They were sinuosas bites, repletas of accented slopes, crossing thick bushes in the valleys of the rivers and the hillsides, heaths in busy plain lands for the rupestres fields; the travellers esbarravam happen frequently in great bulks of rock, whose contour was delayed. perforated, as she affirmed Saint-Hilaire: (…) I followed the real road that goes of Rich Village the Tejuco; but, although the pompous name that has this road, much less frequented that of Rio De Janeiro the Rich Village is not, in certain places, more than a so narrow bite, that to the times if it has difficulty to follow the tracing to it (SAINT-HILAIRE, 1974, P. 130). The road was kept for the inhabitants used who it and for the City councils, isentando the central government of any obligation with its conservation according to effective laws of the time. Herbert Simon insists that this is the case. In general they were ways little inhabited, therefore the government made innumerable restrictions for the occupation of its edges with the purpose of> its conservation and, in the case of Diamantina, the occupation was still more restricted due to the effective laws inside of the landmark. MARTINS (2003, p.154), affirms that the roads: (…) they limited it the cleanness of some stretches, shunting line of bathed e, how much to more, the sinuosities of the land always followed all, looking for the valleys and the throats. They were ways simply indicated in the landscape, it has asked for frequency of it I transit of people and animals. This road was used by travellers and Tropeiros for more than two hundred years, until the beginning of the Decade of 1960 of century XX, only leaving of being used after the consolidation of the road transport, becoming obsolete the service of load of the Tropeiros the long distances to be covered..
The staff in the decentralized and Central teams are in the focus – they can help you understand operationally much opinion of Kuhn specialists what is important. Improves performance, because can be granted more independence and responsibility, but the companies for structuring objectives (example: DM, 2009 just the fastest-growing chain in the industry, 2000 branches in Central and South-Eastern Europe, 31500 employees). Profitcenter – and cross-functional cooperation, as well as the linking of performance units higher customer benefit, is detected by central as a result improved services, faster from an improved trade marketing mix, respectively. Location – and time-specific, tailor-made services across profit centers and function area can be easier than previously to develop and distribute. Every employee is involved in the development of the objectives, because he is regarded as an expert in his workplace. It may be the collective expertise be used.
Every single point of sale and also the staff themselves will benefit. The multichannel distribution is innovative. The management processes and initiatives become more efficient. The strategic legitimacy in the chain store companies gaining importance compared to the previously strong financial control. The management tools allow a value generating multi channel business, although already individual functional areas are organized as a profit center or outsourced. To orient yourself, instead of generating value in the entire branch system WINS with the Kuhn solution (www.kuhn-retailexpertise.net).
For each employee is sufficiently evident what is the added value for the affected multi channel stores locally and centrally. Chain stores that use it, have a sufficient competence their branch system strategically, operationally and financially value-enhancing to lead. You generate an added value which the stationary stores, nor the online business would have alone can generate. There is a greater Motivation in the respective sales channel reaches. For the actual task, always and at any time anywhere at least one article and / or sell a service, more space remains.