strong>recho <strong>de</strong>l trabajo, libre<br />
sindicato, etc.<br />
19
20<br />
Legal, Fiscal & Financial Advisors<br />
Este movimi<strong>en</strong>to fue muy importante para Francia don<strong>de</strong><br />
la presión social llevo a la caída <strong>de</strong> la monarquía <strong>de</strong><br />
Luis F<strong>el</strong>ipe <strong>el</strong> llamado Rey Burges<br />
Durante <strong>el</strong> gobierno provisional se crearon los talleres<br />
nacionales y se fijo la jornada máxima <strong>de</strong> trabajo <strong>en</strong> 10<br />
horas, int<strong>en</strong>tando absorber <strong>el</strong> <strong>en</strong>orme paro que asolaba<br />
al país. Pero a los pocos meses <strong>de</strong> se apertura los<br />
Talleres nacionales cerraron.<br />
El apr<strong>en</strong>dizaje para los trabajadores fue que <strong>de</strong>bían<br />
confiar <strong>en</strong> sus fuerzas y no t<strong>en</strong>er alianzas con <strong>el</strong> sector<br />
capitalista por lo que se organizo <strong>en</strong> sindicatos y empr<strong>en</strong>dió<br />
su acción política bajo las corri<strong>en</strong>tes <strong>de</strong>l marxismo<br />
y <strong>de</strong>l anarquismo.<br />
Sufragio y feminismo<br />
El liberalismo no aporto cambios significativos a la situación<br />
política, social y económica <strong>de</strong> las mujeres. Tan solo<br />
les fue permitido <strong>el</strong> que pudieran trabajar <strong>en</strong> las minas<br />
bajo una fuerte explotación. T<strong>en</strong>i<strong>en</strong>do vetadas las áreas<br />
profesionales <strong>de</strong> mayor responsabilidad así como <strong>de</strong> la<br />
educación superior durante un largo tiempo.<br />
<strong>La</strong>s principales aban<strong>de</strong>radas <strong>de</strong>l feminismo fueron las<br />
británicas y estadouni<strong>de</strong>nses seguidas <strong>de</strong> las escandinavas<br />
y holan<strong>de</strong>sas<br />
Conocidas figuras <strong>de</strong>l movimi<strong>en</strong>to fueron la Británica<br />
Emm<strong>el</strong>ine Pankhurst fundadora <strong>de</strong> la Unión Social y Política<br />
<strong>de</strong> Mujeres; otra activista fue Emily Davison qui<strong>en</strong><br />
murió <strong>en</strong> 1913 <strong>en</strong> una acción <strong>de</strong> protesta.<br />
for m<strong>en</strong>, <strong>de</strong>mocracy, social assistance, right to<br />
work, free unions, etc.<br />
This movem<strong>en</strong>t was especially important for<br />
France, where social pressure caused the fall<br />
of the monarchy of the King of Bourges, Louis<br />
Philippe I.<br />
During the provisional governm<strong>en</strong>t the “national<br />
workshops” were created and the work shift of 10<br />
hours as a maximum was stated, as an attempt<br />
to absorb the halt that was striking the country.<br />
But a few months from the op<strong>en</strong>ing of the workshops,<br />
they closed.<br />
The workers learned that they should trust their<br />
own str<strong>en</strong>gth and not the alliances with the capitalist<br />
sector; the consequ<strong>en</strong>ce was the organization<br />
of unions and the launch of political actions<br />
un<strong>de</strong>r the i<strong>de</strong>as of Marxism and Anarchism.<br />
Voting and feminism<br />
Liberalism did not contribute with significant<br />
changes to the economical, political and social<br />
situation of the wom<strong>en</strong>. It was only allowed for<br />
the wom<strong>en</strong> to work on the mines un<strong>de</strong>r a strong<br />
situation of exploitation. It was prohibited for them<br />
the professional areas of work that required a<br />
bigger responsibility, as w<strong>el</strong>l as the education in<br />
a university.<br />
The principal supporters of the feminism were the<br />
British wom<strong>en</strong> and the American ones, followed<br />
by the Scandinavian and the Dutch wom<strong>en</strong>.<br />
Famous figures of this movem<strong>en</strong>t were Emm<strong>el</strong>ine<br />
Pankhurst (British), foun<strong>de</strong>r of the Wom<strong>en</strong>´s Social<br />
and Political Union; another activist was Emily Davison,<br />
who died in 1913 during an action of protest.<br />
In Spain, we can highlight Concepción Ar<strong>en</strong>al<br />
who att<strong>en</strong><strong>de</strong>d, disguised as a man, to the C<strong>en</strong>tral<br />
University (now the Complut<strong>en</strong>se University of<br />
Madrid) which had forbid teaching to wom<strong>en</strong>.<br />
The <strong>de</strong>cisive mom<strong>en</strong>t of this movem<strong>en</strong>t was during<br />
the First World War, wh<strong>en</strong> wom<strong>en</strong> substituted<br />
m<strong>en</strong> in the factories while they were fighting.<br />
In 1920, the vote was authorized for all British<br />
wom<strong>en</strong>, while in Spain this happ<strong>en</strong>ed until the<br />
year 1931.<br />
It is important to stand out the fact that a protest<br />
does not need to wait for an injustice to happ<strong>en</strong>,<br />
people protest because they can do it.<br />
We must be aware of certain concepts<br />
before stepping more into the history of<br />
social movem<strong>en</strong>ts.<br />
Protest.- it is carried on by a group of people that<br />
take an action r<strong>el</strong>ated to a conflict.<br />
Mobilization.- it refers to a physical situation,<br />
which means the act of moving or forming<br />
groups (more r<strong>el</strong>ated with the military sector).<br />
Desarrollo Humano<br />
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
En España <strong>de</strong>staco Concepción Ar<strong>en</strong>al qui<strong>en</strong> asistió<br />
disfrazada <strong>de</strong> hombre a la universidad <strong>de</strong> Complut<strong>en</strong>se<br />
que t<strong>en</strong>ia prohibido la <strong>en</strong>señanza a las mujeres.<br />
El mom<strong>en</strong>to <strong>de</strong>cisivo <strong>de</strong> este movimi<strong>en</strong>to fue durante la<br />
primera guerra mundial ya que la mujer suplió al hombre<br />
<strong>en</strong> las fábricas mi<strong>en</strong>tras este luchaba <strong>en</strong> <strong>el</strong> fr<strong>en</strong>te.<br />
En 1920 se autorizo <strong>el</strong> voto a todas las mujeres británicas<br />
<strong>en</strong> tanto que <strong>en</strong> España fue hasta <strong>el</strong> año <strong>de</strong> 1931.<br />
Es importante <strong>de</strong>satacar que para que haya protestas<br />
no es necesaria una injusticia; la g<strong>en</strong>te que protesta lo<br />
hace porque pue<strong>de</strong> hacerlo.<br />
Hay que t<strong>en</strong>er pres<strong>en</strong>te <strong>el</strong> significado <strong>de</strong> ciertos conceptos<br />
para a<strong>de</strong>ntrarnos a los movimi<strong>en</strong>tos sociales.<br />
Protesta.- llevada a cabo por grupo <strong>de</strong> personas que<br />
inician un conflicto o toman participación <strong>en</strong> <strong>el</strong> mismo.<br />
Movilización.- Se refiere a una situación física, es <strong>de</strong>cir,<br />
<strong>el</strong> acto <strong>de</strong> moverse o agruparse<br />
Acción colectiva.- es difer<strong>en</strong>te a la acción social hace<br />
refer<strong>en</strong>cia a acciones, protestas o movilizaciones positivas<br />
que no son producto <strong>de</strong> reacción, sino que pue<strong>de</strong>n<br />
ser producto <strong>de</strong> iniciativas. Es un concepto que abarca<br />
todo <strong>el</strong> universo <strong>de</strong> la protesta.<br />
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Legal, Fiscal & Financial Advisors<br />
En nuestro país inicialm<strong>en</strong>te a las <strong>el</strong>ites com<strong>en</strong>zaron a<br />
movilizarse, pero al t<strong>en</strong>er un número reducido <strong>de</strong> participantes<br />
no llegaban al objetivo <strong>de</strong>seado.<br />
Exist<strong>en</strong> tres rasgos <strong>en</strong> que se basa esta movilización<br />
1.- <strong>La</strong> g<strong>en</strong>te con po<strong>de</strong>r esta mirando constantem<strong>en</strong>te<br />
la política institucional int<strong>en</strong>tando influir <strong>en</strong> <strong>el</strong>la a<br />
través <strong>de</strong> cualquier forma <strong>de</strong> movilización.<br />
2.- <strong>La</strong>s instituciones respon<strong>de</strong>n con negativas, negociaciones,<br />
etc.<br />
3.- No hay que olvidar la ley que regula aspectos <strong>de</strong><br />
los movimi<strong>en</strong>tos no institucionales<br />
Los grupos no se produc<strong>en</strong> por agregación <strong>de</strong> forma<br />
espontánea. Cuando se crean es por que ti<strong>en</strong><strong>en</strong> un<br />
problema que se soluciona <strong>de</strong> una forma <strong>de</strong>terminada<br />
Hay difer<strong>en</strong>tes tipos <strong>de</strong> re<strong>de</strong>s <strong>de</strong>ntro <strong>de</strong> las cuales hay<br />
partidos, gran<strong>de</strong>s organizaciones políticas, sociales,<br />
etc., Pero no son la única forma <strong>de</strong> agrupación.<br />
Si <strong>de</strong> las re<strong>de</strong>s <strong>de</strong> que hablamos son las que forman<br />
las personas al r<strong>el</strong>acionarse unas con otras, la sociedad<br />
siempre ha sido una red y si hablamos <strong>de</strong> movimi<strong>en</strong>tos<br />
activistas también estuvieron siempre ahí, r<strong>el</strong>acionándose<br />
unos con otros. Sin embargo t<strong>en</strong>emos dos<br />
<strong>el</strong>em<strong>en</strong>tos nuevos r<strong>el</strong>acionados con esta cuestión que<br />
todo <strong>el</strong> mundo <strong>en</strong>ti<strong>en</strong><strong>de</strong> intuitivam<strong>en</strong>te. Por un lado la<br />
Internet y por <strong>el</strong> otro lado la aparición <strong>en</strong> los últimos<br />
años <strong>de</strong> una amplia literatura sobre re<strong>de</strong>s aplicada a<br />
Collective action.- it is differ<strong>en</strong>t form a social action<br />
since it refers to actions which are not a product<br />
of a reaction but of an initiative. It compreh<strong>en</strong>ds<br />
the whole universe of protests.<br />
In our country, the <strong>el</strong>ites were the first to begin<br />
with mobilizations, but because of the reduced<br />
number of participants, they dis not accomplish<br />
the dwsired objective.<br />
There are 3 characteristics on which this mobilization<br />
is based on:<br />
1.- People with power is in constant watch of the<br />
institutional policy, trying to have an influ<strong>en</strong>ce<br />
on it through any type of actions.<br />
2.- Institutions respond with negatives, negotiations,<br />
etc.<br />
3.- It is important not to forget the law that regulates<br />
aspects of the non-institutional movem<strong>en</strong>ts.<br />
The groups are not “produced” spontaneously.<br />
They are formed because of a problem that<br />
needs to be solved.<br />
There are differ<strong>en</strong>t types of nets, insi<strong>de</strong> which<br />
there are parties, big political organizations, social<br />
organizations, etc. But these are not the only<br />
types of grouping there exist.<br />
If the nets we are talking about are the ones that<br />
people create wh<strong>en</strong> they r<strong>el</strong>ate to each other,<br />
th<strong>en</strong> society has always be<strong>en</strong> a net and if we<br />
talk about activist movem<strong>en</strong>ts, they have always<br />
be<strong>en</strong> there too, r<strong>el</strong>ating to each other; but there<br />
are two new <strong>el</strong>em<strong>en</strong>ts r<strong>el</strong>ated to this matter that<br />
everybody un<strong>de</strong>rstands intuitiv<strong>el</strong>y. We have on<br />
one si<strong>de</strong> the <strong>de</strong>v<strong>el</strong>opm<strong>en</strong>t of the Internet and in<br />
the other one, the apparition on the last years<br />
of a vast literature about nets, which is applied<br />
to every fi<strong>el</strong>d, from Physics or Biology, to Economics;<br />
along with the inevitable publishing popular<br />
books about this same topic.<br />
A truly global world requires computers and instant<br />
information. In these times, it is nearly ess<strong>en</strong>tial<br />
to know very w<strong>el</strong>l this kind of media and social<br />
tools, since they´re another way for established<br />
and ext<strong>en</strong><strong>de</strong>d communication.<br />
List<strong>en</strong>ing and networks consruir<br />
Social networking is one of the best investm<strong>en</strong>ts<br />
for brands, as it is a virtual world where they can<br />
list<strong>en</strong> to consumer needs and the fe<strong>el</strong>ings they<br />
have toward products with a niche segm<strong>en</strong>t that<br />
no one offers. List<strong>en</strong> and know the best way to<br />
start building with the consumer, a solid brand.<br />
Before it was not so easy to meet the needs, but<br />
today, virtual communities offer this flexibility of<br />
approach in the talks with the participation of<br />
users within the same. Today social networking<br />
sites like FACEBOOK, TWITTER, YOUTUBE, MYSPACE,<br />
among others, have millions of members and<br />
thousands of users that are ad<strong>de</strong>d per day,<br />
which to log on, start a dialogue and share all<br />
kinds of sharing knowledge, experi<strong>en</strong>ces, music ,<br />
Desarrollo Humano<br />
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
todos los campos, <strong>de</strong>s<strong>de</strong> la física o la biológica, hasta<br />
la económica, con toda su inevitable secu<strong>el</strong>a <strong>de</strong> libros<br />
<strong>de</strong> divulgación.<br />
Pero un mundo verda<strong>de</strong>ram<strong>en</strong>te global requiere <strong>de</strong> or<strong>de</strong>nadores<br />
e información instantánea.<br />
En estos tiempos es casi indisp<strong>en</strong>sable conocer a fondo<br />
este tipo <strong>de</strong> medios y herrami<strong>en</strong>tas sociales puesto<br />
que son una forma más <strong>de</strong> comunicación establecida<br />
y ext<strong>en</strong>dida.<br />
Re<strong>de</strong>s sociales para escuchar y consruir<br />
<strong>La</strong>s re<strong>de</strong>s sociales son una <strong>de</strong> las mejores inversiones<br />
para marcas, ya que es un mundo virtual <strong>en</strong> <strong>el</strong> cual<br />
pue<strong>de</strong>n escuchar las necesida<strong>de</strong>s <strong>de</strong>l consumidor y<br />
los s<strong>en</strong>timi<strong>en</strong>tos que ti<strong>en</strong><strong>en</strong> hacia los productos, con<br />
una segm<strong>en</strong>tación <strong>de</strong> nicho que nadie ofrece.<br />
Escucharlos y conocerlos es la mejor forma <strong>de</strong> com<strong>en</strong>zar<br />
a construir junto con <strong>el</strong> consumidor, una marca solida.<br />
Antes no era tan fácil conocer las necesida<strong>de</strong>s,<br />
pero hoy <strong>en</strong> día, las comunida<strong>de</strong>s virtuales ofrec<strong>en</strong> esa<br />
flexibilidad <strong>de</strong> acercami<strong>en</strong>to <strong>en</strong> las conversaciones <strong>de</strong><br />
los usuarios con participación <strong>de</strong>ntro <strong>de</strong> las mismas.<br />
Hoy re<strong>de</strong>s sociales como FACEBOOK, TWITTER, YOU-<br />
TUBE, MYSPACE, <strong>en</strong>tre otras, cu<strong>en</strong>tan con millones <strong>de</strong><br />
miembros y miles <strong>de</strong> usuarios que se suman por día, los<br />
cuales al iniciar sesión, comi<strong>en</strong>zan un dialogar y participación<br />
comparti<strong>en</strong>do todo tipo <strong>de</strong> conocimi<strong>en</strong>tos,<br />
experi<strong>en</strong>cias, música, fotos, historias, vi<strong>de</strong>os y opiniones<br />
a tus amigos, familiares o conocidos. Así es como nos<br />
damos cu<strong>en</strong>ta que <strong>el</strong> consumidor opina, participa <strong>en</strong><br />
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24<br />
Legal, Fiscal & Financial Advisors<br />
<strong>el</strong> proceso <strong>de</strong> creación <strong>de</strong> marca o <strong>en</strong> los servicios, y<br />
es necesario que com<strong>en</strong>cemos a respetarlo, haci<strong>en</strong>do<br />
un marketing <strong>en</strong> <strong>el</strong> cual las empresas comi<strong>en</strong>c<strong>en</strong> a ver<br />
sus gustos y escuch<strong>en</strong> los discursos que están <strong>en</strong> boca<br />
<strong>de</strong> todos, para así crear estrategias que int<strong>en</strong>sifiqu<strong>en</strong> <strong>el</strong><br />
m<strong>en</strong>saje y refuerc<strong>en</strong> la credibilidad <strong>de</strong> las marcas.<br />
Se espera que <strong>en</strong> <strong>el</strong> 2012 un 63,2% <strong>de</strong> los usuarios <strong>de</strong><br />
internet <strong>de</strong> todo <strong>el</strong> mundo visitarán alguna red social<br />
al m<strong>en</strong>os una vez al mes, porc<strong>en</strong>taje que aum<strong>en</strong>tará<br />
hasta un 67,6% <strong>en</strong> 2013 y <strong>el</strong> 70,7% <strong>en</strong> 2014. Y hablando<br />
específicam<strong>en</strong>te <strong>de</strong> Facebook, <strong>en</strong> <strong>el</strong> 2012 acogerá a<br />
837,3 millones <strong>de</strong> personas <strong>de</strong> todo <strong>el</strong> mundo.<br />
Estados Unidos, t<strong>en</strong>drá 141,2 millones <strong>de</strong> usuarios <strong>en</strong><br />
2012, Brasil (45,4 millones <strong>de</strong> usuarios) y México (25,6<br />
millones <strong>de</strong> usuarios), los cuales son repartidos <strong>en</strong> <strong>en</strong> jóv<strong>en</strong>es<br />
<strong>de</strong> 18 a 29 años que ocupan un crecimi<strong>en</strong>to ac<strong>el</strong>erado,<br />
personas mayores <strong>de</strong> 64 años que ocupan un<br />
30% y las personas <strong>de</strong> 30 a 64 años que han mostrado<br />
crecimi<strong>en</strong>to mayor <strong>en</strong> comparación a años pasados.<br />
Sin duda, FACEBOOK es qui<strong>en</strong> ti<strong>en</strong>e mayor número <strong>de</strong><br />
visitantes diarias, llegando a los 310 millones <strong>de</strong> visitas,<br />
TWITTER se queda muy por <strong>de</strong>bajo, aunque creció <strong>en</strong><br />
usuarios registrados, la mitad <strong>de</strong> <strong>el</strong>los no interactúan<br />
con su cu<strong>en</strong>ta. Aún así los tweets diarios publicados<br />
crecieron <strong>en</strong> un 252% y a finales <strong>de</strong>l 2012 se esperan<br />
casi ti<strong>en</strong>e 500 millones <strong>de</strong> usuarios.<br />
En <strong>el</strong> mundo <strong>de</strong> la publicidad <strong>el</strong> se vive una forma nueva<br />
<strong>de</strong> ver la industria con las re<strong>de</strong>s sociales, comunicándose<br />
con los usuarios <strong>de</strong> forma directa, mucho más efectiva<br />
y m<strong>en</strong>os costosa que otros medios tradicionales.<br />
photos, stories, vi<strong>de</strong>os and reviews to your fri<strong>en</strong>ds,<br />
r<strong>el</strong>atives or acquaintances. This is how we realize<br />
that the consumer b<strong>el</strong>ieves the process involved<br />
in branding or services, and we need to begin to<br />
respect it, doing marketing in which companies<br />
begin to see their likes and list<strong>en</strong> to speeches are<br />
on everyone’s lips in or<strong>de</strong>r to create strategies to<br />
str<strong>en</strong>gth<strong>en</strong> the message and reinforce the credibility<br />
of the brands. It is expected that in 2012<br />
63.2% of Internet users worldwi<strong>de</strong> visit a social network<br />
at least once a month, and this perc<strong>en</strong>tage<br />
increased to 67.6% in 2013 and 70.7% in 2014<br />
. Speaking specifically of Facebook, will host in<br />
2012 837.3 million people around the world. U.S.<br />
users will have 141.2 million in 2012, Brazil (45.4 million<br />
users) and Mexico (25.6 million users), which<br />
are spread over in childr<strong>en</strong> 18 to 29 years occupying<br />
an acc<strong>el</strong>erated growth , people over<br />
64 who hold 30% and those 30 to 64 who have<br />
shown greater growth compared to past years.<br />
Undoubtedly, FACEBOOK is who has more visitors<br />
per day, reaching 310 million visits, TWITTER falls far<br />
b<strong>el</strong>ow, and raised in registered users, half of them<br />
do not interact with your account. Still published<br />
daily tweets increased by 252% since late 2012<br />
are expected to have nearly 500 million users In<br />
the advertising world is experi<strong>en</strong>cing a new way<br />
of seeing the social networking industry, communicating<br />
with users directly, much more effective<br />
and less costly than other traditional media.<br />
Desarrollo Humano<br />
Human Dev<strong>el</strong>opm<strong>en</strong>t<br />
25
Policy<br />
Política
28<br />
Legal, Fiscal & Financial Advisors<br />
El inédito sufragio <strong>de</strong>s<strong>de</strong> <strong>el</strong> exterior para<br />
<strong>el</strong>egir Jefe <strong>de</strong> Gobierno<br />
<strong>La</strong> <strong>el</strong>ección al Jefe <strong>de</strong> Gobierno <strong>de</strong>l Distrito Fe<strong>de</strong>ral será<br />
distinta este año ya que por ocasión primera se organizó<br />
también al otro lado <strong>de</strong> México.<br />
De manera inédita, los ciudadanos <strong>de</strong> la capital <strong>de</strong>l<br />
país que radican <strong>en</strong> <strong>el</strong> extranjero fueron convocados<br />
para tal <strong>el</strong>ección, lo cual repres<strong>en</strong>ta un avance <strong>en</strong> <strong>el</strong><br />
tema <strong>de</strong> los <strong>de</strong>rechos político-<strong>el</strong>ectorales <strong>de</strong> los migrantes,<br />
pues se les garantizó <strong>el</strong> <strong>de</strong>recho al sufragio, sin<br />
que para <strong>el</strong>lo resultara impedim<strong>en</strong>to don<strong>de</strong> radiqu<strong>en</strong>.<br />
El antece<strong>de</strong>nte principal <strong>de</strong> <strong>el</strong>lo, fue la reforma que <strong>en</strong><br />
2006 se efectuó al artículo 36 <strong>de</strong> la Constitución Política<br />
<strong>de</strong> los Estados Unidos Mexicanos que autorizó <strong>el</strong> voto<br />
extraterritorial, es <strong>de</strong>cir, <strong>el</strong>egir fuera <strong>de</strong>l distrito <strong>el</strong>ectoral<br />
señalado <strong>en</strong> la Cre<strong>de</strong>ncial para Votar con Fotografía,<br />
<strong>en</strong> respuesta a la reivindicación <strong>de</strong> reconocer <strong>el</strong> pl<strong>en</strong>o<br />
<strong>de</strong>recho a la repres<strong>en</strong>tación política <strong>de</strong> los ciudadanos,<br />
<strong>en</strong> la <strong>int<strong>el</strong>ig<strong>en</strong>cia</strong> <strong>de</strong> que aquéllos que habit<strong>en</strong> <strong>en</strong><br />
<strong>el</strong> extranjero no sean excluidos <strong>de</strong> participar <strong>en</strong> la vida<br />
<strong>de</strong>mocrática <strong>de</strong>l país.<br />
Bajo ese concepto incluy<strong>en</strong>te y con fundam<strong>en</strong>to <strong>en</strong><br />
la indicada <strong>en</strong>mi<strong>en</strong>da constitucional com<strong>en</strong>zó a a<strong>de</strong>cuarse<br />
la legislación <strong>de</strong>l Distrito Fe<strong>de</strong>ral.<br />
En un comi<strong>en</strong>zo, <strong>el</strong> 10 <strong>de</strong> <strong>en</strong>ero <strong>de</strong> 2008 <strong>el</strong> <strong>en</strong>tonces Código<br />
Electoral <strong>de</strong>l Distrito Fe<strong>de</strong>ral estableció solam<strong>en</strong>te<br />
como facultad <strong>de</strong>l Instituto Electoral <strong>de</strong>l Distrito Fe<strong>de</strong>ral<br />
The unprece<strong>de</strong>nted vote from<br />
abroad to choose<br />
Head of Governm<strong>en</strong>t<br />
The <strong>el</strong>ection of the Head of the Fe<strong>de</strong>ral District<br />
will be differ<strong>en</strong>t this year because for the first<br />
time was also organized across Mexico.<br />
De way unpublished, citiz<strong>en</strong>s of the capital of<br />
country that lie in abroad were summoned for<br />
such <strong>el</strong>ection, which repres<strong>en</strong>ts an advance<br />
in the rights issue political-<strong>el</strong>ectoral of migrants,<br />
because were guaranteed the right to suffrage,<br />
without This proves that where radiqu<strong>en</strong><br />
impedim<strong>en</strong>t.<br />
The main prece<strong>de</strong>nt for this, was the reform in<br />
2006 was ma<strong>de</strong> to Article 36 of the Constitution<br />
of the United Mexican States authorizing<br />
extraterritorial voting, that is, choose outsi<strong>de</strong> the<br />
constitu<strong>en</strong>cy indicated in the voting card Photography<br />
in response to the <strong>de</strong>mand to recognize<br />
the full right to political repres<strong>en</strong>tation of<br />
citiz<strong>en</strong>s, on the un<strong>de</strong>rstanding that those who<br />
resi<strong>de</strong> abroad are not exclu<strong>de</strong>d from participation<br />
in the <strong>de</strong>mocratic life of the country.<br />
Un<strong>de</strong>r this concept inclusive and based on<br />
the stated constitutional am<strong>en</strong>dm<strong>en</strong>t began<br />
to adapt the law of the Fe<strong>de</strong>ral District.<br />
At first, the January 10, 2008 the th<strong>en</strong> Fe<strong>de</strong>ral<br />
District Electoral Co<strong>de</strong> established only as a<br />
faculty of the Fe<strong>de</strong>ral District Electoral Institute<br />
(IEDF) analyze, how lik<strong>el</strong>y or not, was to organize<br />
the <strong>el</strong>ection of head of governm<strong>en</strong>t including<br />
voters resi<strong>de</strong>nts outsi<strong>de</strong> of Mexico.<br />
However, it was a legal addition which only <strong>en</strong>visaged<br />
the preparation of this choice as there<br />
were available means that his condition warranted<br />
<strong>de</strong>v<strong>el</strong>op rules to <strong>en</strong>sure that the <strong>el</strong>ectoral<br />
authority to prepare and implem<strong>en</strong>t an<br />
<strong>el</strong>ection effectiv<strong>el</strong>y across bor<strong>de</strong>rs.<br />
Thus in 2010 the Fe<strong>de</strong>ral District Legislative Assembly<br />
am<strong>en</strong><strong>de</strong>d the rules thanks to the publication<br />
of the Co<strong>de</strong> of Electoral Institutions and<br />
Procedures of the Fe<strong>de</strong>ral District, in short, provi<strong>de</strong>s<br />
in Article 14, section III, 35, sections I, paragraph<br />
d), XXVII , XVIII, 57:<br />
• The <strong>el</strong>ection of head of governm<strong>en</strong>t is<br />
checked throughout the Fe<strong>de</strong>ral District<br />
which will be consi<strong>de</strong>red as a single constitu<strong>en</strong>cy<br />
ev<strong>en</strong> for the votes of the citiz<strong>en</strong>s of<br />
Mexico City located abroad;<br />
• The use of <strong>el</strong>ectronic tools including the<br />
vote of those citiz<strong>en</strong>s;<br />
• The power to authorize the IEDF mechanisms,<br />
docum<strong>en</strong>tation and other inputs<br />
nee<strong>de</strong>d to promote and seek the vote of<br />
the Fe<strong>de</strong>ral District citiz<strong>en</strong>s residing abroad,<br />
only for the <strong>el</strong>ection of head of governm<strong>en</strong>t,<br />
and<br />
Política<br />
Policy<br />
(IEDF) analizar, qué tan posible o no, era organizar la<br />
<strong>el</strong>ección <strong>de</strong> Jefe <strong>de</strong> Gobierno incluy<strong>en</strong>do a los <strong>el</strong>ectores<br />
resi<strong>de</strong>ntes fuera <strong>de</strong> México.<br />
Sin embargo, se trató <strong>de</strong> una adición legal que sólo<br />
previó la preparación <strong>de</strong> esa <strong>el</strong>ección <strong>en</strong> tanto existieran<br />
medios disponibles, condición que <strong>de</strong> suyo ameritó<br />
evolucionar las reglas para asegurar que la autoridad<br />
<strong>el</strong>ectoral preparara y ejecutara efectivam<strong>en</strong>te una<br />
<strong>el</strong>ección all<strong>en</strong><strong>de</strong> las fronteras.<br />
Así, <strong>en</strong> 2010 la Asamblea Legislativa <strong>de</strong>l Distrito Fe<strong>de</strong>ral<br />
reformó las reglas merced a la publicación <strong>de</strong>l Código<br />
<strong>de</strong> Instituciones y Procedimi<strong>en</strong>tos Electorales <strong>de</strong>l Distrito<br />
Fe<strong>de</strong>ral que, <strong>en</strong> síntesis, establece <strong>en</strong> sus artículos 14<br />
fracción III, 35, fracciones I, inciso d), XXVII, XVIII y 57:<br />
• Que la <strong>el</strong>ección <strong>de</strong> Jefe <strong>de</strong> Gobierno se verificará<br />
<strong>en</strong> todo <strong>el</strong> territorio <strong>de</strong>l Distrito Fe<strong>de</strong>ral <strong>el</strong> cual será<br />
consi<strong>de</strong>rado como una sola circunscripción incluso<br />
respecto <strong>de</strong> los votos <strong>de</strong> los ciudadanos <strong>de</strong>l Distrito<br />
Fe<strong>de</strong>ral situados <strong>en</strong> <strong>el</strong> extranjero;<br />
• El uso <strong>de</strong> instrum<strong>en</strong>tos <strong>el</strong>ectrónicos para la votación<br />
incluy<strong>en</strong>do la <strong>de</strong> dichos ciudadanos;<br />
• <strong>La</strong> facultad <strong>de</strong>l IEDF <strong>de</strong> autorizar los mecanismos,<br />
docum<strong>en</strong>tación y <strong>de</strong>más insumos necesarios para<br />
promover y recabar <strong>el</strong> voto <strong>de</strong> los ciudadanos <strong>de</strong>l<br />
Distrito Fe<strong>de</strong>ral resi<strong>de</strong>ntes <strong>en</strong> <strong>el</strong> extranjero, únicam<strong>en</strong>te<br />
para la <strong>el</strong>ección <strong>de</strong> Jefe <strong>de</strong> Gobierno, y<br />
29
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Legal, Fiscal & Financial Advisors<br />
• <strong>La</strong> obligación <strong>de</strong>l IEDF <strong>de</strong> integrar un Comité que se<br />
<strong>en</strong>cargara <strong>de</strong> coordinar las activida<strong>de</strong>s t<strong>en</strong><strong>de</strong>ntes<br />
a recabar <strong>el</strong> voto <strong>de</strong> los ciudadanos <strong>de</strong>l Distrito Fe<strong>de</strong>ral<br />
establecidos <strong>en</strong> <strong>el</strong> exterior.<br />
A partir <strong>de</strong> <strong>en</strong>tonces la organización <strong>de</strong> la <strong>el</strong>ección<br />
extraterritorial pasó, <strong>de</strong> ser una conting<strong>en</strong>cia, a constituirse<br />
como una obligación <strong>de</strong>l IEDF con sust<strong>en</strong>to <strong>en</strong><br />
la previsión <strong>de</strong> recursos presupuéstales que hoy <strong>en</strong> día<br />
arroja, <strong>en</strong>tre otros, los datos es<strong>en</strong>ciales sigui<strong>en</strong>tes :<br />
• Más <strong>de</strong> 10 mil ciudadanos registrados para votar<br />
<strong>de</strong>s<strong>de</strong> <strong>el</strong> exterior;<br />
• Los cuales correspon<strong>de</strong>n a 951 ciuda<strong>de</strong>s <strong>de</strong> 98 países,<br />
y<br />
• 2 vías para la emisión <strong>de</strong>l sufragio: postal e Internet.<br />
Si bi<strong>en</strong> es cierto que los resultados <strong>de</strong> esta primera experi<strong>en</strong>cia<br />
están por v<strong>en</strong>ir, igual lo es que a la fecha se<br />
pue<strong>de</strong> admitir que <strong>el</strong> voto <strong>de</strong>s<strong>de</strong> <strong>el</strong> exterior <strong>en</strong> su primera<br />
edición organizativa tuvo una respuesta positiva<br />
cu<strong>en</strong>ta habida que reflejó <strong>el</strong> interés <strong>de</strong>l <strong>el</strong>ectorado migrante<br />
lo cual <strong>en</strong> todo caso se abona a la crónica <strong>de</strong>l<br />
progreso <strong>de</strong> la <strong>de</strong>mocracia <strong>de</strong>l Distrito Fe<strong>de</strong>ral.<br />
• The obligation to integrate IEDF a committee<br />
to take charge of coordinating activities<br />
to obtain the vote of the Fe<strong>de</strong>ral District<br />
citiz<strong>en</strong>s established abroad.<br />
Since th<strong>en</strong> the organization of the <strong>el</strong>ection extraterritorial<br />
w<strong>en</strong>t from being a conting<strong>en</strong>cy,<br />
to be constituted as an obligation of IEDF with<br />
support in the provision of budgetary resources<br />
today showed, among others, the following ess<strong>en</strong>tial<br />
information:<br />
• More than 10 000 citiz<strong>en</strong>s registered to vote<br />
from abroad;<br />
• Which corresponds to 951 cities in 98 countries<br />
and<br />
• 2-way for the issuance of voting: postal and<br />
Internet.<br />
While the results of this first experi<strong>en</strong>ce to come,<br />
as it is that the date may be admitted that the<br />
vote from abroad in its first organizational issue<br />
has had a positive response giv<strong>en</strong> that reflected<br />
the interest of the migrant <strong>el</strong>ectorate which<br />
in any case be paid to the chronic progress of<br />
<strong>de</strong>mocracy in Mexico City.<br />
Política<br />
Policy<br />
31
Economy<br />
Economía
Legal, Fiscal & Financial Advisors<br />
Compañía sh<strong>el</strong>l comi<strong>en</strong>za proyecto <strong>en</strong> <strong>el</strong><br />
yacimi<strong>en</strong>to <strong>de</strong> perdido<br />
El proyecto “Perdido” (localizado <strong>en</strong> <strong>el</strong> Golfo <strong>de</strong> México)<br />
aplasta <strong>el</strong> record <strong>de</strong> profundidad <strong>en</strong> aguas para taladrar<br />
<strong>en</strong> busca <strong>de</strong> petróleo lejos <strong>de</strong> la costa y para una plataforma<br />
<strong>de</strong> producción <strong>en</strong> al m<strong>en</strong>os 50%. El 31 <strong>de</strong> marzo <strong>de</strong><br />
2010 por primera vez petróleo fluyó a la plataforma que<br />
esta amarrada a 2,450 metros (8,000 pies) <strong>de</strong>l agua, preparando<br />
<strong>el</strong> camino para producción por completo.<br />
“Perdido abre una nueva frontera <strong>en</strong> producción <strong>de</strong> petróleo<br />
<strong>en</strong> aguas profundas,” afirma Tyler Priest, especialista<br />
<strong>en</strong> historia <strong>de</strong>l petróleo y profesor <strong>de</strong> la Universidad<br />
<strong>de</strong> Houston, Texas, EUA. “Es la facilidad más tecnológicam<strong>en</strong>te<br />
avamzada em <strong>el</strong> mundo”.<br />
<strong>La</strong> plataforma <strong>de</strong> petróleo y gas <strong>de</strong> Perdido se localiza<br />
a 320 km (200 millas) <strong>de</strong> la costa <strong>de</strong> Texas <strong>en</strong> <strong>el</strong> Golfo<br />
<strong>de</strong> México; es lo más lejos <strong>de</strong> tierra –o <strong>de</strong> otra instalación-<br />
que una plataforma <strong>de</strong> producción no costera se<br />
ha localizado. Se asi<strong>en</strong>ta sobre un cilindro gigante <strong>de</strong><br />
acero –o <strong>de</strong> espato- diseñado para mant<strong>en</strong>erse erecto<br />
durante las torm<strong>en</strong>tas.<br />
Nueve líneas <strong>de</strong> amarre sosti<strong>en</strong><strong>en</strong> a la estructura <strong>en</strong><br />
su lugar. Cada una mi<strong>de</strong> más <strong>de</strong> 3 km (1.9 millas) <strong>de</strong><br />
largo. Debajo <strong>de</strong>l espato una vasta red <strong>de</strong> 35 pozos y<br />
tuberías sobre <strong>el</strong> lecho <strong>de</strong>l mar conectan a 3 campos<br />
separados <strong>en</strong> las h<strong>el</strong>adas aguas bajo inm<strong>en</strong>sa presión.<br />
Petróleo y gas son separados <strong>en</strong> <strong>el</strong> lecho marino antes<br />
<strong>de</strong> que po<strong>de</strong>rosas bombas los impuls<strong>en</strong> hacia arriba<br />
<strong>de</strong>s<strong>de</strong> las reservas <strong>de</strong> baja presión hacia la superficie.<br />
Sh<strong>el</strong>l starts production at Perdido<br />
Perdido smashes the water <strong>de</strong>pth record for<br />
an offshore oil drilling and production platform<br />
by over 50%. On March 31, 2010 first oil flowed<br />
to the platform that is moored in 2,450 meters<br />
(8,000 feet) of water, preparing the way for full<br />
production.<br />
Perdido op<strong>en</strong>s up a whole new frontier in<br />
<strong>de</strong>ep-water oil production,” says Tyler Priest, oil<br />
historian and professor at the University of Houston,<br />
Texas, USA. “It is the most technologically<br />
advanced facility in the world.”<br />
The Perdido oil and gas platform is located<br />
320 kilometres (200 miles) off the coast of Texas<br />
in the Gulf of Mexico, further from land — or<br />
another installation — than any other offshore<br />
production platform. It sits on top of a giant<br />
floating ste<strong>el</strong> cylin<strong>de</strong>r — or spar — <strong>de</strong>signed to<br />
stay upright in storms .<br />
Nine mooring lines hold the structure in place.<br />
They are each more than three kilometres (1.9<br />
miles) long. B<strong>en</strong>eath the spar a vast network<br />
of 35 w<strong>el</strong>ls and pip<strong>el</strong>ines on the seabed connects<br />
three separate fi<strong>el</strong>ds in the near-freezing<br />
water un<strong>de</strong>r imm<strong>en</strong>se pressure. Oil and gas<br />
are separated on the seabed before powerful<br />
pumps push them up from the low-pressure<br />
reservoirs to the surface.<br />
The Perdido platform peak production will be<br />
100,000 barr<strong>el</strong>s of oil equival<strong>en</strong>t a day, <strong>en</strong>ough<br />
Mástil y remolcadores Dos remolcadores jalan <strong>el</strong> mástil <strong>de</strong>s<strong>de</strong> la costa <strong>de</strong> Tex s al Cañón Alaminos<br />
to meet the <strong>en</strong>ergy needs of about 2.2 million<br />
US households. The oil and gas fi<strong>el</strong>ds b<strong>en</strong>eath<br />
the platform lie in a geological formation holding<br />
resources estimated at 3-15 billion barr<strong>el</strong>s<br />
of oil equival<strong>en</strong>t*. Sh<strong>el</strong>l has a 35% share of the<br />
facility and operates the project on behalf of its<br />
partners Chevron (37.5%) and BP (27.5%).<br />
Many of today’s oil and gas resources lie dispersed<br />
in small fi<strong>el</strong>ds instead of in one large<br />
one. The Perdido project plans to <strong>de</strong>v<strong>el</strong>op<br />
three fi<strong>el</strong>ds — Great White, Silvertip and Tobago<br />
— spread over 70 square kilometres (27<br />
square miles).<br />
It would not be economically viable to build<br />
separate platforms to produce oil and gas<br />
from each fi<strong>el</strong>d. Instead, the Perdido platform is<br />
equipped with its own drilling rig and can move<br />
directly above the w<strong>el</strong>ls in the Great White fi<strong>el</strong>d<br />
wh<strong>en</strong> winches adjust the t<strong>en</strong>sion of the mooring<br />
lines.<br />
The lines are ma<strong>de</strong> from polyester, which is as<br />
strong as wire cable but much lighter, so it reduces<br />
the weight on the spar. This is the first<br />
time a spar with direct vertical access to a network<br />
of 22 w<strong>el</strong>ls was built in water more than<br />
two kilometers (1.2 miles) <strong>de</strong>ep.<br />
The remaining 13 w<strong>el</strong>ls are in the more distant<br />
Silvertip and Tobago fi<strong>el</strong>ds. They tie into the<br />
same network on the seabed b<strong>en</strong>eath the<br />
spar through a system of valves and fittings<br />
that control the flow of oil and gas.<br />
Economía<br />
Economy<br />
El pico <strong>de</strong> producción <strong>de</strong> la plataforma <strong>de</strong>l yacimi<strong>en</strong>to<br />
Perdido será <strong>de</strong> 100, 000 barriles <strong>de</strong> petróleo al día,<br />
sufici<strong>en</strong>te para abastecer las necesida<strong>de</strong>s <strong>de</strong> <strong>en</strong>ergía<br />
<strong>de</strong> cerca <strong>de</strong> 2.2 millones <strong>de</strong> casas <strong>en</strong> EUA, los campos<br />
<strong>de</strong> petróleo y gas <strong>de</strong>bajo <strong>de</strong> la plataforma yac<strong>en</strong> sobre<br />
una formación geológica que ti<strong>en</strong>e recursos estimados<br />
<strong>de</strong> 3 a 15 billones <strong>de</strong> barriles equival<strong>en</strong>tes <strong>en</strong> petróleo.*<br />
Sh<strong>el</strong>l ti<strong>en</strong>e un 35% <strong>de</strong> las cuotas <strong>de</strong> la facilidad y opera<br />
<strong>el</strong> proyecto <strong>en</strong> nombre <strong>de</strong> los otros dueños Chevron<br />
(37.5%) y BP (27.5%).<br />
Muchos <strong>de</strong> los recursos <strong>de</strong> gas y petróleo <strong>de</strong> hoy <strong>en</strong> día<br />
están dispersos <strong>en</strong> campos pequeños <strong>en</strong> vez <strong>de</strong> <strong>en</strong> uno<br />
gran<strong>de</strong>. El proyecto Perdido planea <strong>de</strong>sarrollar estas tres<br />
campos – Great White, Silvertip y Tobago- esparcidos sobre<br />
70 kilómetros cuadrados (27 millas cuadradas).<br />
No sería económicam<strong>en</strong>te viable construir plataformas<br />
separadas para la producción <strong>de</strong> petróleo y gas <strong>de</strong><br />
cada campo. En lugar <strong>de</strong> <strong>el</strong>lo, la plataforma Perdido<br />
está equipada con su propio equipo <strong>de</strong> perforación<br />
y se pue<strong>de</strong> mover directam<strong>en</strong>te sobre los pozos <strong>en</strong> <strong>el</strong><br />
campo Great White al ajustar los tornos la t<strong>en</strong>sión <strong>de</strong><br />
las líneas <strong>de</strong> amarre.<br />
<strong>La</strong>s líneas están hechas <strong>de</strong> poliester, <strong>el</strong> cual es tan fuerte<br />
como cable <strong>de</strong> alambre pero mucho más ligero, así<br />
que reduce <strong>el</strong> peso sobre <strong>el</strong> espato. Esta es la primera<br />
vez que un espato con acceso vertical directo a una<br />
red <strong>de</strong> 22 pozos se construye sobre agua a más <strong>de</strong> 2 km<br />
(1.2 millas) <strong>de</strong> profundidad.<br />
Los 13 pozos que restan se <strong>en</strong>cu<strong>en</strong>tran <strong>en</strong> los más distantes<br />
campos <strong>de</strong> Silvertip y Tobago. Se atan a la misma<br />
red <strong>en</strong> <strong>el</strong> lecho marino <strong>de</strong>bajo <strong>de</strong>l espato a través<br />
<strong>de</strong> un sistema <strong>de</strong> válvulas y accesorios que controlan <strong>el</strong><br />
flujo <strong>de</strong> petróleo y gas.<br />
Tugboats and sparTwo tugboats pull spar from Texas shore to the Alaminos canyon<br />
35
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Legal, Fiscal & Financial Advisors<br />
El taladrar <strong>en</strong> aguas a 2 km (1.2 millas) <strong>de</strong> profundidad<br />
nunca había sido algo que se escucharía hace<br />
14 años, cuando los contratos <strong>de</strong> arr<strong>en</strong>dami<strong>en</strong>to para<br />
la producción <strong>de</strong> petróleo y gas <strong>en</strong> esta área <strong>de</strong>l Golfo<br />
<strong>de</strong> México fueron obt<strong>en</strong>idos por primera vez. Pero <strong>en</strong><br />
diciembre <strong>de</strong> 2008, <strong>el</strong> proyecto implantó la marca mundial<br />
por <strong>el</strong> pozo <strong>de</strong> producción no costero completado<br />
a mayor profundidad, a 2, 852 m (9, 356 pies) <strong>de</strong>bajo<br />
<strong>de</strong>l niv<strong>el</strong> <strong>de</strong>l mar. Otro pozo <strong>en</strong> <strong>el</strong> campo <strong>de</strong> Tobago<br />
está si<strong>en</strong>do taladrado a una profundidad <strong>de</strong> 2,925 m<br />
(9,596 pies).<br />
Impulsando <strong>el</strong> flujo <strong>de</strong> petróleo<br />
Perdido ofrecerá la primera producción comercial <strong>de</strong><br />
la formación geológica más antigua <strong>en</strong> <strong>el</strong> Golfo fe México.<br />
<strong>La</strong> roca <strong>en</strong> la formación <strong>de</strong>l Paleog<strong>en</strong>o <strong>de</strong> 65 millones<br />
<strong>de</strong> años, es m<strong>en</strong>os porosa que <strong>en</strong> otras formaciones<br />
<strong>en</strong> <strong>el</strong> Golfo, y <strong>el</strong> petróleo y <strong>el</strong> gas fluy<strong>en</strong> con m<strong>en</strong>os<br />
facilidad.<br />
Para combatir la baja presión <strong>en</strong> estas reservas, Sh<strong>el</strong>l<br />
instaló 5 po<strong>de</strong>rosas bombas <strong>el</strong>éctricas <strong>en</strong> <strong>el</strong> lecho marino<br />
para traer <strong>el</strong> petróleo a la superficie. El gas se separa<br />
<strong>de</strong>l petróleo y fluye hacia <strong>el</strong> espato a través <strong>de</strong> un tubo<br />
llamado tubo <strong>de</strong> subida. Des<strong>de</strong> <strong>el</strong> espato, <strong>el</strong> petróleo y<br />
<strong>el</strong> gas son bombeados a través <strong>de</strong> tuberías separadas<br />
para tratarlos <strong>en</strong> la costa.<br />
Miles <strong>de</strong> metros <strong>de</strong>bajo <strong>de</strong>l niv<strong>el</strong> <strong>de</strong>l mar, don<strong>de</strong> la presión<br />
es <strong>de</strong>masiado alta para buzos humanos, robots<br />
submarinos sin humanos a bordo –controlados por operadores<br />
a niv<strong>el</strong> <strong>de</strong>l mar- instalan <strong>el</strong> equipo <strong>en</strong> <strong>el</strong> lecho<br />
<strong>de</strong>l mar. A 2,800 m (9,186 pies) <strong>de</strong>bajo <strong>de</strong>l niv<strong>el</strong> <strong>de</strong>l mar<br />
la presión <strong>de</strong> 280 bar (4,061 libras por pulgada cuadra-<br />
Drilling in waters two kilometers (1.2 miles) <strong>de</strong>ep<br />
was unheard of 14 years ago, wh<strong>en</strong> the leases<br />
to produce oil and gas in this area of the Gulf<br />
of Mexico were first obtained. But in December<br />
2008, the project set the world record for the<br />
<strong>de</strong>epest completed offshore production w<strong>el</strong>l<br />
at 2,852 metres (9,356 feet) b<strong>el</strong>ow sea lev<strong>el</strong>. Another<br />
w<strong>el</strong>l in the Tobago fi<strong>el</strong>d is being drilled at<br />
a <strong>de</strong>pth of 2,925 meters (9,596 feet).<br />
Boosting the flow of oil<br />
El mástil <strong>de</strong> Perdido yaci<strong>en</strong>do <strong>de</strong> manera horizontal <strong>en</strong> <strong>el</strong> Golfo <strong>de</strong> México<br />
Perdido will yi<strong>el</strong>d the first commercial oil production<br />
from the ol<strong>de</strong>st geological formation in the<br />
Gulf of Mexico. The rock in the 65 million-year<br />
old Paleog<strong>en</strong>e formation is less porous than in<br />
other formations in the Gulf, so oil and gas flow<br />
less easily.<br />
To combat the low pressure in these reservoirs,<br />
Sh<strong>el</strong>l installed five powerful <strong>el</strong>ectric pumps on<br />
the seabed to bring the oil to the surface. The<br />
gas is separated from the oil and flows up to<br />
the spar through a flexible pipe called a riser.<br />
From the spar, the oil and gas are pumped<br />
through separate pip<strong>el</strong>ines for treatm<strong>en</strong>t on<br />
the shore.<br />
Thousands of meters b<strong>el</strong>ow sea lev<strong>el</strong> where<br />
the pressure is too high for human divers, unmanned<br />
submarine robots — controlled by<br />
operators at sea lev<strong>el</strong> — installed the equipm<strong>en</strong>t<br />
on the seabed. At 2,800 meters (9,186<br />
feet) b<strong>el</strong>ow sea lev<strong>el</strong> the pressure of 280 bar<br />
(4,061 pounds per square inch) is about twice<br />
the pressure created by hydraulic crushers to<br />
flatt<strong>en</strong> cars. The robots are equipped with lights<br />
and cameras so that operators can see what<br />
they are doing. That inclu<strong>de</strong>s turning valves,<br />
assembling equipm<strong>en</strong>t or dredging. Images<br />
provi<strong>de</strong>d by the subs give a rare glimpse of unusual<br />
creatures that live at great <strong>de</strong>pths. One<br />
submersible <strong>en</strong>countered a newly discovered<br />
family of big-fin squid that was first named in<br />
1998 and has rar<strong>el</strong>y be<strong>en</strong> captured on film.<br />
Storm protection<br />
Powerful storms pose serious technical chall<strong>en</strong>ges<br />
too. In 2008, three quarters of the oil<br />
production in the Gulf of Mexico had to be susp<strong>en</strong><strong>de</strong>d<br />
because of hurricanes Gustav and<br />
Ike. The Perdido spar’s nine mooring lines are<br />
<strong>de</strong>signed to withstand the type of storm lik<strong>el</strong>y<br />
to occur once in 1,000 years, such as the most<br />
<strong>de</strong>structive hurricane in US history, Katrina.<br />
The spar its<strong>el</strong>f — nearly twice as tall as the Statue<br />
of Liberty and as heavy as about 10,000 large<br />
family cars — is <strong>de</strong>signed to stay upright ev<strong>en</strong><br />
if it disconnects from its moorings. It moves up<br />
and down only a few meters with the ocean’s<br />
sw<strong>el</strong>l during storms. Like an iceberg, only about<br />
t<strong>en</strong> perc<strong>en</strong>t of it is visible above the waterline.<br />
The heavy bulk b<strong>el</strong>ow the waterline gives it the<br />
stability to keep it straight; it is <strong>de</strong>signed to tilt no<br />
more than 14 <strong>de</strong>grees in the heaviest storms.<br />
Economía<br />
Economy<br />
da) es mas o m<strong>en</strong>os <strong>de</strong>l doble <strong>de</strong> la presión producida<br />
por un aplastador hidráulico para aplanar autos. Los<br />
robots están equipados con cámaras y luces para que<br />
los operadores puedan ver lo que hac<strong>en</strong>. Eso incluye<br />
dar vu<strong>el</strong>ta a las válvulas, <strong>en</strong>samblar equipo o dragar.<br />
<strong>La</strong>s imág<strong>en</strong>es que prove<strong>en</strong> los submarinos proporcionan<br />
un vistazo único a creaturas inusuales que viv<strong>en</strong><br />
a gran<strong>de</strong>s profundida<strong>de</strong>s. Un sumergible <strong>en</strong>contró una<br />
recién <strong>de</strong>scubierta familia <strong>de</strong> calamar <strong>de</strong> aleta gran<strong>de</strong><br />
que fue nombrada por primera vez <strong>en</strong> 1998 y que ha<br />
sido muy pocas veces capturada <strong>en</strong> vi<strong>de</strong>o.<br />
Protección <strong>de</strong> la Torm<strong>en</strong>ta<br />
<strong>La</strong>s torm<strong>en</strong>tas con mucho po<strong>de</strong>r también plantean serios<br />
<strong>de</strong>safíos tecnicos. En 2008, tres cuartas partes <strong>de</strong> la<br />
producción <strong>en</strong> <strong>el</strong> Golfo <strong>de</strong> México <strong>de</strong>bieron <strong>de</strong> ser susp<strong>en</strong>didas<br />
a causa <strong>de</strong> los huracanes Gustavo e Ike. Los<br />
9 amarres <strong>de</strong>l espato <strong>de</strong> Perdido etán diseñados para<br />
soportar <strong>el</strong> tipo <strong>de</strong> torm<strong>en</strong>ta que podría ocurrir <strong>en</strong> 1,000<br />
años como <strong>el</strong> huracán más <strong>de</strong>structivo <strong>en</strong> la historia<br />
<strong>de</strong> EUA, Katrina.<br />
El mismo espato –casi <strong>de</strong>l doble <strong>de</strong> altura que la Estatua<br />
<strong>de</strong> la Libertad y tan pesado como 10,000 automóviles<br />
familiares gran<strong>de</strong>s – está diseñado para mant<strong>en</strong>erse<br />
erecto incluso si se <strong>de</strong>sconecta <strong>de</strong> los amarres. Se<br />
mueve hacia arriba y abajo sólo unos cuantos metros<br />
con <strong>el</strong> crecimi<strong>en</strong>to <strong>de</strong>l océano que ocurre durante las<br />
torm<strong>en</strong>tas. Como los icebergs, sólo aproximadam<strong>en</strong>te<br />
<strong>el</strong> 10% es visible sobre <strong>el</strong> agua. El pesado bulto <strong>de</strong>bajo<br />
<strong>de</strong>l agua le da la habilidad <strong>de</strong> mant<strong>en</strong>erse <strong>de</strong>recho,<br />
está diseñado para inclinarse no más <strong>de</strong> 14 grados <strong>en</strong><br />
las torm<strong>en</strong>tas más fuertes.<br />
Perdido spar lying horizontal in the Gulf of Mexico<br />
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Legal, Fiscal & Financial Advisors<br />
Tomó un esfuerzo multinacional para completar <strong>el</strong> proyecto.<br />
Contratistas <strong>de</strong> cinco contin<strong>en</strong>tes trabajaron<br />
juntos para superar los <strong>en</strong>ormes retos tecnológicos <strong>de</strong>l<br />
proyecto. El espato fue diseñado <strong>en</strong> EUA y fue construido<br />
por trabajadores <strong>de</strong> Finlandia, <strong>La</strong>tvia y Estonia; <strong>el</strong><br />
equipo <strong>de</strong> amarre vino <strong>de</strong>s<strong>de</strong> Gran Bretaña y Polonia;<br />
una compañía holan<strong>de</strong>za lo arrastró 13,200 km (8,202<br />
millas) <strong>de</strong>s<strong>de</strong> <strong>el</strong> astillero finlandés Pori hasta Inglesi<strong>de</strong>,<br />
Texas ; otro equipo también provi<strong>en</strong>e <strong>de</strong> México.<br />
Desarrollo <strong>de</strong>l Proyecto Perdido<br />
<strong>La</strong> facilidad Perdido, localizado <strong>en</strong> un ultra profundo y<br />
aislado sector <strong>de</strong>l Golfo <strong>de</strong> México, es la perforación y<br />
facilidad <strong>de</strong> producción no costera a mayor profundidad<br />
<strong>en</strong> <strong>el</strong> mundo.<br />
“<strong>La</strong> facilidad flotante <strong>de</strong> producción Perdido pue<strong>de</strong> ser<br />
expandida para servir al futuro pot<strong>en</strong>cial <strong>de</strong>l área, po<strong>de</strong>mos<br />
a<strong>de</strong>más aplicar la tecnología y experi<strong>en</strong>cia que<br />
se gane <strong>en</strong> Perdido a otros ambi<strong>en</strong>tes <strong>de</strong>safiantes similares<br />
<strong>en</strong> <strong>el</strong> futuro.”<br />
It took a multinational effort to complete the<br />
project. Contractors from five contin<strong>en</strong>ts worked<br />
together to overcome the huge technical chall<strong>en</strong>ges<br />
of the project. The spar was <strong>de</strong>signed in<br />
the USA and built by workers from Finland, <strong>La</strong>tvia<br />
and Estonia; the mooring equipm<strong>en</strong>t came<br />
from Britain and Poland; a Dutch company<br />
towed it 13,200 kilometers (8,202 miles) from the<br />
Pori shipyard in Finland to Inglesi<strong>de</strong>, Texas, and<br />
other equipm<strong>en</strong>t came from Mexico.<br />
Perdido Dev<strong>el</strong>opm<strong>en</strong>t Project<br />
The Perdido Dev<strong>el</strong>opm<strong>en</strong>t, located in an isolated,<br />
ultra-<strong>de</strong>ep sector of the Gulf of Mexico,<br />
is the world’s <strong>de</strong>epest offshore drilling and production<br />
facility.<br />
“Perdido’s floating production facility can be<br />
expan<strong>de</strong>d to serve the future pot<strong>en</strong>tial in the<br />
area, and we can apply the technology and<br />
expertise utilized at Perdido to other similarly<br />
chall<strong>en</strong>ging <strong>en</strong>vironm<strong>en</strong>ts in the future.”<br />
Vista aérea <strong>de</strong> la plataforma Perdido Aerial of the perdido platform<br />
Economía<br />
Economy<br />
39
40<br />
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Mástil Perdido<br />
D<strong>en</strong>tro <strong>de</strong> cerca <strong>de</strong> 8,000 pies (2,450 metros) <strong>de</strong> agua,<br />
<strong>el</strong> taladro y plataforma <strong>de</strong> producción no costera <strong>de</strong><br />
Sh<strong>el</strong>l Perdido, es la más profunda <strong>de</strong>l mundo.<br />
El profundo y azul mar se muestra <strong>en</strong> <strong>el</strong> remoto y aislado<br />
sector <strong>de</strong>l Golfo <strong>de</strong> México don<strong>de</strong> la plataforma <strong>de</strong><br />
Sh<strong>el</strong>l, Perdido se <strong>en</strong>cu<strong>en</strong>tra <strong>en</strong> agua más profunda que<br />
cualquier otra facilidad <strong>de</strong>l mundo.<br />
Uno <strong>de</strong> los lí<strong>de</strong>res <strong>de</strong> equipo <strong>de</strong> vigilancia submarina,<br />
M<strong>el</strong>vinSeay (<strong>de</strong> pie) se asegura <strong>de</strong> que todo vaya bi<strong>en</strong><br />
<strong>de</strong>s<strong>de</strong> <strong>el</strong> cuarto <strong>de</strong> operaciones <strong>de</strong> control <strong>en</strong> la facilidad<br />
Sh<strong>el</strong>l.<br />
Mástil <strong>de</strong> equipo <strong>de</strong> perforación <strong>de</strong> Perdido<br />
El equipo <strong>de</strong> perforación <strong>en</strong> la plataforma <strong>de</strong> Sh<strong>el</strong>l Perdido,<br />
<strong>el</strong> cual es la facilidad <strong>de</strong> producción y taladro<br />
más profundo no costero <strong>de</strong>l mundo.<br />
Perdido Spar<br />
In about 8,000 feet (2,450 meters) of water,<br />
Sh<strong>el</strong>l’s Perdido offshore drilling and production<br />
platform is the world’s <strong>de</strong>epest.<br />
The <strong>de</strong>ep blue sea is on display in the remote,<br />
isolated sector of the Gulf of Mexico where<br />
Sh<strong>el</strong>l’s Perdido platform sits in water <strong>de</strong>eper<br />
than any other facility in the world.<br />
One of Perdido’s subsea surveillance team<br />
lea<strong>de</strong>rs, M<strong>el</strong>vin Seay (standing), is making sure<br />
everything is running smoothly from the operations<br />
control room of the Sh<strong>el</strong>l facility.<br />
Perdido Spar Drilling Rig The drilling rig on Sh<strong>el</strong>l’s<br />
Perdido platform, which is the world’s <strong>de</strong>epest<br />
offshore drilling and production facility.<br />
Economía<br />
Economy<br />
Pozos <strong>en</strong> <strong>el</strong> área han i<strong>de</strong>ntificado ar<strong>en</strong>a <strong>de</strong> turbidita<br />
<strong>de</strong>l Oligoc<strong>en</strong>o y Eoc<strong>en</strong>o similares a las exist<strong>en</strong>tes<br />
<strong>en</strong> Tri<strong>de</strong>nt and Great White.<br />
El rastro i<strong>de</strong>ntificado se r<strong>el</strong>aciona con estructuras<br />
geológicas compresivas <strong>de</strong> gran<strong>de</strong>s dim<strong>en</strong>siones.<br />
Se espera petróleo ligero.<br />
• W<strong>el</strong>ls in the area have i<strong>de</strong>ntified turbidite sands from<br />
Oligoc<strong>en</strong>e and Eoc<strong>en</strong>e, similar to the exist<strong>en</strong>t in Tri<strong>de</strong>nt<br />
and Great White.<br />
• The i<strong>de</strong>ntified lead is r<strong>el</strong>ated to compressive geological<br />
structures of large dim<strong>en</strong>sions.<br />
• Light oil expected.<br />
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Legal, Fiscal & Financial Advisors<br />
Perdido marca una nueva era <strong>en</strong> inovación y <strong>de</strong>sbloquea <strong>de</strong><br />
manera segura las fu<strong>en</strong>tes <strong>de</strong> <strong>en</strong>ergía doméstica para consumidores<br />
<strong>de</strong> EUA. <strong>La</strong> facilidad se asi<strong>en</strong>ta aproximadam<strong>en</strong>te<br />
<strong>en</strong> 2,450 m (8,000 pies) <strong>de</strong> agua. Lo cual equivale algo así<br />
como a 6 edificios Empire State acomodados <strong>en</strong> fila uno sobre<br />
otro; darpa acceso a reservas <strong>en</strong>terradas a profucmdidad<br />
<strong>de</strong>bajo <strong>de</strong>l su<strong>el</strong>o oceánico. <strong>La</strong> Facilidad Perdido, producirá<br />
anualm<strong>en</strong>te más <strong>de</strong> 100.000 barriles <strong>de</strong> petróleo al día.<br />
Un día <strong>de</strong> producción <strong>de</strong> Perdido es <strong>el</strong> equival<strong>en</strong>te a la <strong>en</strong>ergía<br />
que se necesita para 500 autos por 15 años.<br />
Primera producción comercial <strong>de</strong> la reserva <strong>de</strong>l Terciario Temprano<br />
<strong>en</strong> <strong>el</strong> Golfo <strong>de</strong> México. .<br />
Primera variedad <strong>en</strong> <strong>el</strong> Golfo <strong>de</strong> México que utiliza separación<br />
bajo <strong>el</strong> mar y que impulsa <strong>el</strong> remover cerca <strong>de</strong> 2,000 psi<br />
<strong>de</strong> presión <strong>en</strong> los pozos<br />
Primer mástil con Acceso Vertical Directo (DVA) a pozos e una<br />
profundidad <strong>en</strong> agua <strong>de</strong> más <strong>de</strong> 2 km (1.2 millas)<br />
Se localiza a 320 km (200 millas) <strong>de</strong> la costa <strong>de</strong> Texas <strong>en</strong> <strong>el</strong><br />
cañon <strong>de</strong>l boque 857 Alaminos.<br />
El mástil <strong>de</strong> Perdido fue diseñado inicialm<strong>en</strong>te para procesar<br />
la producción <strong>de</strong> 3 campos: Great White, Silvertip, y Tobago.<br />
Propietarios <strong>de</strong> empresas conjuntas <strong>de</strong>l mástil <strong>de</strong> Perdido son<br />
Sh<strong>el</strong>l (operador) Chevron y BP.<br />
El campo Great White repres<strong>en</strong>ta cerca <strong>de</strong>l 80% <strong>de</strong> la producción<br />
total estimada <strong>de</strong> Perdido.<br />
<strong>La</strong> vida <strong>de</strong>l proyecto se espera que sea <strong>de</strong> cerca <strong>de</strong> 20 años<br />
<strong>La</strong> construcción <strong>de</strong>l mástil com<strong>en</strong>zó a finales <strong>de</strong>l 2006<br />
Perdido marks a new era in innovation and saf<strong>el</strong>y<br />
unlocks domestic sources of <strong>en</strong>ergy for US consumers.<br />
The facility sits in approximat<strong>el</strong>y 2,450 meters<br />
(8,000 feet) of water, which is roughly equival<strong>en</strong>t<br />
to six Empire State Buildings stacked one atop the<br />
other, and will access reservoirs <strong>de</strong>ep b<strong>en</strong>eath the<br />
ocean floor. The Perdido Dev<strong>el</strong>opm<strong>en</strong>t will ramp up<br />
to annual peak production of more than 100,000<br />
barr<strong>el</strong>s of oil equival<strong>en</strong>t per day.<br />
One day’s production from Perdido is equival<strong>en</strong>t to<br />
the <strong>en</strong>ergy nee<strong>de</strong>d to fu<strong>el</strong> 500 cars for 15 years .<br />
First commercial production from the Lower Tertiary<br />
reservoir in the Gulf of Mexico.<br />
First Gulf of Mexico full host utilizing subsea separation<br />
and boosting to remove about 2,000 psi of<br />
backpressure on the w<strong>el</strong>ls<br />
First spar with wet tree Direct Vertical Access (DVA)<br />
w<strong>el</strong>ls in water more than two kilometers (1.2 miles)<br />
<strong>de</strong>ep<br />
Located 320 kilometers (200 miles) from the Texas<br />
coast in Alaminos Canyon Block 857<br />
The Perdido spar was <strong>de</strong>signed to initially process<br />
production from three fi<strong>el</strong>ds: Great White, Silvertip,<br />
and Tobago<br />
Joint v<strong>en</strong>ture owners of the Perdido spar are Sh<strong>el</strong>l<br />
(operator), Chevron, and BP<br />
The Great White fi<strong>el</strong>d repres<strong>en</strong>ts about 80% of Perdido’s<br />
total estimated production<br />
Perdido’s project life is expected to be about 20 years<br />
Construction of the Perdido host spar began in late<br />
2006<br />
Topsi<strong>de</strong>s were mated with the spar in a single lift in<br />
early 2009<br />
Production started on March 31, 2010.<br />
Production was shut-in from April, 2010 until September,<br />
2010 due to gas compression and gas pip<strong>el</strong>ine<br />
availability.<br />
Since September, production has be<strong>en</strong> increasing.<br />
The ramp-up of production has be<strong>en</strong> driv<strong>en</strong> by performance<br />
of the new subsea separation technology<br />
and w<strong>el</strong>l availability<br />
As of June 1, 2011 a total of 7 w<strong>el</strong>ls are available for<br />
production (5 Great White w<strong>el</strong>ls and 2 Silvertip w<strong>el</strong>ls).<br />
Curr<strong>en</strong>tly, 5 w<strong>el</strong>ls are on production due to facility limits<br />
and downstream constraints.<br />
Curr<strong>en</strong>t production is approximat<strong>el</strong>y 38,000 bbls oil/<br />
day and 60 mmcfg/day<br />
The H&P205 drilling rig is located on the Perdido spar.<br />
It is curr<strong>en</strong>tly active in a multi-year drilling and completion<br />
campaign to <strong>de</strong>v<strong>el</strong>op the Great White fi<strong>el</strong>d<br />
Water injection is expected to begin during the summer<br />
of 2011 to <strong>en</strong>hance recovery from the Great<br />
White fi<strong>el</strong>d<br />
Economía<br />
Economy<br />
Superestructuras fueron unidas al mástil <strong>en</strong> un solo movimi<strong>en</strong>to<br />
<strong>de</strong> levantami<strong>en</strong>to a principios <strong>de</strong> 2009<br />
<strong>La</strong> producción com<strong>en</strong>zó <strong>el</strong> 31 <strong>de</strong> marzo <strong>de</strong> 2010<br />
<strong>La</strong> producción fue susp<strong>en</strong>dida <strong>de</strong> abril <strong>de</strong> 2010 hasta septiembre<br />
<strong>de</strong>l mismo año, <strong>de</strong>bido a la disponibilidad <strong>de</strong> tubería<br />
<strong>de</strong> gas y compresión <strong>de</strong> gas.<br />
Se ha aum<strong>en</strong>tado la producción <strong>de</strong>s<strong>de</strong> septiembre<br />
El increm<strong>en</strong>to <strong>de</strong> la producción se <strong>de</strong>be al <strong>de</strong>sempeño <strong>de</strong> la<br />
nueva tecnología <strong>de</strong> separación <strong>de</strong> submarina y a la disponibilidad<br />
<strong>de</strong> los pozos<br />
Junio 2011, un total <strong>de</strong> 7 pozos están disponibles para producción<br />
(5 pozos <strong>en</strong> Great White y 2 <strong>en</strong> Silvertip)<br />
Actualm<strong>en</strong>te 5 pozos están produci<strong>en</strong>do <strong>de</strong>bido a los limites<br />
<strong>de</strong> la facilidad y a restricciones <strong>de</strong> aguas.<br />
<strong>La</strong> producción actual es <strong>de</strong> aproximadam<strong>en</strong>te 38,000 barriles<br />
<strong>de</strong> petróleo al día y 60 mmcfq al día<br />
El equipo <strong>de</strong> perforación H&P205 se localiza <strong>en</strong> <strong>el</strong> mástil <strong>de</strong><br />
Perdido<br />
Se <strong>en</strong>cu<strong>en</strong>tra actualm<strong>en</strong>te activo <strong>en</strong> una perforación multi<br />
anual para <strong>de</strong>sarrollar <strong>el</strong> campo Great White<br />
<strong>La</strong> inyección <strong>de</strong> agua se espera comi<strong>en</strong>ce durante <strong>el</strong> verano<br />
<strong>de</strong> 2011 para aum<strong>en</strong>tar la recuperación <strong>de</strong>l campo White<br />
fi<strong>el</strong>d<br />
43
Culture<br />
Cultura
46<br />
Legal, Fiscal & Financial Advisors<br />
Fernando<br />
Botero<br />
Pintor, dibujante y escultor<br />
colombiano.<br />
Nacido <strong>el</strong> 19 <strong>de</strong> abril<br />
<strong>de</strong> 1932, <strong>en</strong> Me<strong>de</strong>llín,<br />
Colombia, Sus exposiciones<br />
han llegado<br />
a diversos países <strong>de</strong>l<br />
mundo como: Italia,<br />
Francia, España, Austria,<br />
Suecia, Alemania,<br />
Japón, Corea,<br />
Sudáfrica, Estados<br />
Unidos, México, V<strong>en</strong>ezu<strong>el</strong>a,<br />
Brasil y Colombia,<br />
<strong>en</strong>tre otros. Se resalta que <strong>de</strong>s<strong>de</strong> 1972 ha t<strong>en</strong>ido exposiciones<br />
individuales <strong>en</strong> la Galería Marlborough (New<br />
York), la Galería Buchholz (Munich) y la Galería Clau<strong>de</strong><br />
Bernard (París).<br />
Admira <strong>el</strong> arte precolombino, <strong>el</strong> barroco <strong>de</strong> las iglesias<br />
que lo ro<strong>de</strong>an y a artistas como José Clem<strong>en</strong>te Orozco <strong>de</strong><br />
la escu<strong>el</strong>a muralista mexicana. Por esta época <strong>de</strong>scubre<br />
también a Dalí y a Picasso.<br />
Fernando Botero posee actualm<strong>en</strong>te resi<strong>de</strong>ncias <strong>en</strong> varias<br />
localida<strong>de</strong>s como: Francia, Colombia, Estados Unidos<br />
e Italia. Para cada uno <strong>de</strong> estos lugares Botero ti<strong>en</strong>e una<br />
técnica <strong>de</strong> arte <strong>de</strong>terminada, es <strong>de</strong>cir, pres<strong>en</strong>ta la singularidad<br />
<strong>de</strong>: <strong>en</strong> su apartam<strong>en</strong>to <strong>de</strong> la Rue Du Dragon <strong>en</strong> la<br />
Rive Gauche <strong>de</strong> París se <strong>de</strong>dica a pintar sus óleos gran<strong>de</strong>s,<br />
<strong>en</strong> su apartam<strong>en</strong>to sobre Park Av<strong>en</strong>ue <strong>en</strong> New York<br />
pinta past<strong>el</strong>es y acuar<strong>el</strong>as, y <strong>en</strong> su casa <strong>de</strong> Piedrasanta<br />
<strong>en</strong> la Toscana <strong>de</strong> Italia fun<strong>de</strong> la esculturas <strong>de</strong> bronce; esto<br />
se ve reflejado <strong>en</strong> las palabras <strong>de</strong> Botero, qui<strong>en</strong> dice que<br />
Fernando Botero<br />
Colombian painter, sculptor and draftsman. Born<br />
in April 19th 1932, in Me<strong>de</strong>llin, Colombia. His expositions<br />
have reached several countries of the world<br />
such as: Italy, France, Spain, Austria, Swe<strong>de</strong>n, Germany,<br />
Japan, Korea, South Africa, USA, Mexico,<br />
V<strong>en</strong>ezu<strong>el</strong>a, Brazil and Colombia, and many others.<br />
It is important to remark that since 1972 he has had<br />
individual expositions in the Marlborough Gallery in<br />
New York, in the Buchholz Gallery in Munich and in<br />
the Clau<strong>de</strong> Bernard Gallery in Paris.<br />
He admires pre-Columbian art, the baroque style<br />
from churches that he can see everywhere near<br />
him and artists such as José Clem<strong>en</strong>te Orozco,<br />
from the Mexican muralist school. Also near these<br />
years (1972) he discovers artists like Dalí and Picasso.<br />
Fernando Botero curr<strong>en</strong>tly possesses resi<strong>de</strong>nces<br />
in many places such as: France, Colombia, USA<br />
and Italy. For each one of these places he has a<br />
specific art technique, meaning, he repres<strong>en</strong>ts<br />
the singularity of each place in a differ<strong>en</strong>t way;<br />
for example, wh<strong>en</strong> he is in his apartm<strong>en</strong>t of <strong>La</strong><br />
Rue Du Dragon over <strong>La</strong> Rive Gauche in Paris, he<br />
paints big oil paintings; but in his apartm<strong>en</strong>t of<br />
Park Av<strong>en</strong>ue in New York City he´d rather work<br />
with past<strong>el</strong>s and watercolors; and in his house at<br />
Pietrasanta in Tuscany, Italy he casts his bronze<br />
sculptures; Botero hims<strong>el</strong>f says he never paints in<br />
Italy because it is a place which is appropriate for<br />
sculpting and not for painting.<br />
In his first years he got involved into the world of bulls<br />
because of an uncle who signed him into classes,<br />
but soon he got bored. He th<strong>en</strong> takes his first draw-<br />
ings- bulls and bullfighters- to the store of Don Rafa<strong>el</strong><br />
Pérez, where tickets for the bullring are sold. His<br />
first work is sold at the price of two pesos.<br />
Th<strong>en</strong> he studies the great masters at the Louvre, he<br />
trav<strong>el</strong>s to Italy; in Flor<strong>en</strong>ce he signs into the Aca<strong>de</strong>my<br />
of San Marcos and assists to the confer<strong>en</strong>ces<br />
of Roberto Longhi about history of art, which is a<br />
theme that nurtures him and which he is passionate<br />
about. “I consi<strong>de</strong>r my years in Flor<strong>en</strong>ce as the<br />
most important ones in my formation as an artist”.<br />
In the museums of Rome, Flor<strong>en</strong>ce, V<strong>en</strong>ice, Si<strong>en</strong>a<br />
and Rav<strong>en</strong>a, he gets to know the art of the Italian<br />
R<strong>en</strong>aissance and so he goes on with an int<strong>en</strong>se<br />
study of the art of the XIV c<strong>en</strong>tury, which would become<br />
the axis of his painting. So he goes on reading<br />
Ber<strong>en</strong>son and learns about the repres<strong>en</strong>tation<br />
of volumes and the tactile values, he also goes on<br />
a journey to look at the most important frescos in<br />
Italy and th<strong>en</strong> he starts to study those techniques.<br />
He gets appropriated of the plasticity transmitted<br />
by Piero <strong>de</strong>lla Francesca, Paolo Ucc<strong>el</strong>lo, Tiziano, Ingres,<br />
Giotto and Masaccio.<br />
The painter and sculptor Fernando Botero is<br />
the most repres<strong>en</strong>tative figure of the plastic arts<br />
of the magical realism. His interest for repres<strong>en</strong>ting<br />
the volume makes his paintings and sculptures<br />
easy to recognize. He also uses themes<br />
that reflect important characters and happ<strong>en</strong>ings<br />
of Colombian society.<br />
It would be a mistake to think that his works recreate<br />
the XX c<strong>en</strong>tury´s costumbrismo, because what he<br />
does is somewhere near abstraction but without<br />
really becoming that. He b<strong>el</strong>ieves in an abstract attitu<strong>de</strong><br />
and therefore he observes his figures more<br />
as post-abstract.<br />
Cultura<br />
culture<br />
él nunca pinta <strong>en</strong> Italia porque es un lugar apropiado<br />
para esculpir y no para pintar.<br />
En sus primeros años pert<strong>en</strong>eció al mundo <strong>de</strong> los toros<br />
gracias a que un tío lo matriculó <strong>en</strong> clases pero pronto<br />
se aburrió. Lleva sus primeros dibujos - toros y toreros - al<br />
almacén <strong>de</strong> don Rafa<strong>el</strong> Pérez don<strong>de</strong> se v<strong>en</strong><strong>de</strong>n <strong>en</strong>tradas<br />
para la plaza <strong>de</strong> toros. Su primera obra es v<strong>en</strong>dida por<br />
dos pesos.<br />
Estudia los gran<strong>de</strong>s maestros <strong>en</strong> <strong>el</strong> Louvre, viaja a Italia,<br />
<strong>en</strong> Flor<strong>en</strong>cia se inscribe <strong>en</strong> la Aca<strong>de</strong>mia <strong>de</strong> San Marcos<br />
y asiste a las confer<strong>en</strong>cias <strong>de</strong> Roberto Longhi sobre historia<br />
<strong>de</strong>l arte. Tema que <strong>de</strong>s<strong>de</strong> <strong>en</strong>tonces lo apasiona y lo<br />
nutre. “Mis años <strong>en</strong> Flor<strong>en</strong>cia los consi<strong>de</strong>ro como los más<br />
importantes <strong>de</strong> mi formación”. En los museos <strong>de</strong> Roma,<br />
Flor<strong>en</strong>cia, V<strong>en</strong>ecia, Si<strong>en</strong>a y Rav<strong>en</strong>a se familiariza con <strong>el</strong><br />
arte <strong>de</strong>l R<strong>en</strong>acimi<strong>en</strong>to italiano y realiza un estudio profundo<br />
<strong>de</strong>l arte italiano <strong>de</strong>l siglo XIV, <strong>el</strong> que se convertiría <strong>en</strong><br />
eje <strong>de</strong> su pintura. Lee a Ber<strong>en</strong>son y apr<strong>en</strong><strong>de</strong> sobre los valores<br />
táctiles y la repres<strong>en</strong>tación <strong>de</strong> los volúm<strong>en</strong>es, hace<br />
un recorrido para conocer los frescos más importantes <strong>de</strong><br />
Italia y se aplica al estudio <strong>de</strong> sus técnicas. Se apropia <strong>de</strong><br />
la plasticidad total que le transmit<strong>en</strong> Piero <strong>de</strong>lla Francesca,<br />
Paolo Ucc<strong>el</strong>lo, Tiziano, Ingres, Giotto y Masaccio.<br />
El pintor y escultor Fernando Botero es la figura más repres<strong>en</strong>tativa<br />
<strong>en</strong> las artes plásticas <strong>de</strong>l realismo mágico. Su<br />
interés por repres<strong>en</strong>tar <strong>el</strong> volum<strong>en</strong> hace que sus pinturas<br />
y esculturas sean fácilm<strong>en</strong>te reconocibles. En su temática<br />
quedan reflejados los personajes y acontecimi<strong>en</strong>tos más<br />
importantes <strong>de</strong> la sociedad colombiana.<br />
Sería un error p<strong>en</strong>sar que sus cuadros recrean <strong>el</strong> costumbrismo<br />
<strong>de</strong>l siglo XX, lo que hace se <strong>en</strong>cu<strong>en</strong>tra cerca <strong>de</strong> la<br />
abstracción sin llegar a serlo. El pintor cree <strong>en</strong> una actitud<br />
abstracta, ve su figuración como una figuración post abstracta.<br />
47
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