There are few times I use the blog to complain (in all these years only 2 times), but after all the quality of services, or lack thereof, makes the business.
More than 15 days ago that my home phone were damaged. The only way that one has to seek redress in the company Telecom Argentina is through a 100% depersonalized.
You do not have the opportunity to explain what the damage, or say when it will be solved.
Needless to say, the endless amount of applications we have done, however to date we like to start, without any communication from the company. Sorry, I have not told the truth, because every few days got a call where a recording asks if that fixes the problem.
This is the effect of the lack of competition, where one is tied to a company that did not choose, and where it believes it can neglect to the client, because a will never give up.

I approached an interesting note he wrote Mariano Pantenetti especially for the blog.

You may have noticed (or suffered), at some point (usually urgent) when they needed to sit in a bar to do some urgent work, or enter your Wi Fi Notebook, all seats were occupied, even those where he's used against it has no consumption to justify the use of facilities, or alternatively, are on the table the remains of a lean to the clear coffee was drunk at the very least a few long hours.

The free-rider dilemma is the public enjoyment of the property by individuals who use them either on their part fair share as paid or avoiding the cost of their share.

While the case in question in the first paragraph, we are clearly looking at a private good, use that gives the time over which provides the service seems to be analyzed from the perspective of the free rider problem.

The existence of stowaways inevitably leads to a loss of productivity, since many more individuals are "fed" a well thought originally to fewer participants.
Excessive use is made of the property.

Trying to be Pareto efficient is that I ask myself as far as the comfort of who had first occupied the chair does not infringe upon the comfort of who comes second and (after a logical time) starts to pay the cost of discomfort.
Find another bar also has a cost for those who came second.
These costs, eventually moving to the owner of the establishment because the customer alerted of this situation will certainly look for an open bar, efficiently avoiding being the second.

Find a balance then represents a potential improvement in the outcome of any situation that may arise as a Pareto-efficient, where an improvement of one of the agent, it is not possible without harming the other. That is an optimal situation from the point of view of the utility.

Putting on the skin of who should manage a bar, restaurant or similar, one wonders to what extent is efficient free to decide who will occupy a table for a long period of time, such that other people with the intention of eating are far from the place or simply do not enter.
Are these first considered stowaways?
It could be argued that perhaps this first long-term profitability (are customers of the house), while the latter only have occasional use and is difficult to quantify their income in perpetuity.

Some retailers like Havanna coffee seem to have realized this and delivered a limited service (in time) of Wi Fi, forcing the start to continue to consume products for more time or simply leave.
This does not limit the time of those who read the whole newspaper, every magazine, they receive visits and make your office coffee, for the modest sum of about ten dollars the 6HS.

On this situation, seem to have more experience that bars restaurants, experts often drive the customers to have on the table.

I think this is a new consumer and a new way of delivering service, so I do not see a clear answer to the dilemma posed.
Therefore it seems best in this first instance some exercises test, analyze, think about trying not to neglect the customer above all things. But which one? In that two hours is with his coffee and newspaper or waiting.

Mexican billionaire Carlos Slim, the second richest man in the world, on Wednesday recovered a web address with your name, a man of Indonesia tried to sell $ 55 million and threatened to link to a porn site.

The World Intellectual Property Organization (WIPO) United Nations said that an arbitrator of disputes over Internet addresses determined that the site was registered in bad faith and should be transferred at no cost to the employer.

Documents filed by attorneys Slim, cited by WIPO, showed that the owner of the address, Ahmad Rusli, Jakarta, threatened to link to a porn site if you did not receive the money he wanted.

Rusli said in an e-mail to the arbitrator of the dispute that the threat only sought the attention of Slim and had registered the URL to protect it for the Mexican billionaire.

Slim, who owns a business empire led by the giant phone company America Movie and Telmex landline, you already have an own website,containing his biography and other personal and business.

Helu is the maternal surname of the employer, a descendant of Lebanese immigrants.

In March last year, U.S. business magazine Forbes put Slim as the second richest man in the world, behind investor Warren Buffet and ahead of computer magnate Bill Gates.

Over 40% of managers perform less well when they change jobs or roles within the company. However, according to a study conducted by the Corporate Executive Board, these managers can succeed if they manage clearly what they call "the paradox of success quickly."

In the business world today, the pressure for new managers produce a quick contribution is enormous. According to a survey of more than 5,400 new officers, 40% of those making less or worse when they are in a transition to a new position, affecting the productivity of nearly half the workforce of an organization in a year.

These managers were asked about what they were focusing on, what behaviors exhibited and how they gained their first month of work. They were also asked to score each performance of their teams. The result has been a series of patterns that distinguish managers who thrive in his new position of those who do not.

Although this study has shown that getting a "quick win" is perceived as critical, managers who get a "victory" in his new post early are more likely to "derail" in the future. They fall into what the study calls "the paradox of success quickly."

According to an article in Harvard Business Review, the most common behavior associated with the failure of the new position is the tendency to drown in the miniscule. In this carreblankra unbridled success, the manager seeks to highlight a component of his new job. By putting the focus so intently on a single purpose, neglects broader responsibilities.

These managers feel the urgency to prove their worth to their new roles, they can succeed, but lost in destructive behaviors such as focusing too much on the details, react negatively to criticism, or jump to conclusions. These behaviors undermine their long-term success in his new post.


Collective work

CEB's research shows that the best managers avoid the risk of paying little success trying to get that fast collectively, and not their own risk. These managers work with your team to achieve immediate results. To this end, manage the change or help the people on your team to thrive within the organization.

The pattern of those to succeed in his new post agree on one thing: his ability to manage change. As new leaders, want things to move, but also understand that as a result of its rise, its new teams have to cope with change, like himself. The study of CEB believes that the transitional stages are not just the manager, but the organizations as a whole. Organizations, he says, have to invest in leadership development.

To help new managers to successfully overcome the paradox of rapid success, companies should redefine their expectations for immediate success. Recognizing the uncertainty of these transition periods for these managers and their teams, companies should develop their capacity for change, make it possible for the loyalty of those working with managers in the pursuit of that desired success.

The key, says the report, is to be realistic. Both the one hand as the other. Managers must know their limitations. Businesses, for their part, must define reasonable goals and make sure the person knows blindly promoted the work that has to play.

Training and coaching

In this sense, training and coaching play a very prominent place. The transition process should not begin when the new manager takes his new post, not before. Then there should be a support phase in which the manager would have to handle more detailed information about how the company is from that new position.

On the other hand, is key to detect failures at the same time taking place, and finish them sooner. The cost for a company that has a manager who is below its potential is enormous.

A few months ago, Trend magazine picked 21 of the Institute on a study of Executive Development which claimed a third of managers who change employers feel they have not met expectations two years after recruitment.

Then the 150 managers interviewed considered that the median time to acclimate to the new position takes between 6 and 9 months. According to the authors of the study, companies devote resources to facilitate this transition that does not serve much of anything. Other actions, such as coaching, which have a high effectiveness rate (42%).