B-UIC 01 (English)

B UIC

e n i z a g a m s s e n i s u b r u o Y

#01

FEBRUARY 2014 www.uic.es/alumni

Up to Date Entrepreneurship

News from the market Tax incentives for entrepreneurs Christian Rovira, Dionisio Gracia and Luis Carbó Open Innovation Case Fausto Serra (Vivace Logística, S.A) Faculty insight Entrepreneurs and a “sense of mission” Media Value in World Football Be UIC

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The Faculty of Economic and Social Sciences (FCES) in the Universitat Internacional de Catalunya (UIC) is striving to intensify the quality of its product as well as the most distinctive feature of our Faculty which is to leave an entrepreneurial and critical mark on business decisions. For this we have excellent raw material: the staff and professionals in our faculty who generate research and projects that are placed at the service of our society.

FEBRUARY www.uic.es/alumni

INDEX Editorial 02 > A few words from the Dean Up to Date 03 > Entrepreneurship News from the market 12 > Tax incentives for entrepreneurs 06 > Christian Rovira, Dionisio Gracia, Luis Carbó 15 > Open Innovation 18 > The Fausto Serra case (Vivace Logística, S.A) Faculty insight 10 > Entrepreneurs and a “sense of mission” 22 > Media Value in World Football Be UIC

Our benchmark has been and will always be to ensure that people achieve high-level professional skills while also instilling a strong sense of social responsibility in them.

This year we would like to boost Entrepreneurship and our postgraduate programmes while continuing to provide quality degree programmes.

In terms of training entrepreneurs we are moving towards the creation of a new Chair besides the existing one on Mission Leadership. To do this, besides training new entrepreneurs, we would like to bring those students who have already completed their studies and who are already working as entrepreneurs, back under the umbrella of our institution. This magazine has been created to disseminate the work we do but also to further engage alumni from our faculty with whom we hope to strengthen collaboration from now on. We are aware of the time involved in leading business projects or departments; nevertheless, we believe we should pool our efforts and take a step forward towards establishing new links with the world of business, especially with those who have studied in our classrooms.

STAFF Publisher: Faculty of Economics and Social Sciences (FCES) Director: Dolors Gil Doménech Council Publisher: Toni Mora, Pedro García del Barrio y Marianna Zanuy Coordination: Consuelo León Contributors: Patricia Sáez, Rubén Gordillo, Jasmina Berbegal y Carlos Rey Design: www.twice.es

Toni Mora Dean of the FCES

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Up to date Patricia SĂĄez - Assistant Lecturer, Entrepreneurship, UIC.

WE LIVE IN AN ERA OF ENTREPRENEURSHIP

It is estimated that more than 1,000 new start-ups are created every hour and that one in three companies last for less than three years. Start-ups are at the forefront of a revolution that is transforming and renewing the world economy. In fact, start-ups are the essence of the free market because setting up new businesses breathes new life into the market.

ENTREPRENEURSHIP AND INNOVATION. These terms are

nies that opened between 0 and 42 months previously, and are at

frequently confused because in the real world, the moment

the right stage of development for market research. A start-up

where we move from innovation to entrepreneurship is not a

is a new company that has the ability to transform and create

precise one. Innovation is a more of an intellectual process,

change using a scalable business model. The term became popu-

more creative, in that it deals with the world of ideas (we should

lar during the dot-com bubble when a great number of internet

understand where these ideas come from, and distinguish these

companies were founded. Obviously,

ideas from opportunities). Entrepreneurship, on the other hand,

a start-up requires a great

is a more organisational process that deals with the world of

amount of personal

action.

strength, an internal energy that will move

We could define an entrepreneur as someone who identifies an

it beyond life’s

opportunity and creates the means to pursue this opportunity.

daily activities.

Therefore, the essence of creating a start-up is to understand all the activities associated with the perception of new opportunities and the creation of the organisations that pursue them. The academic world considers entrepreneurs to be managers of compa-

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Up to date The entrepreneur is focused on action. They must also be fo-

founded start-ups based on their own ideas, not so long ago

cused on detail because entrepreneurs are ultimately respon-

this was not the case. These collectives have taken the lead in

sible for the project and cannot allow themselves the luxury of

order to disseminate the ideas of others. For instance, in the

delegating essential responsibilities to others. These responsi-

health-care field it is possible to be innovative, but often it is

bilities include:

not doctors who are at the forefront of this innovation but entrepreneurs who see the opportunities that doctors abandon on

Identifying or creating an opportunity.

their desks, since they are permanently wrapped up in their own scientific world. It is interesting to see the enormous quantity

Creating a product, service, or process that satisfies a detected

and quality of publications produced by the medical community,

need in the market in such a way that it allows for a financial

however when we compare this data with the number of pat-

return.

ents or companies arising based on these ideas, we can see that there is great potential to be more entrepreneurial. Perhaps it is

Implementing and executing plans and ideas and ensuring

time to change all of this and reclaim the results of these ideas,

these become a reality.

to become more conscious of their value and take on a more proactive attitude in order to pursue them.

It is important to note the concept of intrapreneurship here, one that is very well known in the world of international manage-

Many professionals have been filled with doubt wondering if it

ment. Intrapreneurs can be described as entrepreneurs within an

is necessary to leave their job in order to become an entrepre-

organisation. They are capable of creating new start-ups from

neur. The answer is no. They just need to be surrounded by the

inside the organisation where they normally work, alongside it,

right people. Of course, certain shades of grey will always ex-

while sharing the risks and benefits. Examples of organisations

ist. Entrepreneurial initiatives do not come to fruition based on

that encourage intrapreneurship are 3M with Post-It Notes, Intel

the efforts of one person—teams make them a reality. Technical

or Google with Google News, AdSenses or Gmail.

professionals who sense a problem and discover an opportunity undoubtedly require knowledge from the business world. However, if they are capable of good leadership and can surround

LEARNING TO BE AN ENTREPRENEUR

themselves with a team that is informed and allows them to

The myth of the entrepreneur with certain innate qualities is

turn the idea into a reality, then they are the best people to carry

very prevalent in our society, but the fact is that it is not just

out this idea from within their sector.

qualities but instead true talent that makes people set up and launch projects. This myth is very prevalent among technical

In Europe, entrepreneurs frequently develop an idea, look for

professionals because they acquire highly specific knowledge

capital, and finally look for a good team to put it into practice (in

during their many years of study at university, and thereaf-

that order). In the United States, where entrepreneurial activity

ter spend valuable time keeping up to date in their constantly

is more efficient, entrepreneurs develop their idea, find a good

changing sectors. They find it unthinkable to have knowledge in

team, and lastly go in search of capital. The team comes first.

other areas.

This model is necessary for innovation, because it makes up for professional shortcomings. Any professional can detect an op-

However, the fact remains that other professionals have made

portunity and encourage people who are looking for this type of

progress in this area before them. Although today it is not unu-

challenge to convince them to take on the project and make it

sual to meet lawyers, programmers or engineers who have

a reality. If the idea and the team are good, professionals from

“An entrepreneur is someone who identifies an opportunity and creates the means to pursue this opportunity. �

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“In recent years there has been a significant increase in the number of professionals who decide to pursue a master’s degree in business administration (MBA) or a master’s degree in entrepreneurship, innovation and technology to complement their field of study”

Do it!

other disciplines will come and join in the wait until the capital arrives. “Full” knowledge is never completely achieved; however this is the way to start moving in that direction. When we are convinced it is our turn to drive forward an idea, surrounding

The process is as follows:

ourselves with a great team can make all the difference.

Don’t leave your job, but find your passion and any other correlated sectors

In any case, it is always a good idea to explore different areas

Research the topics in detail and make contacts in those areas

to the one in which one works. Good opportunities can often be found in the small gap in between disciplines. For example, professionals such as engineers, doctors or creative people who dedicate their life to doing what they enjoy are also able to identify problems and opportunities and decide to learn the language of business as well.

Use your business vision for the future of that sector and make predictions on how it may move towards disruption Learn how to purchase domain names and set up a simple website to communicate your ideas when ready Consistently think of as many good ideas as you can and perfect your ideas

number of professionals who decide to pursue a master’s de-

Think more deeply about the idea and begin presenting it to friends and colleagues (if it resonates and is novel now might be good time to start)

gree in business administration (MBA) or a master’s degree in

Write a paper about your idea and carry out market research

In recent years there has been a significant increase in the

entrepreneurship, innovation and technology to complement their field of study, without actually planning on moving into the world of business. I know many of them, and have myself done the same. I understand why. It is enriching when people understand the dynamics of the economy in which they are working better. Obviously, not all professionals need to delve deeply into this issue, but it is clear that a sub-group of them who worry about these issues are demonstrating more than ever that as

Move towards prototyping and do it early and often even if only in a rough draft Think about potential partners and have them sign a nondisclosure agreement if possible before presenting If you are unsuccessful, work on a new idea while you’re waiting for other ideas to come Don’t forget to have fun while developing your ideas and keeping busy in your new network of innovative friends

professionals, they want to be the lead actors in innovation and entrepreneurship in their sector, in the same way as other professionals have done before them.

I wish you the best of luck if you decide to walk the entrepreneurial or intrapreneurial path one day, and let us know what we can do to help.

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News from the market

RubĂŠn Gordillo Linero - Tax consultant at Ros Petit, S.A. Alumni UIC ‘97 Associate Professor of Company Taxation and Business Management

TAX INCENTIVES FOR ENTREPRENEURS On 25th July, the Commission on Public Finance and Administrations of the Spanish Parliament approved the Draft Law to support entrepreneurs and their internationalisation with full legislative capacities using the urgency procedure. It was referred to the Senate on 10th September and was passed by the plenary. Since then it has been referred back to Parliament for its final approval, which is likely to happen during the month of September.

The Government appears to have placed the spotlight on entrepreneurs in terms of economic recovery. There are many economists who believe that the private sector is key in terms of reactivating the economy and that, therefore, this collective deserves full attention.

Entrepreneurs are the ones coming up with business ideas and putting in a great deal of effort and sacrifice. They can form the fabric of a future network of small businesses whose growth will generate employment. This new bill therefore appears to be good news, however whether the objectives will be met or not remains to be seen.

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This draft bill includes five sections with

These have the same status as limited

output VAT until they have been totally or

different support measures.

companies but certain specific conditions

partially paid by their clients.

1. The first section includes measures to facilitate and promote entrepreneurship and business in general.

2. The second one sets out the measures on tax support and social security.

in relation to the protection of third-party interests.

As for Company Tax, the draft bill includes a set of tax incentives to foster

Section one also sets out the creation

certain activities such as reinvesting

of Entrepreneur Information Points as

profit. By doing this, companies who dur-

the place to carry out all procedures to

ing the previous year had a turnover low-

3. The third establishes financial

start-up, undertake and terminate busi-

er than ten million Euros may deduct up

mechanisms.

ness activities. Furthermore, entrepre-

to 10% of their revenue obtained during

neurs will be able to start their activities

the tax year when they re-invest in their

quickly; both limited liability entrepre-

business.

4. The fourth intends to foster the growth and development of business projects .

5. The fifth and last section introduces a set of incentives for the internationalisation of Spanish businesses.

SECTION ONE Section one aims to promote entrepreneurship by fostering a culture of entrepreneurship in primary, secondary and university education. It also includes the figure of Limited Liability Entrepreneurs, by which the liability stemming from business debts does not

neurs and entrepreneurs will be able to set up a company, using simplified forms

Tax incentives are also introduced for

and electronic filing systems.

Research and Development activities which enable deductions for R&D that, in

A further novelty relates to the extra-

a given tax year, were not able to be ap-

judicial settlement of payments, known

plied due to insufficient funds. With the

as the “Second opportunity”. This is an

new tax incentives these deductions can

extrajudicial settlement procedure with

be returned through a single procedure.

short timeframes that takes place in the office of a commercial registrar or notary, who will appoint a mediator so that both parties reach an agreement on the settlement of payments.

affect ordinary residence when the value of the property is not higher than three hundred thousand euros.

It also includes Limited Companies of Successive Creation, a figure that allows companies with a share capital lower than three thousand euros to be set up.

SECTION TWO Section two sets out a series of measures called “Social Security tax incentives for

Similar to the procedure mentioned

entrepreneurs”. An important tax novelty

above, there are also new tax incen-

affecting VAT is included, after repeated

tives for the transfer of intangible assets,

demands from several platforms, espe-

known as “Patent Box”. Amendments are

cially from business associations. This

also made to the tax regime applied to

new system is called Special Cash VAT

the transfer of income from these assets

the aim of which is to try and solve cash

such as know-how, patents, brands, etc.

shortages and financial problems. It will allow SMEs and freelancers to defer VAT

A tax incentive is created for Personal

payments until their own invoices have

Income Tax to try to promote “business

been paid.

angels” to allow new or young companies to obtain financing from individuals with-

This VAT system will be available to tax-

out having to gain access to the financial

payers with a trade volume that does not

markets.

exceed two million euros, and will allow them to defer the accrual and conse-

These contributions will provide a 20%

quently the statement and payment of

deduction on the state-quota of the

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News from the market personal income tax for investing in a

SECTION FOUR

company. The maximum yearly amount

Section four introduces a set of measures

When this article was written, the final

eligible for this deduction is twenty thou-

to support the growth and development

approval of the Draft Law in Parliament

sand euros. Furthermore, a total waiver

of business projects by simplifying the

was still pending, so we must pay atten-

on capital gains when exiting a company

administrative burden to also facilitate

tion to the final draft to see if any of the

is provided whenever this money is rein-

access to public procurement for entre-

amounts and percentages stated in this

vested in another new or young company.

preneurs.

article change. We predict that this final

We must remain attentive to the amounts

approval will take place before the end of

and percentages that are finally ap-

SECTION FIFTH

proved. As for Social Security payments

The fifth and final section introduces a

for entrepreneurs with more than one

set of measures to try to promote the

As for the objectives pursued by legisla-

job, these are reduced for entrepreneurs

internationalisation of the economy by

tors, the most urgent points required by

registering for the first time.

fostering the international presence of

new and existing companies are dealt

companies and entrepreneurs.

with, i.e.: improving financing, reducing

September 2013.

administrative burdens and taxation, Financial instruments and institutions

especially for R&D activities, which are

are also strengthened so as to foster

the basis for the future. Also the reduc-

internationalisation. The entry of in-

tion of social security fees for companies

vestors, entrepreneurs, highly qualified

just starting out or those which are hi-

professionals and researchers with an

ring young workers. Another question is

economic interest into Spain is also made

whether the planned objectives will ac-

easier. In order to facilitate the attraction

tually be achieved, since I believe these

of talent and investment, the granting of

measures have arrived too late. This is

residence permits for economic interests

the sixth year of the crisis and all these

will be made easier and faster through a

measures are for the long-term, require

quick and simple procedure regulated by

time and will only bear their fruit further

one single authority.

into the future. It is probable that these measures will be corrected, amended or

SECTION THREE

Further to this Draft Bill, it is also wor-

improved along the way based on the

Section three introduces a series of

th pointing out another bill that was

evolution of the economy.

measures to support financing for entre-

passed in Parliament on the 26th July:

preneurs. Thus amendments are made

Law 11/2013, of 26th July, on measures

to the Bankruptcy Law to sections re-

to support entrepreneurs and to stimu-

garding re-financing agreements in or-

late growth and employment. This law

der to regulate certain points of these

validates and extends Royal Decree-Law

agreements more clearly and to make

4/2013, of 22 February, which shares the

them more flexible.

same objectives to promote and foster activities focusing on the entrepreneurial

To facilitate access to loans for compa-

or professional activities that we mentio-

nies, greater significance is placed to

ned at the beginning of this article.

the system of public endorsements and guarantees. Therefore there is a legal basis for re-structuring multiple guarantee companies so as to improve the service they provide when endorsing small companies.

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Jasmina Berbegal Mirabent

COSTS AND BENEFITS LINKED TO “OPEN INNOVATION” Over the years, companies’ strategies have changed, res-

Although the secrecy surrounding R&D processes continues

ponding to demand and trends in society. At the end of the

to exist today to a larger or lesser extent, there are few com-

nineties, the financial situation allowed consumers to have

panies undertaking this process in their centres alone. Glo-

everything they desired at their reach, creating the need for

balisation, along with the revolution in information and com-

companies to “reinvent” themselves in order to continue to in-

munication technologies, has led to new cooperative forms of

crease their sales. This reinvention strategy found its strength

innovation (Chesbrough, 2003b). Hence, together with econo-

in innovation, in other words, exploiting change as an oppor-

mic and production-related factors, and technological chan-

tunity for new business (Schumpeter, 1934).

ge, a new form of innovation arose that required a more open focus closer to consumers. This new formula allows compa-

Innovation has traditionally been a closed and highly secret

nies to find new ideas in a much cheaper and efficient way and

strategy for companies, and indeed was often the greatest ba-

to incorporate them into their products and processes. This

rrier for new competition. In industries requiring large labo-

mechanism to take in ideas is known as “open innovation”.

ratories and infrastructures to develop a product, only large companies could hope to be the leaders, creating a vicious circle where only the largest ones had the resources and the profits from previous years to reinvest in new improvements.

Globalisation, along with the revolution in information and communication technologies, has led to new cooperative forms of innovation.

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News from the market Compared to previous models, open innovation is a completely

timately decide whether they buy the product commercialised

new and different way of generating ideas, where the dividing

by the company or not.

lines between companies and their surroundings become blurred, allowing innovation to move more quickly. The premise of this new approach resides in that not all the best and most brilliant people from a professional point of view actually work in the company itself (Chesbrough, 2003a), meaning that the company itself will not be capable of always generating the best ideas the market is waiting for. In other words, no company is able enough to know what to do with each new opportunity that arises nor has sufficient resources to pursue all the opportunities it could. That is why when increasing numbers

The most common methods to incorporate open innovation into the company strategy are crowdsourcing and connect&develop.

of people are involved in the innovation process, more and

By taking advantage of economies of scale of global networks,

better ideas are generated and brought to fruition. To do this it

with open innovation it is possible to cut operating costs and

is necessary to bring many companies and resources together,

save time right from the start, which is precisely when ideas

rather than using only your own resources.

are of greater value. However, this openness also has associated costs (Laursen and Salter, 2006). We can distinguish

The creation of various tools to protect knowledge has meant

at least two types: coordination costs and those related to

that the valuation and trading of ideas has become a reality.

competition. The first respond to the difficulty in aligning the different business models arising from working with se-

Today, more than ever, companies and professionals have

veral actors. Taking on the role of a “broker�, re-combining

greater mobility and availability to offer their ideas and talent

ideas from inside and outside the company is a costly task,

to any company so as to develop them (Chesbrough, 2003c).

where very often individual interests get in the way of group

This approach is a significant challenge for companies, since it

interests. Indeed, matching the strategies and coordination

reflects social and economic changes in work trends, because

between the various actors (including those from the com-

it forces R&D departments to cooperate with external innova-

pany who are distributed throughout the supply chain, such

tors, leading to new professional relationships, new types of

as external staff) is the main challenge faced by companies

contracts and to outsourcing some tasks.

that successfully implement an open innovation model. Then there are competition costs, which arise from the risk that an

Literature and business experience prove that the most com-

actor may act opportunistically, taking ownership of the ideas

mon methods to incorporate open innovation into the com-

or making unlawful use of the intellectual property resulting

pany strategy are crowdsourcing and connect&develop.

from a cooperative project.

While the first involves gathering ideas from a variety of sources to then process this information and transform it

To the costs mentioned above we must add the costs linked to

into something applicable, the second method involves also

resistance to change. As with all new trends or organisational

looking for external ideas, but these are then improved and

forms, adopting an open innovation model demands new forms

capitalised at a later stage using internal skills within the R&D

of operating that can easily create tensions within the more tra-

departments of companies. Both methods share the ultimate

ditional internal R&D practices that are already established in

goal of giving consumers a voice; it is consumers who will ul-

the company. This change in culture shows that prior staff trai-

Today, more than ever, companies and professionals have greater mobility and availability to offer their ideas and talent to any company in order to develop them .

10 // B-UIC

ning is also an important aspect to take into account.

ces and skills inside the company. This will help them to support these new R&D processes and ensure that ideas achieve

Despite the fact that the market is not yet fully aware of this

the highest yield possible, whatever the original source is.

movement, open innovation is setting the tone in terms of how companies must reconsider and redefine their innovation process. Finding the most efficient way to innovate is, for many companies, a big problem. Markets are beginning to be saturated and all types of specific products (goods and services) are to be found for each field and each purpose. There is a multitude of ideas out there waiting to be transported into the market and if a company is not able to listen to them and incorporate them into their system, these ideas will then be exploited by the competition.

All too often, too much time and too many resources are used in internal R&D (closed innovation) without paying too much attention to what is happening outside.

There are many companies that, in recent years, have started to adopt this new philosophy (e.g. Procter&Gamble, Nintendo, Lufthansa, Starbucks, Nokia, Nespresso, Henkel Kraft, Peugeot, Colgate-Palmolive, etc.). Yet the pace and intensity of this adoption has been quite different in each case. Companies vary based on their ability to detect, evaluate and absorb potential input that is external to their internal evaluation process. All too often, too much time and too many resources are used for internal R&D (closed innovation) without paying enough attention to what is happening outside. In a similar way, many other companies have lost control because they have tried to cover too many different viewpoints and have been completely unable to turn them into something concrete. This leads us to the question of what the right balance is between internal and external sources of innovation.

Both literature and practical experience show that open innovation is more of a complement to internal R&D, rather than a replacement of it (Dahlander and Gann, 2010). The main challenge companies still have to face is finding a way to manage

References Chesbrough, H.W. (2003a). Open innovation: The new imperative for creating and profiting from technology. Harvard Business School Press: Cambridge, MA. Chesbrough, H.W. (2003b). “The era of open innovation”, MIT Sloan Management Review, Vol. 44, No. 3, pp. 35-41.

Chesbrough, H.W. (2003c). “A better way to innovate”. Harvard Business Review, Vol. 81, No. 7, pp.12-13.

Dahlander, L. and Gann, D.M. (2010). “How open is innovation?”, Research Policy, Vol. 39, No. 6, pp. 699-709.

Laursen, K. and Salter, A.J. (2006). “Open for innovation: the role of openness in explaining innovation performance among UK manufacturing firms”, Strategic Management Journal, Vol. 27, No. 2, pp. 131-150.

Schumpeter, J.A. (1934). The theory of economic development. Harvard University Press: Cambridge, MA.

and combine the knowledge available outside and the resour-

B-UIC // 11

News from the market AN INTERVIEW WITH ENTREPRENEURIAL ALUMNI Text: Consuelo Le贸n // Photos: Jaume Figa

Cristian Rovira

Llu铆s Carb贸

Dionisio Gracia

12 // B-UIC

Cristian Rovira

Dionisio Gracia

Lluís Carbó

“Groupo SIFU believes in directly placing people with disabilities in companies”

“A good entrepreneur is someone who knows how to play around with the business plan”

“I still remember the lecturers who inspired me”

THE THREE PEOPLE ABOVE ARE FROM VERY DIFFERENT GENERATIONS BUT ARE UNITED

BY A SHARED PASSION: TO BECOME AN ENTREPRENEUR. WHEN THESE THREE UIC ALUMNI CHOSE TO TAKE BUSINESS ADMINISTRATION STUDIES THEY WERE SURE THAT THEY WANTED TO BE THE OWNERS OF THEIR OWN COMPANIES AND THEIR OWN DESTINIES. TODAY THEY TELL US THEIR STORY AND THEY APPEAR TO HAVE ACHIEVED BOTH! How did you get the idea for your company, what was the niche in the market that you had identified?

CR- In 1993 we had the lowest employment rates in the whole of the EU. This is how the SIFU GROUP discovered a niche in the market which was also an unquestionable social need. We anticipated the law in the year 2000 which allowed companies to contract the services of Centros Especiales de Empleo (Special Employment Centres) in order to comply with the 2% of people with disabilities rule. I’m proud because SIFU group has managed to take a socially responsible perspective along with efficient business and professional management.

about was that it would be mine.

CR- In my house the atmosphere helped. We already have entrepreneurs in the family, like my father, who always encouraged us to get involved in our own projects. In Catalonia the data about entrepreneurs is overwhelming, since it is one of the most entrepreneurial countries in Europe.

Can you talk to us about how you created your business plan?

CR- Anyone who sets up a business now does so within the context of the crisis because “critical” variables are always there: there are no clients, or there is no money to pay suppliers or

LL. C.- In my case it was very different. I had worked in the spa-

salaries. Therefore in my case I didn’t create a business plan in

re parts (for cars) sector and I knew that market very well. In B

the usual sense. There was a lot of enthusiasm and a clear risk

CAR AUTO PARTS we have specialised in specific cables for cars

evaluation. I asked myself, if it goes wrong, what will I lose?

which no one had been selling up until then. I firmly believe in niche products.

D. G.- The business plan is a guide but nothing more because, as we all know, “paper is just paper” and you can also never stick

D. G.- KNOW CAPITAL was founded in order to cover the needs

to it. A good entrepreneur is someone who knows how to play

entrepreneurs have when they start a business. It was the result

around with the business plan because we cannot forget that

of my fifteen long years of experience; therefore we were able to

the circumstances by definition are “variable” based on both

create a company offering capital, contacts and knowledge. My

meanings of this word. A good entrepreneur must know how to

sector, known as the business angels sector, is strongly focused

take action, and how to find a solution for every problem.

on technology. However I managed to broaden this field to the industrial sector and now I can proudly say that I have acted as a platform for SME’s producing products as diverse as industrial

I imagine that the importance of partners is the capital that they provide.

rollers from Brush and Rolls, LED screens from Dimasa, the plat-

CR- Before the crisis, according to a study by the Warthon

form for the 033 call centre or amphoras found in the sea.

School in the University of Pennsylvania (2005) partners were the main reason that companies failed. You can draw your own

Who were the people who were most decisive at the beginning?

conclusions from that. It is a delicate subject. In all honesty

D. G.- The entrepreneur is a lone ranger. The vocation comes

it must be said that there can be both negative and positive

from inside yourself. Others may help you or they may not, but

experiences. In my case the positive outweighs the negative. My

this is not what is decisive.

advice would be to search for someone who complements you in

LL. C.- I think the same although I am very grateful for the

terms of technical skills. As far as an equity partner in concer-

inspiration provided by a UIC lecturer called Victor Küppers. He reinforced one of my fundamental beliefs: I didn’t care if I was going to manage a kiosk or a big company, but what I was sure

ned, I think they should also complement you in other areas, not only in monetary terms.

LL. C.- In my case, since I mainly deal with exportation, my

B-UIC // 13

News from the market partners are foreign. In other words, they are far away, therefore everything works very well. In the long term I don’t plan to have any partners, especially when I set up other businesses.

D. G.- The partners that an entrepreneur may have are temporary in nature because interest is not maintained in the long term and circumstances change. In a marriage for example I would think it unacceptable to create a pact to divorce beforehand because it is a relationship of a different nature, the aim of which is to achieve permanence. In business however this is not

Cristian Rovira

Lluís Ca

rbó

the case, if you have a pact then you can save yourself a lot of problems. Also, just as in other areas of life, you need to know how to make good choices. For me emotional stability is the key,

incorporating people with disabilities into the labour market.

they must be stable people.

LL. C.- For me it is very clear that entrepreneurs must be able

CR- It is important to avoid toxic people who dump their frus-

to handle themselves in various languages because they need to

tration onto other people, especially in this case, because it is a

export. I agree with what Cristian says, but in terms of sustaina-

working relationship that involves a partnership.

bility, ecology must be real ecology, because labels end up being

Talk to us about your time at the UIC. Do you have any memories, academic experiences or other aspects that helped you to get to where you are now?

CR- I think I would highlight the humanist education we received, and the values we learned. While you are there you perhaps don’t realise this and may even reject them, but in the end, during the four years it takes to get a degree they are gently raining down upon you. This rain ends up leaving its mark and making an impression on you.

LL. C.- As always I’d like to mention the lecturers. Iñaki Vélaz

lost. Entrepreneurs also distinguish themselves based on their attitude and motivation, due to a specific type of attitude and for that reason the people who are in your team are key. Clients can see this.

D. G.- You have to be very good within your niche, and be different. The mistake people make is wanting to be good at everything or many things. Then there is the ability to resist adversity, what is now called resilience.

and Victor Küppers just popped into my head. Quite a few of us

Could you quote the advantages and disadvantages of entrepreneurship as a professional option or activity?

from my year still meet up with them. Also in my graduation

D. G.- The advantage is freedom. The disadvantages are the risk

year, 2005, it was compulsory to have a TOEFL certificate, if you

and constant availability it requires. You spend 24 hours a day at

didn’t have it you couldn’t graduate. This is another competitive

the service of your clients.

advantage that I am now grateful for.

CR- One positive aspect I would point out is the fact that you are

D. G.- I also need to name names: Araguás, who was one of the

your own boss and this freedom gives you wings to undertake

first directors, Pilar Sánchez who was an Accounting lecturer,

your own business project. The dark side is the solitude.

really phenomenal. Bricio, who then moved on to secondary school teaching and then I came across him in my children’s school. He is an excellent teacher.

Do you know about the new law on entrepreneurship, what do you think about it?

CR- It’s good that it exists, the law also mentions limiting risks

What are the main characteristics of your sector and what would

and tax benefits for investment in outlets.

you recommend to an entrepreneur who is starting out in it?

LL. C.- I would petition for a position that already exists in other

CR- There are many aspects nowadays but I would currently point

countries to exist here: the regular exporter. When companies

out the pairing between opportunity (covered in a way that is com-

export (invoices with no VAT for your clients), they pay no VAT for

petitive) and sustainability (not only in terms of the environment

national purchases; this is very costly, especially if the company

but also in human terms). In my case this is strongly focused on

is a new one.

14 // B-UIC

Dionisio Gracia

KNOW CAPITAL, was founded at the beginning of the year 2000, and is currently participating in eight different business projects, mostly focusing on the industrial and service sectors: a call-centre for taxis, the distribution of sea amphoras, industrial rollers, selling and renting audiovisual products and LED technology, managing fleets of taxis and a taxi repair shop, the application of microcement in sheets, the distribution of spare parts and bodywork for buses, and distributing comprehensive technologies and services (soft advertising) in the taxi sector. There are around 20 main staff members, who focus on supervising the business, and they, along with the staff in the participating companies, make up a team of 120 people.

Tell us about your plans for the future, what do you have left to do?

CR- We plan to expand into another country next year.

LL. C.- We plan to create a new product in Asia with B CAR and continue to search for technological projects for ACROSS Business Partners, the Crowdfunding platform we have set up with a few partners.

D. G.- We have a decorating project involving sheets of microcement. I’m also consolidating various products and technologies in the taxi sector.

Talk to me about a businessperson or entrepreneur that you admire and tell me why you admire them.

D. G.- My father Pedro Nueno, Eusebio Díaz de la Morera, Antonio Catalán, Nuria Vilanova, Mónica Oriol, Eloy Planas. I

B CAR Auto Parts (www.bcarparts.com) is a company from the international field which is dedicated to selling spare parts for cars, prioritising original quality, for all types of vehicles. Our maxim is: QUALITY and SERVICE connected to a high level of KNOWLEDGE about the sector, which we constantly move in, that ensures that we are up to date with everything new that comes into it. Luis Carbó is also the co-founder of ACROSS Business Partners (www.across.es), a company that searches for capital for technological projects with great potential. The aim is to put entrepreneurs with brilliant projects in touch with investors who are interested in technology. ACROSS B.P. promotes companies that develop business projects with technological content, provides business advisory services and searches for funding, as well as managing and owning shares in these companies.

especially admire their professional qualities in combination with their human qualities, their personal lives, not only their professional lives.

CR- In Spain the problem is that our role models are not entrepreneurs, scientists or inventors, but people from the world of sport or entertainment.

LL. C.- Steve Jobs, Henry Ford, Lamborghini, Josep M. Pujol.

What was the role your family played in your project?

CR- In my case my family is the true, only and most authentic companion on my journey.

LL. C.- Essential. The idea of family holding you back in terms of entrepreneurship is something I cannot imagine.

D. G.- The role of the family is fundamental, my wife and children as far as understanding my business mission is concerned, and in the case of my parents, they have provided me with

GRUPO SIFU is the leading service company in terms of incorporating people with functional diversities into the labour market. The company, which has 20 years of experience and has a network of over 30 offices, has a staff of 2.500 employees, of whom 90% have some type of physical, psychological, mental or sensory disability. As well as contributing to the growth of organisations, it provides added value in the areas of Corporate Social Responsibility, by monitoring and comprehensively complying with the Law for the Social Integration of people with Disabilities (LISMI). The efforts made and perseverance demonstrated by Grupo SIFU, have led the company to invoice 35 million euros in the last year and receive back-up from 1.000 clients who trust in the quality of the group and have purchased externalised auxiliary services from the company. These services include cleaning and gardening, as well as training, legal consulting, relocation services or the provision of material.

unconditional support.

B-UIC // 15

News from the market Fausto Serra - Vivace Logística, S.A. - www.vivacelogistica.com IQS Engineer. Master (ESADE) and PADE (IESE )

THE KEY TO SUCCESS FOR ENTREPRENEURS VIVACE LOGÍSTICA, S.A. A LOGISTICS OPERATOR SPECIALISING IN STORAGE, ORDER PICKING, AND DISTRIBUTION SERVICES FOR COMPANIES.

a Fausto Serr Logística ce a iv V Owner

16 // B-UIC

2 3 4 1 5

In 2001, aged 44, married and with three young daughters, I set

I couldn’t do this alone. I knew that I required a highly qualified

up my own company: VIVACE LOGÍSTICA, S.A. a logistics opera-

partner-manager who I could completely trust based on his cour-

tor specialising in storage, order picking, and distribution services

age and ethics. That person is Nemesio Navas. The initial invest-

for companies. The products were of a medium to high value:

ment of over 1 million euros made it necessary to find partners

cosmetics, textiles, childcare products, online retail, promotional

to cover the initial capital requirements to start up the business.

materials, etc. The company initially had 5,000 m2 facilities in

Each of these partners have played an essential role in the suc-

Granollers (Barcelona) and €1.2m in capital

cess of Vivace Logística.

Until then I had worked as a professional manager, setting up and

It is important to acknowledge that the economic situation at that

managing startups and activities in companies in various sectors,

time was not the same as it is now. Nevertheless, we needed a

such as food, textiles, the Barcelona Summer Olympics in ’92, in-

considerable amount of capital. In that sense, once I’d drafted the

dustrial waste and logistics.

first version of the business plan, we managed to get the capital

From a very young age I had a healthy ambition to run my own company, but it wasn’t until the beginning of the year 2000 that,

due to various personal and professional circumstances, I decided to “take the leap” and set up my own company. Based on my age, education and experience I felt it was the right moment.

Who hasn’t thought about doing so at some stage? In my case,

it was a process that matured slowly and I would almost dare to say that I started to think about it even before going to university.

However, it is easier said than done, and it wasn’t until more than 20 years later that I finally decided to go ahead with the idea.

that was needed at the right time along with three other people.

These three people continue to be stable partners and shareholders in the business today.

Making the decision to start the project with no looking back You must be completely convinced if you want to start a business project that you will try to make it work no matter what, under any circumstances. In our case, shortly after starting the project, the very sad 9/11 events occurred in New York when we had just leased our logistics warehouse to adapt it and begin our activities there a few months later. The owners of the warehouse, which

VIVACE LOGÍSTICA is the name of the company I own along with

was 5,000 m2 and 11 meters high, asked us for a deposit that was

4 other partners, and around 40 co-workers. After 12 years I am

equivalent to 5 years rent! Despite this initial drawback, which af-

able to point out some of the keys to its success:

fected the global economy as a whole, as we all know, we managed to move forward according to our plan.

Planning the project: BUSINESS PLAN Drafting a business plan

may appear to be just a theoretical process; however it is an impor-

Innovation, anticipating change and continuing professional

tant tool to help ensure that a project can succeed and make it past

development We are immersed in a profound crisis in which ac-

the first five years.

tivity has dropped to levels that were unimaginable a few years

The business plan for VIVACE LOGÍSTICA included all the prepara-

tion and prior actions: making an assessment of the logistics sector around Barcelona, finding partners, and a comprehensive calcula-

tion of the investment required (adequate warehouse, developing our own management software, order picking machinery, etc.). It

also included the P&L accounts, monthly balance sheets and a prediction of our financial needs for the following 60 months.

It is important to point out that in our case we were spot-on in terms of the predicted deadline to start our activity as had been

planned for the following 12 months. We were also very close to meeting our revenue and profit forecasts over the first 3 years.

Finding the right Partners and Management Team Due to the

ago. This has forced us to perform better and to become more efficient than in the past so as to continue to offer an attractive and lucrative service to our customers. To make this possible we dedicate a lot of personal time and effort to attempt to strengthen our main know-how: top quality, cost-effective order picking services. We achieve this through constant innovation.

Long-term service commitment The VIVACE LOGÍSTICA project was conceived of as a company with a commitment to last.

This enables us to make decisions that are not short-term, that instead are solid and beneficial for our co-workers, customers, suppliers, financial supporters and, of course, for each and every one of our partners.

size and complexity of the project, I knew right from the start that

B-UIC // 17

Faculty Insight Carlos Rey - DPM Consulting Managing Partner Director of Missions for the Chair of Management and Corporate Governance

ENTREPRENEURS, AMBITION AND A “SENSE OF MISSION” Many managers and academics feel deep admiration for “visio-

tant to do things that changed the world; that really improved

nary” entrepreneurs, those who are moved by ambition and non-

people’s lives.

conformity. In manuals for successful entrepreneurs, it is quite common to read the statement that ambition is one of the distinc-

A good example of this is the anecdote about how Jobs encoura-

tive features all entrepreneurs should have. Nevertheless, quite

ged John Sculley, then President of Pepsico, to join Apple.

often it is not taken into account that successful entrepreneurs, while coming up with ambitious challenges, also tend to have a

Jobs’ entrepreneurial paradigm is not an isolated case. In a broad

strong “sense of mission”.

study carried out with 2,700 senior and middle managers from 65 companies in different sectors carried out by the Management

In the case of Steve Jobs, probably one of the most significant

by Missions, Chair in our Faculty of Business Studies, we were

entrepreneurs of our time, ambition was the key to success in

able to see that the “sense of mission” is highly correlated to the

his projects, but the passion he felt for his work from a trans-

ambition to learn and innovate, which is nothing more than de-

cendental perspective was just as important. Jobs believed that,

veloping new things.

more than being number one, or the best, it was more impor-

“Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?”

To John Sculley, then president of PepsiCo, in recruiting him to Apple

18 // B-UIC

Ambition + mission = persistence In entrepreneurs, this equation is even more evident and can deter-

That is why, to foster entrepreneurship in society, at school, uni-

mine success or failure. The mission enables concrete goals to be

versity, in business schools, professional associations, companies,

set time and time again, failure to be overcome and the possibility

the first step is to generate a strong “sense of mission” in each and

to start again when necessary. For entrepreneurs, ambition is the

every person: Who am I and what is my own personal contribution?

pole that allows them to jump to places others have not reached

From there it is all about stimulating a healthy nonconformity that

and the “sense of mission” is the supporting point for this jump.

is able to generate something new, it is about encouraging entrepreneurs who are able to combine “ambition” with a “ sense of mis-

According to Juan Antonio Pérez López people don’t work only for

sion”. It is also about creating virtuous circles that encourage them

money (extrinsic motivation) or for personal satisfaction and am-

to fight with determination in order to achieve what others have

bition (intrinsic motivation), but also need to imbue our work with

not yet achieved.

a “sense of mission” (transcendental motivation), meaning understanding why and for whom we do things, seeing their social transcendentalism, and giving human action a meaning and ambition in the long-term. According to this author, transcendental motivation is the main motivation and the most important one in terms of understanding others and ourselves and can impact all individual motivation positively, moving people towards greater efforts.

1 Rey, C. y Mas, M. (2013) “Mission based motivation: Relationship with extrinsic and intrinsic motivation”. GIKA, Global innovation and knowledge academy.

ISBN: 978-84-616-0275-9.

2 Pérez López, J.A. (1993) “Fundamentos de la dirección de empresas”. Rialp, Madrid.

B-UIC // 19

Faculty Insight Pedro Garc铆a del Barrio - Academic Director of MERIT social value Universitat Internacional de Catalunya (UIC) Javier Reguart Abell贸 - Analyst at MERIT social value - www.meritsocialvalue.com

DISSEMINATION

MERIT report on Media Value in Football 2012-13 Season MEDIA VALUE AND POPULARITY RANKINGS ARE PROVING TO BE VERY USEFUL FOR DECISION MAKING IN THE SPORTS BUSINESS. STUDIES ON THIS TOPIC ARE HIGHLY SIGNIFICANT WHEN CONSIDERING THE CLOSE RELATIONSHIP BETWEEN MEDIA VALUE AND THE ABILITY TO GENERATE INCOME AS WELL AS SPONSORSHIP-RELATED INVESTMENT.

Here are some of the results and rankings in media value of players, team managers and teams. Also included are other important analyses such as evolution throughout the season or a study of the dependency of football clubs on their star players.

The MERIT methodology to assess intangible assets in the professional sports industry calculates results and rankings based on two elements: media value (the attention paid by the media to a player or a team) and popularity (the level of interest generated among fans and the general public). Media value scores are obtained based on the number of hits in the press and media around the world. Popularity refers to and is measured based on the media presence of each individual or institution on the Internet, on either websites or social networks.

20 // B-UIC

1. MERIT ranking for players and clubs (2012-2013 season) From a sample of 5.000 players in our database, individual media value is obtained from the number of news items they appear in, compared to the media presence of an average player. Thus, for example, during the 2012/2013 season, Messi had a visibility which was 33.72 times higher than an average player; whereas Cristiano Ronaldo multiplied this reference value by 30.75. These two players are far ahead of other players.

MERIT index

Rank

Player (2012-2013)

Team

1

Lionel Messi

2

Cristiano Ronaldo Real Madrid 30,75

3

Falcao Atlético de Madrid 17,82

4

Wayne Rooney

Manchester United 17,48

17,48

5

Robin van Persie

Manchester United 16,85

16,85

6

Iker Casillas Real Madrid 16,78

7

Robert Lewandowski

8

Neymar Santos FC 13,27

9

Mario Balotelli AC Milan 12,44

10

Fernando Torres Chelsea 12,25

11

Arjen Robben

12

Andrés Iniesta FC Barcelona 11,96

13

Édinson Cavani SSC Napoli 11,68

14

Zlatan Ibrahimovic

15

David Villa FC Barcelona 10,94

16

Franck Ribéry

17

Luis Suárez Liverpool 10,48

18

Gareth Bale Tottenham 10,34

19

Manuel Neuer

20

Sergio Ramos Real Madrid 9,76

FC Barcelona

Media Value

Borussia Dortmund

FC Bayern Munich

Paris Saint-Germain FC Bayern Munich

FC Bayern Munich

33,72

13,66

12,15

11,16 10,56

9,90

Source: MERIT Social Value. Data collection.

Regarding ranking by team, Real Madrid comes first, with 134.7 points, above the 109.7 points scored by FC Barcelona which, for many years, led the rankings in this classification. In third place is FC Bayern Munich with a score of 93.2 points. The media value of teams is obtained from adding the individual media value index while taking the 15 top media footballers in the team into account.

B-UIC // 21

Faculty Insight

2. Monthly evolution of the Media Value of top players

3. Comparative media ranking for the top European leagues

The table below shows the monthly evolution of the media value

A little more than two years after Spain won the 2010 World

of some of the top world football players. The fluctuations are

Cup, the Spanish Liga ranked even higher than the Premier

due to the milestones in each season, such as the debate prior to

League in terms of media presence. However, during this last

the “Golden Ball” Award, or Casillas’ injury and his understudy.

season the Barclay’s Premier League has displaced the Spanish Liga and has recovered the throne of the most media-worthy top domestic championship in the world once more.

Media Value Evolution – Top 5

Compared Media Value by Leagues

MERIT Index – Media Value

Monthly Information - half-season 2012/13 50 45 40 35 30 25 20 15 10 5 0

Evolution – 2009/10 to 2012/13 Seasons 35 30 25 20 15 10

Sept. 2012 Oct. 2012 Nov. 2012 Dec. 2012 Jan. 2013

5 0

09/10

10/11

11/12

11/12

Lionel Messi (FC Barcelona) Cristiano Ronaldo (Real Madrid)

Premier League

Wayne Rooney (Manchester United)

Liga BBVA

Iker Casillas (Real Madrid)

Serie A

Falcao (Real Madrid)

Bundesliga Ligue 1

The Italian Serie A and the Bundesliga remain in the same position, ranking third and fourth respectively. The French Ligue 1 has gained in importance, especially due to the standing achieved by PSG with its new transfers.

Media value scores are obtained from the number of hits in the press and media around the world.

22 // B-UIC

4. Level of media dependence of clubs on their top player

5. Players with the greatest media progression

In many cases it stands at around 25% of a club’s overall media

Comparing the 2012/13 season (the average between September

value, but there are some cases where the level of media de-

and June) with the same data for the previous year, Radomel Fal-

pendence is much higher. Those who particularly stand out are

cão (Atlético de Madrid) stands out as the player with the grea-

Falcão and, to a lesser extent, Bale and Messi. During the 2012/13

test media progression. This progression is assessed based on

season, Atlético de Madrid was the team with the highest level of

calculating the difference between the MERIT media value index

media dependency on one single player: Falcão, with a relative

during each of the periods under consideration.

media presence of 41% in the club. Tottenham and FC Barcelona also seem to have been highly dependent on their star players:

Players with greatest media value increase

Bale and Messi, respectively. On the other hand, Real Madrid is

2012 - 2013 Season

the club with the highest number of top media players with a significant impact in different markets and countries.

14 12

13,5

13,1

12,9

10 8 7,2

6

6,4

4 2 0

Falcao

(At. de Madrid)

Neymar (Santos)

R. Lewan- Gareth Bale (Tottenham) dowski (Borussia Dortmund)

Eden Hazard

(Chelsea)

It is interesting to note that several of the players with the highest media progression have changed clubs or have been considered as possible star transfers for the 2013/14 season. This includes Falcão (from Atlético de Madrid to Monaco), Neymar (from Santos to FC Barcelona), Lewandowski (Borussia Dortmund) and Bale (Tottenham Hotspur to Real Madrid).

Popularity refers is measured from the presence of each individual on the Internet

B-UIC // 23

Faculty Insight

6. MERIT ranking on the media value of coaches

Here are some headlines to summarise

As is usually the case, the media value of coaches during the

some of the outcomes of the analysis of the

2012/13 season reflects the media status of the clubs: Mourinho

media value of football during the 2012/13

(Real Madrid) ranks first, followed by Tito Vilanova (FC Barcelo-

season:

na) and Sir Alex Ferguson (Manchester United).

1. Lionel Messi, number 1 in the individual media value ranking.

Rank

Coach Season (2012-2013)

Team

1

José Mourinho Real Madrid 19,46

2

Tito Vilanova FC Barcelona 12,66

3

Alex Ferguson Manchester United 12,46

3. Five players in the Liga BBVA rank in the

4

Rafa Benítez Chelsea 12,24

World Top-10.

5

Pep Guardiola Sin equipo 12,13

6

Arsène Wenger Arsenal 9,38

4. Five players of the Spanish national team

7

Roberto Mancini Manchester City 7,43

rank in the World Top-20.

8

Jupp Heynckes

9

Carlo Ancelotti PSG 6,21

10

Brendan Rodgers Liverpool 5,90

11

Jürgen Klopp

Borussia Dortmund

5,70

12

Diego Simeone

Atlético de Madrid

5,28

13

André Villas-Boas Tottenham 4,84

14

Antonio Conte Juventus 4,25

15

Manuel Pellegrini Málaga 3,86

16

Vicente del Bosque

17

Unai Emery Sevilla 2,76

18

Michael Laudrup Swansea 2,69

19

David Moyes Everton 2,65

8. Mourinho is the coach with the highest

20

Massimiliano Allegri Milan 2,65

media value in the world.

FC Bayern Munich

2. Real Madrid leads the media value classification by club.

7,19

España 2,85

Source: MERIT Social Value. Data collection.

24 // B-UIC

Media Value

5. Falcão is the player with the greatest media progression during the last year.

6. The Premier League has overtaken the Liga BBVA as the one with the highest media value.

7. Atlético de Madrid, Tottenham Hotspur and FC Barcelona are the teams with greatest dependence on their star player.

Be UIC

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NEWS

Four of our Business Studies students will participate in the 2014 edition of the Start-Up Programme competition This prestigious interuniversity competition, which has been bringing together the best entrepreneurial projects from Spanish universities for the last six years, will also include some UIC students this year.

It is organised by the University-Business Foundation and the Junior Achievement

SERIES OF CONFERENCES entitled “Entrepreneurship and innovation in the area of new technologies”

Foundation. Sponsorship is provided by PWC, Hyundai, MasterCard, Ono, Sage and the Rafael del Pino Foundation. This year’s edition of the competition aims to advise and assist those with the most innovative

Entrepreneurship, creativity, and new technologies are are some of the key topics in this series of conferences. It is not only open to Business Studies students and alumni from the UIC, but also students from other faculties, and members of the general public.

projects, thus promoting and consolidating the vocation of these future entrepreneurs.

At least five times a year it is possible to get back in touch with former lecturers and

The organisation team provides tutors,

classmates, to have a good time…and learn. This series of conferences is a good op-

monitors and volunteers from specialised

portunity to improve competences, stimulate people’s imagination and bring them into

organisations and well-known companies

contact with both the labour market and new technologies. It is a 90-minute session and

in each different business sector.

includes a minimum of 15 questions focused on the most significant issues that have been mentioned.

During the programme participants will analyse the viability of their business idea

The first conference, entitled “DO YOU WANT TO INNOVATE? START TODAY” was given

and will acquire the personal and techni-

on the 31st of October 2013. Alfons Cornella, an acknowledged expert in business innova-

cal skills necessary to develop and sustain

tion and the founder of Infonomia and Co-Society, presented the world that is opening up

their business project.

to us by talking about a dozen examples of companies who innovate to the highest level.

His aim was to make us understand that we still have a lot to learn about innovation and

The four UIC students will compete with

there is no “method” but instead there are people with ideas, decision-making abilities

candidates from eighteen other Spanish

and an entrepreneurial flair.

universities this year, and will present two original entrepreneurial projects.

He highlighted the fact that the tools are evolving, and that innovation is far from being a

The winner of first prize in the Start-up

science. He assured us that now is an extraordinary moment to become an entrepreneur

Programme competition will represent

since the current context is marked by new technologies and large opportunities of global

Spain in the JA-YE Europe Enterprise

dimensions. “In the future- he said- those who want to be entrepreneurs will have to

Challenge 2014, and there will also be a

become true experts, able to identify both problems and solutions”.

further five prizes.

For more information: www.startupprogramme.es

For more information: www.co-society.com

Be UIC

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NEWS

A

AGENDA Conference title

“DO YOU WANT A BETTER WORLD?” Speaker: Carme Trilla and Albert Alberich Date and Time: 31 Enero de 12.00 a 13.45 Location: UIC Campus Barcelona.

Participants: Open to members of the general public.

Conference title

“WOULD YOU LIKE TO BE A SUCCESSFUL ENTREPRENEUR? FIND OUT HOW TO DO IT”

SERIES OF CONFERENCES Leopoldo Boado talked to us about finding a niche in the market, on the 5th of December. Entitled: “DO YOU WANT A PROFESSION OF THE FUTURE?” the aforementioned expert, who is the Country Leader for Oracle Spain, one of the largest software companies in the world, revealed what the jobs of the future are in his opinion and underlined the prevailing role of technology in all of these.

In his opinion some of the fields which still need to be explored, such as information security in companies, mobile technology, new “green” technologies or free software represent some of the best opportunities for incorporation into the labour market. He said: “These jobs are currently burgeoning, waiting for the next generations to jump at them and take full advantage of the opportunity”.

For more information: www.oracle.com

“DO YOU WANT A BETTER WORLD?” will be the title of the session to be given by Carme Trilla, head of Social Action for Cáritas, and Albert Alberich, Director of the Work and Training Foundation, to be held on the 31st of January at 12 o´clock. It will be a conference on technology, innovation, but also solidarity, since Corporate Social Responsibility is on the increase and gaining more and more supporters. The conference participants will break down the main social problems we experience in our environment and proposed strategies for dealing with them in organisations. This session will be especially interesting due to the impact of talking about committed and innovative action in both the social and business fields.

For more information: www.formacioitreball.org y www.caritasbcn.org

26 // B-UIC

Speaker: Marc Vidal Date and Time: 27 February - 12- 13.45 am Location: The UIC’s Barcelona campus Participants: Open to members of the general public.

Marc Vidal, a well-known public speaker, entrepreneur and financial analyst, will talk about both challenges and dreams and will share his experiences as a successful entrepreneur, demonstrating that the adventure of creating and developing your own business is always wonderful.

For more information: www.marcvidal.net www.unahormigaenparis.com Act

UIC BUSINESS DAY 2014 In April a BUSINESS DAY will be held, aimed at young entrepreneurs and future businesspeople.

The Business Day will be held at the UIC, and organised by the Faculty of Business Studies.

The purpose of holding this event is to promote a series of activities that encourage the skills, values and attitudes of entrepreneurs and businesspeople throughout this year.

The event will include talks and round tables about the experiences of entrepreneurs and advice will be provided by business experts.

The theoretical part will be complemented by skills workshops and networking sessions.

Important information It will be held in the Aula Magna (on our Barcelona campus) Date and Time: 9 April. 9:30am to 9pm Participants: UIC students and alumni Contact person: Eva Royo emroyo@uic.es Registration is free, however in order to make it official you must fill in a form which we will send to you in March along with the full programme for the Business Day. Follow us on:

(Económicas ADE UIC)

(Ade UIC)

A

U

ALUMNI UIC

Marc Ramón Hernández 马可, co-founder of IntuuChina Commerce in China. He has lived in 7 different countries.

Marc Ramón Hernández, who graduated in Business Studies from the UIC, is a specialist in stock market analysis and has The IntuuChina project was set up based on a Business Plan created by Marc Ramón, Mercedes Ligero and Fernando de Zavala in February 2013. IntuuChina already has a staff of six (three partner-directors, the head of digital marketing, and the head of sales for the United Kingdom).

Mercedes Ligero has more than 20 years of experience in multinational environments, and has also been a consultant for SME’s and entrepreneurs for the last three years. She taught Sales and Marketing in ESADE. She was supervising business plans in the UIC when she suggested to Marc Ramón that she could participate in the company.

The second partner is Fernando de Zavala, another person with a background that is highly complementary: he has been an entrepreneur from the age of 16 when he created a board game which was sold to one of the largest toy companies in the world for more than 250,000 USD. His work experience has always been obtained in large companies from various sectors such as JP Morgan, L’Oreal, EY, and the Spanish Chamber of

experience in small and medium-sized export enterprises; he is also the co-founder of the E-World student association in the UIC and the developer of IntuuChina starting from the business plan until today.

For this young UIC alumni member the experience could not have been a better one. “Starting off with my experience in Shanghai in the Spanish Chamber of Commerce in China and my one-year exchange at Donghua University studying International Commerce, I was able to observe the different ways of doing business in China as compared to Spain. China is a country in which the main key to doing business is the people you know and have a relationship with. The time I spent in the Spanish Chamber of Commerce in China was crucial in order to create a network (guanxi), since it is very difficult to gain people’s trust if you are not in a decision-making position or a well-known company. One of my tasks in the Chamber of Commerce was to create and promote networking events such as seminars and social events etc. It is incredible how open people were when talking to me and telling me about B-UIC // 27

Be UIC their business when I handed them by business card printed

IntuuChina helps people with work experience and education in

with the words “Spanish Chamber of Commerce in China”. Due

China as a doorway into the country.

to this network of business contacts I subsequently started to present my business, offering a service to companies that

After this period, we aim to ensure that our clients can set up

were really interested in it. The main advantage is that it is not

their own company or find a permanent position. Our support

necessary to have a high level of education to find work or do

in terms of contacts, creating a business plan, commercial

business in this country and you have a lot of access to people

agencies and fundraising means that the experience of young

in decision-making positions when attending meetings. The

professionals is completely unique. We provide a “tailored”

main drawback is that it is very difficult to establish commer-

service in terms of the development of a professional career

cial relationships and not to be passed over if you don’t have a

once you have left university, starting from searching for work

good position, work in a good company or have not obtained a

experience opportunities to the subsequent signing of a con-

first introduction through someone trusted by the person you

tract and in the end setting up a company. All this within the

want to be introduced to”.

context of a country where there are increasing opportunities and now is the time to take advantage of them.

The uniqueness of IntuuChina in relation to other companies lies in the fact that it has detected a niche in the market

Added to this service we provide highly competent professional

precisely in terms of business practices. “There are various

support through our team of external business mentors. They

companies which can facilitate business practices in China, in

are people who have professional experience in China and oc-

fact, we ourselves had to use their services in order to test our

casionally tutor our clients since they have specific knowledge

product and find out its weak points. We immediately realised

of a particular industry. In this way we make it possible for our

that these companies were selling their practices as an isolated

clients to become completely integrated in China. An IntuuChi-

service (they weren’t providing support after arrival in China)

na client will always continue to be one, since we connect their

and they were placing you in companies that were not really

professional success to ours. Our business model is innova-

your objective to be placed in (for example, a doctor working

tive precisely for that reason: it is based on existing business

in the sales department of a cosmetics company). It was then

models combined with the originality and experience of its

that we realised that if the two market leaders were providing

founders in order to create a single service. We are “The First

a service that was below expectations then there was a need

Ever Career Tailors”.

there, a gap to be filled.

Marc Ramón Hernández 马可 Co-Founder & Director 经理 +86 136 6167 5140 Skype: marcrh.ade Office 830, 555 Wuding Road Jing’an District, Shanghai, P.R.C. Office Phone: +86 (021) 3253 2635

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