Industry Trend Magazine - February 2019

FEB. 2019/ISSUE 909

INDUSTRIAS LICORERAS

MEXICO as a NEW CAPITAL

de Guatemala

of the Automotive Industries

WHY IS

RENTING COLOMBIA

Franchising Going Global

The old approach for achieving

BRAND SUCCESS

AVAYA

in MENA is Not Dying, It’s Dead!

How

MCDONALD’S

The Awesome RESPONSIBILITY OF LEADERSHIP Scan this code with your mobile device to access even more of Industry Trend

makes

its

With

MONEY

EXCLUSIVE INTERVIEW MOHAMMED AL HABTOOR

We are excited to introduce the first issue of Industry Trend Magazine.

The purpose of our magazine is to provide you with an in-depth view on the various business industries such as mining, energy, technology, food and drink, manufacturing, logistics, and oil/gas. We bring you this information by interviewing top executives from top companies that provide us with a detailed overview of their operations, as well as, exclusive insights and a glimpse to what is to come in the future.

In this issue we bring you an exclusive interview with Vice Chairman and CEO of Al Habtoor Group, Mohammed Al Habtoor, who brings us an overview of Al Habtoor Group and their major role in the hospitality industry not only in the UAE but around the world.

We will also be looking at Avaya, which is currently ranked as the number one company for unified communication and contact center in the world. Galib Karim, VP of Americas International, highlights their importance in the Latin American market in respect to their artificial intelligence and cloud services.

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The general manager of Industrias Licoreras de Guatemala, Luis Ibanez, delivered us a dynamic overview of the company’s history, growth, leadership, environmental commitment and future ambitions. In the past few years Industrias Licoreras de Guatemala has marked their presence in the food and drink industry by providing the market with premium aged rums which has won them various awards.

Finally, we will explore how Renting Colombia is changing the game on how companies acquire their fleet vehicles. Carlos Mario Santa Restrepo explains how Renting Colombia is innovating the car rental industry in Colombia and abroad.

Our team is already hard at work producing content for the next issue and you best believe it’s going to be awesome. We’re dedicated to producing high quality content for our readers, and we do hope that you’ll feel the same way once you read it. Don’t forget to share and subscribe!

Enjoy!

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CONTENTS

Jorge Comeau Managing Director

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Denise Aguilera Production Manager

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04 LEADERSHIP

Vik Leigh Creative Design and Direction

The Awesome Responsibility of Leadership An Interview With Simon Sinek

By David Hassell

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Angel Montenegro Creative Director

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Mexico as a New Capital of the Automotive Industries

Russel Smith Admin Manager

Marcos Piacitelli

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Brian Zhou Developer

16 TRENDING

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Why is Franchising going global

William Ho SEO Specialist

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By Kerry Pipes

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The old approach for achieving brand success in Mena is Not Dying, It’s Dead!

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Alex Stahl Editorial Manager Andy Beltran Editorial

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Beatriz Hernandez Managing Editor

26 FINANCE

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Juan Carlos Reyna Content Coordinator

How McDonalds makes its money

By Greg Mcfarlane

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Valerie Castelo Content Coordinator

30 SPOTLIGHT FEATURE

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Exclusive Interview with Mohammed Al Habtoor

Christopher Johnson Content Coordinator

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Vice Chairman & CEO of Al Habtoor Group

38 TECHNOLOGY

Industry Trend Magazine Mailing Address: P.O. Box 518 Old Town Front St., Temecula, USA, 92590 www.industrytrend.net

AVAYA

48 FOOD & DRINK

Reproduction in whole or in part without permission is strictly prohibited.

Industrias Licoreras de Guatemala Renting Colombia

Raziel Cruz Voice Reporter

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By Omar Alhaza’a – Founder & CEO of Franchise Arabia

56 CAR RENTAL

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Adrian McClennen Digital Video Director

10 AUTOMOTIVE

20 SUCCESS

Andrea Sanchez Director of Finance

Industry Trend is a media brand based in the United States run by Berkshire Cooper LLC.

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Copyright 2019 by Berkshire Cooper LLC. All rights Reserved.

The Awesome RESPONSIBILITY OF LEADERSHIP An Interview With Simon Sinek

By David Hassell

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LEADERSHIP Simon Sinek is a world renowned speaker and the author of two books: the global best seller, Start With Why: How Great Leaders Inspire Everyone to Take Action and his newest best seller, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. Simon has devoted his life to sharing his thinking in order to help other leaders and organizations inspire action.

Simon is also a trusted advisor who is helping us create the space for people to become their greatest selves, and inspire others to do the same by improving internal communication and performance management. In our second interview, Simon discusses how leaders are responsible for putting their interests aside so that others will feel safe and find fulfillment.

WORK-LIFE BALANCE IS NONSENSE

work, that will effect how we are at home with our spouses, children and friends.

The only difference between who we are at home and who we are at work, is the clothes we wear and the desk where we sit. If we feel safe at home and not at work, that’s the imbalance. If we have issues at home, that will affect how we perform at work. If we have stress and issues at

In well-led organizations people have happier marriages and get along better with their children. How late people work and how many business trips they take has little to no effect on raising children. It’s how stressed we are when we get home that has the greatest impact on those relationships.

Leaders can create an intervention to transform a vicious cycle into a virtuous one. A leader says, “Your performance is down this month, is everything ok?” We take home that empathy — that very human quality– and then say to our spouse, “I’m sorry that I’ve been acting this way.

Are you ok?”

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THE BUSINESS JOKE Simon puts the onus on leaders to break the vicious cycle, but many leaders say that it’s not their responsibility. But here’s the kicker…it’s good for business! That’s the joke!

Companies struggle with employee engagement. What do you think makes people engaged?

Their desire to be there, their feeling that somebody cares about them and their work on a daily basis as human beings.

Companies struggle with innovation. Well, how innovative do you think people are when they think that they’re out of a job if they miss their numbers? Are they going to give you their all or walk around afraid every day?

Innovation comes when we give people a purpose or a cause and make them feel valued as a member of the team. Then they will give their blood, sweat, and tears to make that vision a reality. They will give all their best ideas, not because they are holding them back, but because they are naturally having more of them as the result of the supportive environment.

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LEADERSHIP

SHIFTING LEADERSHIP CEOs say “our people matter”, but they don’t follow through. CEOs will say, “our number one priority is growth. Of course our people are important because if we don’t take care of them we’ll never grow.” Or they can say, “Our number one priority is our people. If we take care of our people, we will achieve all of our financial goals.”

Which company do you want to work for?

Businesses today are suffering from the unintended consequences of decisions made in the 80s and 90s, that have set us on this path. Shareholder supremacy, a theory proposed in the late 1970s, has now become standardized. Using mass layoffs to balance the books did not exist in the United States prior to the 1980s. They have become so normal that nobody thinks they’re wrong.

Can you imagine sending someone home unable to provide for the family because the company did not make its yearly numbers? And the people who keep their jobs still have to come to work knowing that it’s not a meritocracy. No matter how hard you work, if you’re numbers aren’t hit, you’re toast.

In our system, when a company has mass layoffs, the stock price goes up. So companies incentivize and reward senior managers not on how the company performs, but how the equity performs. When the equity performs well in response to something that’s necessarily bad for the company, that behavior will continue.

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THE LEADERSHIP TIPPING POINT I asked Simon how we can create a world where the majority of business leaders realize the simple truth — take care of your people first and you will be successful.

Simon knows that rational arguments won’t work to convince people to change. Every single month Harvard Business Review writes an article about this subject, which people read but don’t take action. This is how change will come about:

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1. The Law of Diffusion of Innovation

All populations sit somewhere on the bell curve with certain standard deviations, and you have to convince 15-18% to buy-in. That is where the tipping point occurs. Try to convince the majority and it falls on deaf ears. Instead try to convince the early adopters – the few who are interested and willing to take a risk and try. Have the discipline to only work with people who will listen in earnest, and achieve critical mass with that group.

2. Know your piece of the jigsaw puzzle

We all have a piece of the puzzle. When we find other people with whom our piece fits we call them over. We help each other, work together and align our actions. You have to know what your piece of the puzzle is. What 15Five is doing, that’s a piece of the puzzle. By itself it cannot make the whole picture. What Simon is doing, that’s another piece of the puzzle. He travels around and tells people, “hey guys, that’s what the picture looks like when you complete the puzzle. Don’t forget the picture.”

Find enough of the people where the pieces fit together and we can create the tipping point and change the world.

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LEADERSHIP

LEADER WORK F LEADERS WORK FOR THE PEOPLE

I believe that one of the things that will have the system tip is when employees know that they don’t have to put up with negative, fearful environments. When they have the option to work at companies that get it, others will have no choice but to adapt.

Simon says that the most important lesson of great leadership is that leaders always work for the people. That’s why dictators always keep people divided. If the people are divided, the dictator stays in power. If the people come together, the dictator is out.

We are all so worried about our own jobs and our own hides that some of these misdirected leaders and their policies remain. If we join together and demand that leaders create environments where we feel like we belong, then we will win. Businesses will transform into places where people are truly inspired to be productive and willingly contribute.

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MEXICO as a NEW CAPITAL of the Automotive Industries Marcos Piacitelli

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AUTOMOTIVE Every year, the automotive industry has been growing consistently around the world demonstrating that it is a strong and influential sector to the worldwide economies. Certainly if a country is experiencing some sort of economic crisis, this crisis could lead to the fall in vehicle sales.

Alternatively, countries will see an increase in automotive sales and high profit margins when an economy is not experiencing a crisis. It would appear because of these facts that the automotive market is becoming increasingly more consistent and profitable around the world.

Mexico and the Automotive Industry Nowadays, Mexico appears to be a primary focus of the global auto industry as companies worldwide are eyeing to invest in the country. Actually, the wave of investments has already started. Mexico is currently the world’s seventh-largest producer of cars. Six years ago the country only was ranked in the tenth position. Mexico is the fourth-largest exporter for the automotive industry, only after Germany, Japan and South Korea.

Mexico is almost reaching Japan to become the number 2 supplier of vehicles to the U.S. market.

Mexico has eight automotive producers in Mexico: Ford, Chrysler, GM, VW, Toyota, Nissan, Mazda, and Honda.

To support this information, in 2014, Mexico manufactured four out of every 100 cars in the world. With this speed of growth in the industry and attraction of investments, Mexico could reach the 4th position in automobile producers after China, USA and Japan.

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2015 Was a Significant Year in the Automotive Sector in Mexico The Automotive industry was “la Joya de la corona” of Mexico in 2015, with impressive numbers never seen before. This sector represented more than 3% of the Gross Domestic Product (GDP) of the country. Mexico ended 2015 with a surplus trade balance by about US$50,000 billion and domestic sales above 1.3 million vehicles, and production of 3.4 million of vehicles. Mexico employed 1.7 million people, including direct and indirect jobs in that country for this sector.

Mexico is the fourthlargest exporter for the automotive industry, only after Germany, Japan and South Korea.

Currently, Mexico has eight automotive producers in Mexico: Ford, Chrysler, GM, VW, Toyota, Nissan, Mazda, and Honda.

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According to Mexican Automobile Industry Association the list of vehicles destinations of Mexico’s exports in the first quarter 2015 were 70% to the United States, 1.8% to Canada, 2.6% Germany, 2.4% Brazil, 2.1% Colombia, 2% to China, 1.3% Saudi Arabia, 0.9% Argentina and 0.5% to Italy.

The Future of the Sector in Mexico With the advent of new investments announced last year, the country becomes progressively a promising market for the automotive industry. For instance, South Korea’s Kia, Germany’s Audi, the American Ford and Japan’s Toyota have already announced the construction of new plants in the country with a total investment of US $4 billion. Also, by 2017 the Japanese-American Infiniti; 2018 and the German Mercedes Benz, and in 2019, the German BMW announced they would build plants in the country.

The aim of the sector by 2020 is to bring more investment from multinational companies. Mexico clearly is on a path to be among the leading manufacturers and exporters of the world’s vehicles that also possess an attractive domestic market..

AUTOMOTIVE

Reasons and Facts Besides the positive numbers, other factors have led to Mexico being at the center of investments in the automotive sector. Mexico stands out for its geographic location as a close door to the U.S. car market noted as the world’s largest with connections to ports to both the Atlantic and the Pacific Oceans. Mexico is also a country with very cheap labor in comparison to other countries, with a good reputation for producing with excellent quality and great production efficiencies.

The list of vehicles destinations of Mexico’s exports: • 70% — United States • 1.8% — Canada • 2.6% — Germany • 2.4% — Brazil • 2.1% — Colombia • 2% — China • 1.3% — Saudi Arabia • 0.9% — Argentina • 0.5% — Italy

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Also, Mexico is a country with several public and tax incentives, with public policies that make the automotive sector privileged with these incentives in order to promote growth and development.

Finally and personally, I consider one of, if not the most important, as a factor for the automotive industry in Mexico is their extensive network of Free Trade Agreements (FTAs), which provides this sector with access to 45 countries.

Mexico Free Trade Agreements (FTA) There are many reasons and qualities that Mexico provides as a great place for auto manufacturers: • Mexico is strategically located close to the U.S., Canada and Latin America (NAFTA).

• The Mexican government has negotiated extensively in order to increase the list of countries that Mexico has agreements with.

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Mexico manufactured four out of every 100 cars in the world.

An organization in Mexico called ProMexico acknowledges that Mexico can boast of a network of 13 Free Trade Agreements (FTAs) with 45 different counties where 32 of these agreements are Reciprocal Investment Promotion and Protection Agreements. There are also 33 countries involved with Mexico of which 9 have trade agreements within the framework of the Latin American Integration Association (LAIA). Mexico expects to see more partnerships with the Trans-Pacific Partnership Agreement. With that, Mexico has access to over 60 percent of the world’s GDP because of their relationships through these agreements.

AUTOMOTIVE

Conclusion: We may travel a bit through the time, from the first automobile plant in Mexico in 1925, through the crisis in 1983 in which Mexico changed the policy for exports, then the implementation of the North America Free Trade Agreement (NAFTA) in 1994, and finally the “boom” in Mexican production in this century. One thing is clear, with the positive changes in Mexico of recent; this country clearly has become a prime area for manufacturing and especially appealing to those in the automotive industry, noted by the positive growth in this sector.

Mexico is currently the world’s seventh-largest producer of cars.

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WHY IS FRANCHISING Going Global

By Kerry Pipes

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TRENDING Taking a franchise brand international is, in a sense, the final frontier for growth. It’s where many franchise brands that have begun - and been successful - in the U.S turn when they seek expansion. It’s a strategy that often occurs in part because of growth that has saturated domestic markets and territories. Typically, larger more established franchise brands begin looking across borders for untapped markets and potential growth. It’s an expansion strategy that’s not new. But during the past couple of decades as franchising has continued to grow as a popular business model, the international growth strategy has been on the rise. International franchising can also provide opportunities for new and existing franchisees looking for expansion options.

There are opportunities as near as Mexico and Canada and as far as the Middle East.

Many international markets are wide open and untapped and offer enormous potential for franchisors In one sense, international franchising can be a relatively smooth and easy process. After all, the franchise concept is built around infrastructure, simplicity, replication, and streamlined operations. What works in one place generally works in another. And many international markets are wide open and untapped and offer enormous potential for franchisors - with the right products, services, and business culture.

Consider this, eighty percent of the world’s population lives in areas that are considered emerging markets. The U.S. Department of Commerce estimates that over 75 percent of the expected growth in the world’s trade over the next two decades will come from developing countries, particularly big emerging markets, which account for over half the world’s population, but only 25 percent of its gross domestic product.

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Nevertheless, there are challenges for franchisors that seek expanding kingdoms in other lands - and often for the franchisees who operate the units. Franchisors look at key markers such as what kind of demand exists for their products and services in the new international market(s), the initial cost of entry, sourcing supplies and related vendor issues, and whether or not it makes sense to open company and franchise units in these new territories. Franchisors are going to evaluate a country’s GDP per capita, general population statistics, and the overall health of the country’s economy. Another significant factor affecting international expansion, laws often vary from country to country on small business operations and franchise licensing. It can be complicated and requires research.

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One school of thought says not to be the ďŹ rst to the market but a close second.

Franchise representatives need to visit the countries they are considering moving into and devote time and resources to studying these cultures very carefully. One of the first questions to consider is time of entry. One school of thought says not to be the first to the market but a close second. This way another franchisor, essentially, invests in the market research for all competitors.

If the product or service flies, and the market is proved to be viable and economically attractive, then other brands, and concepts, can begin to move in.

TRENDING One of the most critical components of successful international franchise expansion is finding the right partners. This is a key ingredient to long-term success and profitability for the franchise brand. There’s likely to be cultural barriers, political barriers, legal barriers, language barriers, and a hodge podge of other factors that differ from standard U.S. operations. That’s why it’s important to identify key people on the ground who know and understand all of these issues thoroughly. Typically, a master franchisee model is employed. The franchisor contracts with a person or entity to help identify and provide services to franchisees in a specified territory (anything from a whole country to a region to a city). The master franchisee typically pays the franchisor a significant initial fee for the rights to develop the territory and then retains a portion of the initial fees and royalty fees paid over time by the individual franchisees in the territory.

When correctly implemented, the master franchisee approach can result in more rapid system growth accompanied by less initial capital risk for the franchisor.

It’s a great tool for a U.S.-based franchisor.

The master franchisee is usually responsible for recruiting the individual franchisees and providing all training and support they need. That can include everything from basic training to all ongoing support. When correctly implemented, the master franchisee approach can result in more rapid system growth accompanied by less initial capital risk for the franchisor.

The qualified master franchisee can be the key to identifying and recruiting talented franchisees who fit the system and successfully execute the franchise concept.

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The old approach for achieving

BRAND SUCCESS

in MENA is Not Dying, It’s Dead!

By Omar Alhaza’a – Founder & CEO of Franchise Arabia

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SUCCESS Brand owners should not overlook the fertile marketplace of the Middle East. MENA is a big market with endless opportunities and tremendous potential for growth. However, the fundamental thing that we all must remember and remember well is that the market has drastically changed and will keep changing forever.

In the old days, a brand concept did not necessarily need to be remarkable to have a footprint in the marketplace because there weren’t that many choices available. Back then, there was no such thing as brand preference. Today, and in the future, brands have no other choice but to build a strong brand preference and offer something truly remarkable to capture the attention of potential franchise partners.

Local investors are no longer an easy target to sell your brand concept to. They have become more sophisticated buyers. They have shifted from “being sold to” to “buying”. This shift is largely caused by the variety and rise of local & global brands. And if you don’t keep pace with this significant change, you will be like trying to drive forward by watching the rear-view mirror.

Franchisors, the era of trying to recruit franchise partners without providing a compelling ‘why’ before they buy is over, DEAD. It is as dead as yesterday!

A new era has arrived, and with it comes the need for a new approach. Brand owners must be willing to re-examine their old strategies and develop new ones. For your brand to flourish in the region, you will need to develop a new way of thinking about how to attract potential franchise partners. Don’t try to make the mistake of importing a one-size-fits-all approach from your home market and expect it to motivate local investors and have them run after your brand. If that’s what you’re thinking, it’s time to rethink your strategy.

The sad thing is, if you don’t start doing things differently now, before it is too late, your competition will catch up fast and your brand will be thrown out of the ring.

Omar Alhaza’a Founder & CEO of Franchise Arabia

Well, while there are no quick fixes for finding the right franchise partners, here are 5 proven ways to help you re-examine your approach to achieving brand success in MENA:

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DON’T ACT LIKE A COWBOY 22

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Some brand owners almost need to be told, “get off your horse and stop promoting your brand like a cowboy!” Times have changed. Their mumbo-jumbo old stuff doesn’t work in the region anymore. Coming across as arrogant is just about the worst thing a brand owner - or those who represent them - can do in this part of the world. What does work however is a genuine effort to understand what people really want and over-deliver accordingly. No gimmicks, no smoke and mirror illusions, and no empty promises. Just be genuine. Be real. And, please, train yourself to look beyond the dollar sign. People are not naive.

They know the name of the game.

STRATEGY FIRST, EXECUTION SECOND

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Strategy is everything. It all starts with strategic planning. Armed with the right strategy and brilliant execution, you will always win. Without strategy, you will go into a slump. A well-thoughtout brand strategy lays out a clear objective, sets guidelines, and keeps you focused on the primary target. Don’t be blinded by guesses and wrong assumptions. Be very careful. The local market is like an ocean full of sharks, if you jump in without a coherent strategy, you will be eaten alive!

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RELATIONSHIPS ARE EVERYTHING

THINK GLOBAL, ACT LOCAL 24

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In MENA, it’s not who you are, it’s who you know. To do business in the region you first need to build and maintain personal and trustworthy relationships with the right people. It does not really matter how great your brand is, if you’re not dealing with the right people, you will have a hard time achieving success. Generally, Arabs prefer to do business with people they know, like and trust. Capture people’s attention before you talk business. Take the time and effort to reach their hearts and minds first, not their wallets.

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Think countries, not regions. Again, things are different here. Culture is different, people are different, the competition is different, and local attitudes are different in each country. There are crucial differences in each market that should be addressed in an appropriate manner if you want to succeed locally. It’s essential to act locally in terms of tailoring what you have to offer to the local market characteristics. You need to get a real feel of the market by reaching out and feeling its vibes first hand. Get connected to the region from the region.

SUCCESS

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FISH WHERE THE BIG FISH ARE

Focus on where the business is going to come from, where the real opportunities are.

You don’t have to be everywhere, be where your target audience is hanging out. Conduct a laser-focused marketing campaign where the big guys can see, feel, and hear you. Participate in well-established proven trade shows, list your brand on highly effective directories, and have a well-connected facilitator on the ground who can introduce you to real opportunities. Don’t waste your time, money, and energy chasing small fish.

Focus on prospects not suspects. Quality and convertibility are what’s important, not quantity.

Finally, in the old, old days, selling and chasing prospects used to be a good strategy. Today, enticing and serving people is the only strategy that works. It’s about identifying the common ground between your brand and potential franchise part-

ners. It’s about defining people’s expectations and delivering on them. Ultimately, it’s all about building a strong brand preference. When you give people more compelling reasons to do business with you, their hearts, minds, and wallets will follow!

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How

MCDONALD’S makes

its

MONEY

BY GREG MCFARLANE

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FINANCE On May 15, 1940, a small restaurant called McDonald’s opened near U.S. Route 66, at West 14th St and 1398 North E St. in San Bernardino.

Seventy-eight years later, the enterprise boasts 68 million customers per day, all of them buying a burger or fries or chicken nuggets; is anyone else suddenly hungry?

On the way to serving hundreds of billions, McDonald’s Corp. has blazed multiple corporate trails since its 1955 incorporation. Franchising, institutionalized training — McDonald’s even had a mission statement long before mission statements were a thing. “Quality, Service, Cleanliness and Value” is self-explanatory, and McDonald’s has set standards for at least the first and fourth of those qualities. As legendary Michelin chef, Ferran Adria, once said of the Big Mac: “Ferran Adria and the 100 best chefs in the world cannot do better for the price.”

The superlatives change from day to day, but the latest reports show McDonald’s employing about 375,000 people (not counting franchise employees), and has about 37,000 restaurants in over 120 countries.

In May of 2017, McDonald’s announced it would partner with Uber for home delivery for the first time in the U.S. The burger house made news in February of 2018 when it announced it would be cutting burgers for the long-running “Happy Meal” menu in a bid to appeal to healthy eating critics.

1. Thick Margins The restaurant industry is infamous for its turnover, and as any restaurateur will tell you, one major reason is that the margins can be thinner than a slice of processed American cheese. Yet McDonald’s operating margins are Double Quarter Pounder-thick around 40%. How is that possible in a business whose very purpose is providing inexpensive food?

Largely because the food is even cheaper to prepare than you might think. Some menu items — coffee, for instance — sell for dozens of times their cost. Note to people who think nothing of paying $4.44 for an iced mocha — you’re drinking a few pennies’ worth of beans, boiled in water that’s too cheap to measure, and some chocolate syrup.

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2. Markets McDonald’s differentiates four markets; U.S., International Lead Markets, High Growth Markets and Foundational Markets and Corporate.

Each segment accounts for 35%, 32.2%, 24.2% and 8.5% of revenues respectively as of the company’s most recent annual report.

U.S. — the Company’s largest segment with revenues of $8 billion in 2017.

International Lead Markets — established markets such as Australia, Canada, France, Germany, the U.K., and similar. This segment had $7.3 billion in revenues in 2017.

High Growth Markets — markets McDonald’s believes have a higher growth potential including China, Italy, Korea, Poland, Russia, Spain, Switzerland, the Netherlands, and similar. This segment had $5.5 billion in revenues in 2017.

Foundational Markets & Corporate — the remaining markets. Corporate activities are also reported within this segment, and total revenues were $1.9 billion in 2017.

3. Franchises McDonald’s has notoriously strict criteria for its franchisees (net worth, liquidity etc.). Franchisees are also responsible for paying salaries, ordering supplies and paying rent/owning the premises. In return, McDonald’s provides them with an almost guaranteed moneymaker. About 85% of restaurants are owned by franchisees, the rest by the corporation itself. As of their Q1 2018 report, the company’s goal is to be around 95% franchised.

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FINANCE

4. Leadership

fall under Thompson, but the stock price stayed constant despite huge jumps in the Dow.

The company’s net income in 2017 was $5.2 billion, which is up 11% from the previous year. In 2015, for the first time since the McDonald brothers sold their interest in the business to Ray Kroc, the company had something of a management crisis.

Chief executive officer Don Thompson, a McDonald’s lifer and the hand-picked successor of legendary boss Jim Skinner, was sent packing barely two years into his tenure. Not only did annual income

In April of 2017, three other key executives — the chief marketing officer, the vice president of menu strategy and the vice president of digital — were replaced. Most recently in May, CEO Steve Easterbrook announced that the company would partner with Uber Eats for home delivery across the U.S. The partnership is part of a strategy to keep up with current trends, and the newer generations prefer home delivery over pickup, Easterbrook said.

The Bottom Line Fast food should be as stable an industry as any.

People need to eat, and often don’t want to spend unnecessarily — though the industry does face challenges relating to a shift in demand towards healthy eating. A restaurant chain that sells familiarity and

consistency needs to recognize that those qualities themselves are enormous assets. Even when McDonald’s has an underperforming year, it’s still profitable. When operating at its peak, it’s a must-have stock in any comprehensive portfolio.

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EXCLUSIVE INTERVIEW MOHAMMED AL HABTOOR

With Vice Chairman & CEO of Al Habtoor Group

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SPOTLIGHT FEATURE The Al Habtoor Group has grown with the United Arab Emirates. What started out as a small engineering firm in 1970, is today one of the region’s largest and most respected conglomerates with interests in the hospitality, automotive, car leasing, real estate, education and publishing sectors.

Just as the name of the UAE has become synonymous with trade and enterprise all over the world, the name of the Al Habtoor Group has also become synonymous with dynamic growth, evidenced by its commitment to develop and grow businesses in multiple sectors.

Although the Al Habtoor Group began as an engineering firm, it is now a major player in the hospitality industry. What made the group decide to invest in hotels and the resorts?

Our motto is ‘Growing with the UAE’ and the Al Habtoor Group has done just that. Our first hotel, the original Metropolitan was very popular. Demand was outstripping capacity so we knew that if we if didn’t expand our hospitality portfolio then someone else would. Today we hold a diverse portfolio. Our units include Hositality, Real Estate, Automotive, Car Leasing and Education. The same applies in our Hospitality portfolio. Each hotel has a distinct personality that appeals to different markets; from the super luxury St. Regis brands and Waldorf Astoria, through to our home-grown brands like the Metropolitan Dubai. We cater to everyone’s needs.

Our hospitality interest includes seven hotels in Dubai, and seven internationally; in the US, UK, Austria, Hungary and Lebanon.

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What made Al Habtoor Group want to combine five-star hotels and luxury residential towers into one multi-use development?

The plot is very unique. It is located on Sheikh Zayed Road – the main artery to everything in the city. In addition, we are fortunate that the newly-opened Dubai Water Canal was built right next to Al Habtoor City. This means that visitors can access Al Habtoor City by car, boat and even helicopter. When we were considering designs, we wanted to ensure Al Habtoor City had everything under one roof. We have achieved that.

It is now a well-known, luxury destinations in terms of the three five-star hotels which provide endless food and beverage options for visitors and guests. It is also home to La Perle by Dragone, the region’s first-ever permanent Las Vegas-style theater, and a state of the art tennis academy. The residents of The Residence Collection have direct access to all of this. Essentially, we upscale what we had there before.

How did you decide on a location for Al Habtoor City?

Before embarking on Al Habtoor City the plot was home to our first hotel in Dubai, The Metropolitan, which opened in 1979. The old Metropolitan hotel was one of the first hotels in Dubai. It was built even before the access road. In 1985, we added the Metroplex entertainment centre to the plot and in 1998 we built a Habtoor Residences. The land has always been multi-purpose from the early days and was a landmark development long before Al Habtoor City existed. We knew we had to move with the times and make way for something bigger and better, and we have surpassed all expectations with Al Habtoor City.

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SPOTLIGHT FEATURE

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SPOTLIGHT FEATURE

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What sets the hotels in Al Habtoor City apart from visitors’ other options in Dubai?

The options set us apart. The Hotel Collection consists of three high-end brand names recognized around the world: The St. Regis Dubai; W Dubai – Al Habtoor City, and The Westin Dubai, Al Habtoor. Each hotel caters to a different clientele. In addition, there are many places a visitor can go do in terms of restaurants and bars.

The Leisure Collection is unrivalled in Dubai. It comprises a tennis academy complete with an indoor air-conditioned tennis court and La Perle, a world-class show choreographed exclusively for the City in a purpose-built theatre. We have the biggest garden on Sheikh Zayed Road plus all the benefits from The Dubai Water Canal.

What type of guests and residents are you hoping to attract to Al Habtoor City’s hotels and residential towers?

It is a first-class development with world-class facilities. The hotels cater to a five-star market.

Their names speak for themselves. They are recognized brand-names all over the world. As for The Residence Collection, we have created an urban development with exceptional facilities and enviable views of Dubai. Residents can see out into the Arabian Gulf, the city skyline, or into the desert as far as the eye can see. They have access to all the luxuries the hotels offer, plus their very own resort-style pool deck, fully-fitted gyms and the tennis academy. The apartments range from one to seven bedrooms so cater to everyone whether they are single professionals of families. Whether they are renting or buying, they are buying into the luxury lifestyle that Al Habtoor City exudes.

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SPOTLIGHT FEATURE

Do you have any additions for Al Habtoor City (like the Al Habtoor Polo Resort & Club and Al Habtoor Tennis Academy that opened in 2017) planned for 2018?

At Al Habtoor City, the last phase is The Boulevard – a row of shops, restaurants and cafÊs between the Residence Collection and the hotels.

Plus, the RTA recently added a marine stop at Al Habtoor City, which breeds new life into the development. The Al Habtoor Polo Resort & Club is complete and is a great addition to our portfolio.

We are in the midst of the polo season now. Each year it grows and attracts more attention from around the world. We will continue to build on our success.

What are your future goals for Al Habtoor City?

We have been incredibly active locally and internationally over the past few years. We now have 14 hotels; seven in Dubai and seven internationally. We will focus on what we have for the time being. Having said that, we are always considering development options both at home and abroad. If the right opportunity presents itself we will jump on it.

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TECHNOLOGY

AVAYA Avaya is recognized as a leader in the Business Communications and Contact Center industry, helping organizations around the world achieve success through the integration of communications with their business strategies and operations, creating open, convergent and innovative solutions aimed to improve and simplify communications and collaboration, either in the cloud, on a company’s premises or with a hybrid model.

Between late 2017 and early 2018, the company emerged with a new leadership team and a revised strategy based on the acceleration of the open architecture and the cloud; integrating artificial intelligence (AI), blockchain and emerging technologies, and transforming the business through greater investment in innovation.

With over 20 years of experience in the technology and telecommunications industry, Galib Karim is vice president of Avaya for the Americas International, a position in which he is especially responsible for the company’s regional strategy

and in which he has excelled due to his achievements.

“In its beginnings, in the early 2000s, Avaya started the interaction Center with the goal of activating the management of customer relations, which allowed companies to take their multi-platform call centers to multimedia contact centers and to do so in a variety of locations. A ‘convergent communications’ plan was focused on the role that applications would play in making communications improve the business performance of companies of all sizes and in all verticals,” as Karim explains.

Avaya emerges in a moment in which a series of important technological innovations were happening and at a time when companies needed truly innovative solutions to help improve the employees’ productivity and customer service, while reducing the costs through the integration of multiple forms of communication, including telephony, email, instant messaging and video. That is how the company was able to integrate communications directly into applications, browsers and devices. “The main goal was focused on liberating people from their desks and providing them with a more natural and efficient way to connect, communicate and share, when, where and however they want to,” says the vice president.

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AT REYNET WE CONSIDER OURSELVES AS A COMPANY WITH EXTENSIVE EXPERIENCE IN: UNIFIED COMMUNICATIONS, COLLABORATION AND VIDEOCONFERENCE

CONTACT CENTERS

DATA NETWORKS & SECURITY

OUR KEY: COMMITMENT For the company it has been crucial staying deeply committed to the customers, as well as listening and responding to their needs while maintaining the credibility and reputation as the company that offers communication solutions to all industries.

Avaya has fully understood the current dynamic of the market and the industry, and over the last two years the company has significantly accelerated its innovation rate.

“Amongst our latest announcements, the following stand out: the launch of the artificial intelligence-based virtual agent, Ava, and the integration of its collaborative functions in group with our conferencing solution, Equinox Meetings Online.

In addition, the company has been working on several initiatives in order to become a synonymous for cloud communications for the customers of the Latin American market, through Avaya Private Cloud Services (APCS) and the program “Powered by” whose acceptance has proven its indisputable success in the region,” as the executive emphasizes. “The next step was to create a strategy of differentiation and to focus on a new strategy to invest in people and in technology. We wanted to bring new experience and new knowledge to the business. Our existing markets and their proximity to new ones translated into an opportunity to attract and recruit new talent with new skills in new geographies, which has been a very exciting process.

In the last two quarters alone, we have invested more in new technologies and R&D than in all of 2017 and we have achieved significant advances in UC, CC, Cloud and AI, all of which has been driven by our commitment to the customers.”

Over the years, it has been fundamental for the company to focus on a strategy to invest in people, technology and staying really committed to customers.

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ALLIANCES FOR GROWTH

KEY PERSON

Avaya observes and has maintained an extremely disciplined process and approach to assess potential strategic opportunities, whether they are acquisitions, joint ventures or other alliances. The company deems it important that the agreements that are made create new opportunities and help to accelerate the time-to-market.

Since 2011, Avaya has been making strategic acquisitions of several companies. In 2018, Avaya acquired Spoken Communications, an innovative leader in Contact Center as a Service (CCaaS) solutions and customer experience management applications based on conversational artificial intelligence (AI); and partnered with Afiniti, which is a company focused on AI development for the use in contact centers. Just a couple of months ago the company announced a deeper partnership with Cogito, which is a leader in artificial intelligence (AI) for emotional intelligence, with the objective of improving the client’s experience through joint development. ..........................................................................

GALIB KARIM

VP Americas International With over 20 years of experience in the technology and telecommunications industry, Galib Karim is Vice President of Avaya for Americas International, a position in which he is especially responsible for the company’s regional strategy and in which he has stood out for his achievements. ..........................................................................

COMPANY INFORMATION ..........................................................................

Company name Avaya

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Industry Technology

TEAMING UP When recruiting talent, academic excellence is sought in the candidates that are being evaluated and they make sure canditates possess the capabilities and skills needed for the roles they wish to fulfill, while also making sure that they can demonstrate the values of simplicity, accountability, empowerment, trust and teamwork - which are pillars of Avaya’s business culture. Last but not least, the company aims to have a diverse team in every way. To ensure a good integration into the company, each manager and supervisor makes sure to have the work tools prepared and ready to welcome the new employees.

“Each organization within the company has specific programs, for example, for the sales team we have the Sales Enablement team at the corporate and regional levels, who design the specific qualification and training curriculums for each role and job within the structure and required updates programs, per quarter and for the entire year.

Using both virtual training and self-management tools, as well as conducting classroom courses to develop specific skills for each level and role,” Galib Karim explains.

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Headquarters United States

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Address 4655 Great America Parkway Santa Clara, CA 95054-1233 USA

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Date founded 2000

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Website www.avaya.com/en/

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Telephone +1 (866) Go-Avaya

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Employees 8,700

COMMITMENT AND RESPECT FOR THE WORK SETTING “We believe it is our responsibility to make the world a better place and we align ourselves with our employees, communities, customers, partners and suppliers to make this a reality,” says Karim.

Avaya guarantees humane and safe labor standards, environmentally responsible business practices and high ethical standards in its supply chain. The company effects positive changes in the world by adopting its technology and transforming the modern workplace in order to create an attractive, efficient and environmentally friendly work setting.

The company is highly committed to identifying risks and preventing the use of child labor, slavery and human trafficking in its commercial operations and supply chain.

Also, the company has ISO 14001 certification for its Design for the Environment Program, which is a commitment to continuously reduce its products’ environmental impacts.

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TECHNOLOGY

FINANCIAL RESTRUCTURING AND A LOOK INTO THE FUTURE In regards to the situation the company experienced at the beginning of 2017, Karim explains: “First of all, I want to clarify that to benefit from Chapter 11 does not mean that the company was bankrupt. Chapter 11 provides companies with legal protections and space to breathe and address the debt burden and liquidity constraints, in an organized manner and with the benefit of the supervision of a bankruptcy court.”

Avaya evaluated a wide variety of options to address the situation related to its capital structure and to improve its balance sheet and decided to initiate a formal debt restructuring procedure, which allowed the company to substantially even out its balance sheet and quickly emerge from Chapter 11 as a healthier company with the financial flexibility to invest in growth and innovation, create better solutions and take care of its customers’ needs.

Essentially, a new era of openness and agility has begun. Because the company has prioritized the deepest sense of commitment to customers and partners around the world, it has also intensified its focus on increasing investment in sales, marketing channels and marketing.

The company’s plans include: continuing to remain as leaders in the industry worldwide; continuing to invest in their clients, their clients’ customers and business partners; execute a competitive strategy, which has recently made them the deserving winners of the Frost & Sullivan Latin American Enterprise Communications Competitive Strategy Innovation and Leadership Award; consolidating its strong communications strategy in the cloud and maintaining a solid development program to constantly respond to the new demands of customers.

“We are really excited about our future,” concludes Galib Karim.

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FOOD & DRINK

INDUSTRIAS LICORERAS DE GUATEMALA Industrias Licoreras de Guatemala is a leading organization which is dedicated to the production and distribution of the finest aged rums and other high quality products, in both the national and the international markets. The company has a highly qualified sta capable of innovation, which is also committed to its core values and organizational goals. Its quality is guaranteed by the ISO 9001:2000, ISO 14000 and HACCP / ISO 22000 Quality Systems certifications.

The company’s mission is to satisfy the most demanding tastes around the world through their aged rums and other products of the highest quality and excellence, by constantly innovating with a team that is committed to sustained profitability and growth, and social responsibility.

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THE BEGINNINGS “Alcohol consumption as part of social interaction, entertainment, cultural rituals, celebrations, etc. – it comes from ancient times along with fire and fermentation; it’s almost as old as humanity itself. In Guatemala, it comes from the pre-Hispanic times in a ceremonial way,” this is what Luis Ibáñez, General Director of Industrias Licoreras de Guatemala, tells us.

In the 1930s, any person or family interested in working in the production of liqueurs and spirits had to request authorization from the state of Guatemala to be able to produce it.

“There were factories in almost all of Guatemala’s departments, since marketing was assigned to each manufacturer within a specific territory. Each factory had its production and its own brands,” as Ibáñez explains.

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At the end of the 1940s, the law that regulates the production, merchandising and aging activities for Alcoholic Beverages and Alcohols was made. Given the need to have spaces for the aging process of alcoholic beverages, a pioneer group of producers understood the need to begin integrating activities in order to be able to respond to that scenario. They also understood that the only way to provide better distillation and aging technology, achieve appropriate production scales and subsequently distribute in a more efficient way, was by joining forces. That is how Industrias Licoreras de Guatemala was created and today, after more than 75 years, it is a fully integrated industry, endowed with state-of-the-art technology in its production processes and a benchmark for the local industry.

GROWTH AND LEADERSHIP

KEY PERSON

Fundamentally, ILG has grown in the national industry due to the high quality of products that it has been offering for over 75 years, in the form of well-known and well-liked brands in the Guatemalan market.

The integration of the productive chain has been key in the possibility of offering products of the highest quality, because they control the entire process: from the sowing of sugarcane fundamental raw material whose special care exceptionally nourishes the whole process - and of course the modern distilling center, aging centers, and bottling plants for its products.

“In ILG we have great innovation capacities, we are well-attuned with the industry’s trends and we have created an additional broad range of flavors, varieties of packaging and new brands to solve needs for various occasions of consumption and for different audiences with different needs”, Ibáñez points out.

ILG produces one of the most commercialized rums in more countries around the world and the most renowned brand in Latin America.

It was recognized by the country’s legal framework, i.e. the “Ron de Guatemala Denomination of Origin”; their aged rums are internationally ranked as “Premium Rums” and are well-known for their quality. Currently, the company has a portfolio of more than 156 SKUs distributed across 32 brands between dark, aged rums; aged, crystal rums; white rums, flavored rums, white and flavored spirits, and pre-mixed.

“In the international market we have grown hand in hand with two brands - one of them through a Joint Venture with the world-renowned giant of Spirits-Diageo and their Zacapa brand.

And in recent times we have also developed other brands, such as the Botrán brand,” as the executive explains.

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ING. LUIS IBÁÑEZ

General Manager of Licoreras Industries of Guatemala Industrial Engineer from National University of San Agustín Certified Public Accountant by the Santa María Catholic University MBA from ESAN Business School — Peru and PhD Candidate in Business Administration from the University of Seville. ..........................................................................

LEADERSHIP STRATEGIES The strategies that ILG follows nowadays are very clear, as Luis Ibáñez explains: • Constant innovation: keeping up with trends in liquids and packaging, following and surprising consumers.

• High-end products: high quality premium brands that are enjoyed all around the world.

• Maximize our presence in the Guatemalan market through other categories beyond our traditional Spirits and Rums.

• Increase our presence in international markets through creative associative forms and / or distributor networks that take our products to the demanding palates abroad.

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FOOD & DRINK

COMMITMENT THAT PASSES ON FROM GENERATION TO GENERATION ILG is a long-standing industry in Guatemala and as such it has been a reference for some generations; currently it has collaborators with many years of experience. This commitment has been passed on almost generationally to the most recent beginners in a combination of tradition and modernity, which is balanced but with the same DNA committed to keep being an emblematic industry in the country.

These days, the company also uses modern tools such as talent management and administration by objective, and high performance teams are encouraged in order to be competitive in the demanding international market.

“Perhaps the cohesive element of our culture is the pride of producing the finest rums in the world,” says Ibáñez. He then continues: “We make products that are very well-adjusted to the taste of consumers and new trends. We never compromise the quality of our products: they are always made under the strictest of standards and we aim to provide the consumer with a complete experience from the packaging, all the way through the liquid and ending with the ambiance and the way to consume them.”

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OUR COMMITMENT TO SOCIETY AND THE ENVIRONMENT “Since 2015, we have decided to play an active and committed role in our relations with communities,” Ibáñez tells us.

During those three years we have taught different courses to women from each of the surrounding communities, empowering them in different trades with the goal of making them into small businesswomen. We also contribute with the education in schools by making improvements to their infrastructure. And as for health, several medical days are held each year.

“Our vision and goal is to strengthen our relationship with them over the next 5 years in three specific areas: health, integral development and education,” the executive points out.

As part of the commitment to international

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markets, a series of guidelines have been implemented that allow us to earn different certifications; among them, to be the first aged rum in the world to have a seal of sustainability. Thus, committed to a better future: It is the first mill in Guatemala that recirculates 97% of the water used in its manufacturing processes, therefore having reduced the consumption of water for the process by 66% in the last 4 years.

• In the production of rums, the company has stopped consuming up to 50% of fossil fuels replacing them with biogas.

• An average of 20,000 trees have been reforested annually in the areas of influence.

This year the record was broken by the sowing of more than 50,000 trees.

CONSOLIDATE ACHIEVEMENTS AND LOOK TO THE FUTURE Due to production standards throughout the integrated production chain, it has become one of the company’s main objectives to provide consumers with products of the highest quality, as well as the importance to the relationship with the different international markets. We have earned different certifications that allow us to be at the level of the best producers in the world.

In commercial terms, some of the company’s brands have participated and earned awards in fine distillates: Aguardiente Venado in ITQI and Monde Selection; gold medal for “Ron Botran Cobre”, in the category of spiced rum at the Rum Festival in Madrid; and gold medal for “Ron Botran Solera”, of the Premium category in the same festival.

“During the last two years we have expanded over the industry in a vigorous way; now what we have to do is consolidate growth in a sustained manner based on the domination of the local market and a more accentuated access in the international market,” Ibáñez concludes.

COMPANY INFORMATION ..........................................................................

Company name Industrias Licoreras de Guatemala ..........................................................................

Industry Food & Drink ..........................................................................

Headquarters Guatemala ..........................................................................

Address Km 16.5 Carretera Roosevelt 4-81 zona 01 de Mixco ..........................................................................

Date founded 1914 ..........................................................................

Website www. industriaslicorerasguatemala.com ..........................................................................

Telephone +502 2470 9696 ..........................................................................

TRANSPORT

RENTING COLOMBIA

A DIFFERENT PROPOSAL

Renting Colombia is an expert company in providing integral solutions related to vehicle leasing for people, SMEs, companies and the government. The company offers leasing services that go from light cars to heavy vehicle fleets, so that they can be used and enjoyed as if they were their own with complete autonomy and control over them, while also freeing themselves from the multiple tasks related to their administration.

For many years and even nowadays, in the Colombian market there were already different legal figures that existed for the acquisition of vehicles, from credit to operational leasing. In all of these legal figures the asset, in this case the vehicle, was always in the possession of the client at the end of the payment of the particular service, whether it was called credit or leasing. But in the world, and particularly in Europe, the service had already advanced into a model in which the customer only paid for the use of the vehicle and it didn’t affect their working capital with the acquisition of assets that were not part of their core business, such as the machinery required to produce breads or beers.

Renting is a strategic business model in the world: it is the operational leasing of vehicles with services. Renting Colombia, has been in the Colombian market for more than 20 years and in the Peruvian market for more than 10.

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The innovation and development of products against corrosion is what allows us to be the preferred company for fleets and companies of all sizes.

Plásticos Mallol S.A.S. Carrera 46#75-51 Barranquilla-Colombia Tel: 57.5.368.6039 www.plasticosmallol.com

“As part of that evolution and with the goal of giving alternatives to the client in the country, the decision was made to create Renting Colombia,” says Carlos Mario Santa Restrepo, a publicist with over 20 years of experience in companies and agencies in the country. In 2013 he joined Renting Colombia as Head of Service and Network Marketing.

And in 2018 he was appointed Brand and Communications Manager, a position he currently holds.

The traditional concept of customers in terms of wanting to own everything in their operation, including vehicles and their administration, was one of the most difficult paradigms to break.

Presently, many companies in the country have understood that there are more efficient ways to have vehicles, such as renting, where you pay for the use and not for the asset.

In the first years of the history of Renting Colombia, the vehicles in the market were valued, or at least they did not lose value over time, so business models like renting were clearly at odds with the market conditions.

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KEY PERSON

These days, the Renting Colombia model guarantees 95% fleet availability by contract; for productivity, it operates as a specialized logistics consultant, generating efficiency in the management of the client’s fleet, in accordance with local knowledge and geographical coverage in the country.

And it delivers reliability, which is the entire back office of the organization, which must guarantee that all processes are correctly executed.

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CARLOS MARIO SANTA RESTREPO

Substitute legal representative Publicist specialized in marketing with more than 20 years of experience in agencies and companies throughout Colombia. In 2013 he joined Renting Colombia as Head of Relationships and Service.

In 2018 he was appointed as Brand and Communications Manager, a position he currently holds. ..........................................................................

COMMITMENT AND INNOVATION The collaborators of Renting Colombia have a model that governs the strategy around them that is called DNA, understanding that it is no longer a question of having the company’s shirt on, nor the brand tattooed on one arm. For Renting Colombia, its strategy is in the DNA of its collaborators and they must abide by the relationship with the customer and by the definition of DNA for them: to be innovators, negotiators, and to have sound judgement ... This concept shapes the team’s formation, and based on that the different courses are planned. Now, the dynamics of growth require more specific approaches, and speed requires special leadership. In this aspect, Renting Colombia has made a special effort to train a big team of leaders in Transformational Leadership, with a co-created diploma with an important college in Medellín (Antioquia, Colombia) and the needs of the company as the starting point.

Renting Colombia has a network of allies with which it manages everything related to maintenance of customer vehicle fleets. With them, sustainability programs have been developed that train all workshop partners, for example, in waste disposal schemes such as scrap, oils, batteries, etc., preventing these residues from reaching nature. In addition, and thanks to the demanding maintenance routines that are done to the fleets, CO2 emissions are 10% lower than those of a traditional fleet in the market.

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FIXED GOALS TOWARDS THE FUTURE In regards to the vision he has about the future of his company, the executive tells us: “I see many more companies understanding that they don’t have to own the vehicles; that their money must be invested in actually productive assets for them, and that there are companies like Renting Colombia that not only rent out their vehicles to use them as if they were their own, but who also help them become more efficient with very powerful logistic models. I also see the renting of environmentally-friendly vehicles further developing, for example, with electric cars, of which we already have about 100 units rolling around the country. Additionally, I see a final consumer on the same page, having the renting model as a very important and intelligent alternative for mobility, in which you pay for the use and not for the asset.”

The experience of more than 20 years in the automotive area is the biggest added value that the company has to offer. This translates into very complete information with the traceability of each of the processes that the vehicles had for the duration of the contract, identifying with certainty the usage in all areas of the operation. And delivering a car with all the history for the final process of the sale, which also generates interesting results for the organization.

The company set a goal for the year 2020, which is to multiply by 6 in its most important indicators.

COMPANY INFORMATION ..........................................................................

Company name Renting Colombia

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Industry Car Rental

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Location Colombia

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Address Carrera 52 # 14 -30 Centro Empresarial Olaya Herrera Etapa II Oficina 340 Medellín, 5200050 Colombia

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Date founded 1997

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Website www. renting.grupobancolombia. com/wps/portal/renting-colombia

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Telephone +57 (4) 520 0050

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