Basically, the report of working life is the best guarantee on the career of a person and many companies seeking to prove that what the candidate on your resume says is true. And is that the working life report explicitly identifies the system by which it has paid into Social Security during each activity and the company that has been quoted and one set forth through your code contribution account or employer’s registration number used for the identification of this in the respective Scheme of Social Security System, and the name of the company or body whose name is the account code listing.

Similarly, the working life report also contains the dates of high and low in each company and the type of contract (the contra atom part-time are expressed by a percentage of the normal working hours). The group contribution and the days of discharge are the most recent data are included.

Formerly you could apply for working life at any Social Security office and get it instantly, but now can be processed electronically. There are ways to get the report, with digital certificate and without a digital certificate. In the first case, thanks to the digital certificate, the query is immediate and can even print the document, while in the second, the report is sent by mail to the address of the APPLICANT, so wait a few days until it is received.

Specifically, the Social Security contribution in worsening of the deficit by nearly 0.5% from 6% to 8% expected, so we have unveiled part one of the unknowns. Now need to crop the regions 1.5% spread above the remaining deficit is the stadium. What are the consequences of this information deficit in Social Security accounts? As is obvious, is negative close a year with more expenses than income but in the case before us, nor should we be alarmed too much or why we spread rumors or unfounded dangers for those who depend on the collection of Social Security benefits, mainly pensioners.

The economic deficit is just over 650 million euros and Social Security with a login account reserve fund of 7,500 million euros (feasible, non-accounting) perceive that ensures the future of pensions. In addition, the status of membership is going to invest in short by the entry into the general scheme of nearly 400,000 employees home listed on the general scheme contributions up to the system substantially.

Moreover, the pension reform implementation, along with forecasts of the current government to further tighten and lower pensions, ensure the payment of pensions. Of course, ridiculous pensions that give to the poor to survive if they remain within the low. Finally, we assume that the situation of 5 million unemployed will have to start to decline in 2012, because if they do not, everything you just described is worthless which can cause a major breakdown in the accounts if continue to lose contributors and members of the public system of Social Security.

Social Security will convene in the coming days more than 50 scholarships to young graduates are unemployed or improve their employment application, which according be awarded in a competitive basis with a duration of one year, according to Order Ministerial prepared by the Ministry of Labor and Immigration and will be published in the Official Gazette (BOE) soon.

The scholarships are intended to contribute to the promotion and development of studies and research in Social Security, as well as professional training in economic and legal system. Fellows will develop their activity in the managing bodies, National Institute of Social Security and Social Marine Institute, in the General Treasury of Social Security, Information Management and other common services of Social Security for twelve months, renewable for another twelve, provided they obtain a favorable report from the unit where they received training and have funds available.

The Order governing these scholarships is adapted to the rules on subsidies and the provisions of the Law on the Legal Regime of Public Administrations and Common Administrative Procedure The requirements, features, endpoints and the rest of the rules of the call be reflected in the text of the Ministerial Order, which also specify the final number of grants and centers that are involved in training.

The current Penal Code (CP) in its Article 307 makes it an offense to Social Security fraud in connection with the fees for the same and other joint collection concepts, improperly obtaining refunds from them or enjoying deductions likewise for any reason improperly exceeding one hundred twenty thousand euros.

It should be noted that the crimes contemplated in that body of laws of nature are only tax collection and not performance based, regulating the performance of the latter to sanction administrative through Royal Legislative Decree 5 / 2000, dated August 4, on the approving the Consolidated Law on Offences and Penalties in the Social Order, which includes both the nature of the faults and the corresponding penalties, sanctions, on the other hand, attenuated in relation to security matters contained in Social in the Penal Code.

In relation to the effects of penalties for crimes against the Public Treasury and Social Security , it should be noted the difference that in the sentence is produced, depending on whether the fraud was committed against issues arising from the powers conferred upon one or another Administration.

Thus, the fraud committed against the Treasury, in the terms set out in Articles 305 and 308 of the CP as mentioned, involves addition of the corresponding terms of imprisonment and fines, the loss of the possibility of obtaining grants or state aid and the right to enjoy the benefits or incentives, fiscal or social security during the period of three to six years.

However, when operating the fraud in Social Security, the contents of the appropriate punitive sanction in accordance with the provisions of Article 307 of the CP, only view, sentences of imprisonment and a fine, so you should ask whether the omission of punishment by the legislature, corresponding to the loss of benefits or incentives is casual, or else it was that your intention.

Nevertheless frauds against the public treasury, project their effects on penalties in regard to the loss of the possibility of obtaining benefits and incentives of Social Security, understood, not being regulated, in the sense large, you should plan on all those who might be understood as such.

In connection with the preceding paragraph, on the impossibility of obtaining incentives, public, the literal application of the provision is, that from the date of the sentence loses the ability to obtain any assistance or government grant.

A different question arises when grants or aid incentives, have been recognized prior to the incriminating statement, in which case it should be understood that the benefits previously enjoyed are not extinct, only suspended, leading to the reinstatement of aid, or start it if it was not recognized, at the end of the period fixed penalty in the Judgement, if at that time retains the right to it.

What is an Entrepreneurship Major?
Business students in an associate’s, bachelor’s or master’s degree program may choose an entrepreneurship major, which combines management, marketing, finance and accounting with an emphasis on business ownership, either of a startup or an existing business. Many schools emphasize this major for students who wish to one day own their own business or have plans to take over a family business. Business majors who plan on applying for jobs on the open market may major in a program such as accounting, management, marketing or finance.

Part-time entrepreneurship programs target business management students on the path to owning a family-operated business, who may already be employed or apprenticed in the family venture. Online and weekend-only programs are available.

What are the Requirements for an Entrepreneurship Degree?
Students may learn how to assess risks associated with business management, make responsible decisions and recognize business opportunities within and outside their own businesses. Entrepreneurship students anticipating leadership positions in family businesses can learn to modernize the technology of the family business and adapt to market trends.

Course Requirements
Entrepreneurship programs teach students how to transition into leadership roles within their family business as well as draft a business plan from scratch. Classes such as entrepreneurial finance, entrepreneurial marketing, entrepreneurial management and business planning apply basic business concepts to start-up businesses. Simulation courses give students the opportunity to put together business plans with fellow students.

Degree Requirements
Associate of Applied Business in Entrepreneurship curricula at community colleges typically focus on basic business management and human resources, taking about two years to complete. The entrepreneurship major in a 4-year Bachelor of Business Administration adds general education and internship courses, and explores marketing and organizational management in more depth. Master’s degree programs, which may be accelerated for a 1-year completion time, may include courses on global entrepreneurship and financing startups.

Entrepreneurship is also a source of more entrepreneurship. Societies around the world have always been fueled by the innovations and new products that entrepreneurs bring to the market. All big businesses started out small, usually as one man or woman with a good idea and the willingness to work hard and risk everything. While it is true that many new businesses fail, the ones that succeed contribute a great deal to the creation of other new ventures which leads, in turn, to a dynamic national economy. Indeed, today’s economists and business researchers cite entrepreneurship as a key component of future economic growth in North America and around the world. “Entrepreneurship is viewed as the catalyst to transfer a segment of our new generation of [downsized] people into self-employed business owners who will, in turn, provide jobs for the rest,” wrote Mitch Lenko in CMA. “It is viewed as the necessary component to the creation of new wealth; and hopefully represents the fountainhead from which will spawn innovative management techniques for the design, manufacture and marketing of products that will compete globally.”

Successful entrepreneurship depends on many factors. Of primary importance is a dedicated, talented, creative entrepreneur. The person who has the ideas, the energy, and the vision to create a new business is the cornerstone to any start-up. But the individual must have ready access to a variety of important resources in order to make the new venture more than just a good idea. He or she needs to develop a plan of action, a road map that will take the venture from the idea stage to a state of growth and institutionalization. In most instances, the entrepreneur also needs to put together a team of talented, experienced individuals to help manage the new venture’s operations. Entrepreneurship also depends on access to capital, whether it be human, technological, or financial. In short, entrepreneurship is a process that involves preparation and the involvement of others in order to exploit an opportunity for profit.

Entrepreneurship Defined
The multiplicity of the entrepreneur’s motivations and goals leads to questions aimed at distilling the essence of entrepreneurship. To what or to whom does one refer when one uses the word? Is there any difference between a person who opens yet another dry cleaning establishment, sandwich shop, or bookstore and the entrepreneur? If so, what is it that separates the two? What characteristics define an entrepreneur and entrepreneurship itself? Historians and business writers have struggled with providing the answers. Even today, there is no widely accepted definition, but the variety of possibilities provides important clues as to what makes entrepreneurship special.

Harvard professor Joseph Schumpeter, for example, argued that the defining characteristic of entrepreneurial ventures was innovation. By finding a new “production function” in an existing resource—a previously unknown means through which a resource could produce value—the entrepreneur was innovating. The innovation was broadly understood; an innovation could take place in product design, organization of the firm, marketing devices, or process design. Nevertheless, innovation was what separated the entrepreneur from others who undertook closely related endeavors. Other researchers, such as professor Arthur Cole, defined entrepreneurship as purposeful activity to initiate, maintain, and develop a profit-oriented business. The important part of this definition is the requirement that individuals must create a new business organization in order to be considered entrepreneurial. Cole’s entrepreneur was a builder of profit-minded organizations.

Still other observers, such as Shapero and Sokol, have argued that all organizations and individuals have the potential to be entrepreneurial. These researchers focus on activities rather than organizational make-up in examining entrepreneurship. They contend that entrepreneurship is characterized by an individual or group’s initiative taking, resource gathering, autonomy, and risk taking. Their definition could theoretically include all types and sizes of organizations with a wide variety of functions and goals.

In his book Innovation and Entrepreneurship, Peter F. Drucker took the ideas set forth by Schumpeter one step further. He argued that Schumpeter’s type of innovation can be systematically undertaken by managers to revitalize business and nonbusiness organizations. By combining managerial practices with the acts of innovation, Drucker argued, business can create a methodology of entrepreneurship that will result in the institutionalization of entrepreneurial values and practice. Drucker’s definition of entrepreneurship—a systematic, professional discipline available to anyone in an organization—brings our understanding of the topic to a new level. He demystified the topic, contending that entrepreneurship is something that can be strategically employed by any organization at any point in their existence, whether it be a start-up or a firm with a long history. Drucker understood entrepreneurship as a tool to be implemented by managers and organizational leaders as a means of growing a business.

The Entrepreneurial Personality
Writing in his book The Entrepreneurial Mind, Jeffry Timmons defined entrepreneurship as “the ability to create and build something from practically nothing.” His definition captures the spirit of the word, the sense that entrepreneurs are like magicians, creating thriving organizations out of good ideas by virtue of hard work, canny business dealing, and personal skills. Timmons’s words hint at the myths inherent in the common understanding of entrepreneurship. They bring to mind the great entrepreneurs who have become icons of American business mythology.

Many businesspeople believe that entrepreneurs have a personality that is different than those of “normal” people. Entrepreneurs are seen as having “the right stuff.” But defining the various characteristics and qualities that embody entrepreneurial success can be an elusive task, for as Lanko indicated, “today’s entrepreneurs are big and tall, and short and small. They come from every walk of life, every race and ethnic setting, all age groups, male and female, and from every educational background. There is no mould for the entrepreneur. Entrepreneurs make their own mold.”

But while it is hard to generalize about what it takes to be a successful entrepreneur, some personality traits seem to be more important than others. “While many authors and researchers have disagreed on the relative significance of individual entrepreneurial traits, all agree on one quality that is essential to all entrepreneurs, regardless of definition,” wrote Lanko. “That quality is ‘commitment’; it is self-motivation that distinguishes successful entrepreneurs from those that fail. It is the common thread in the lives and biographies of those that have succeeded in new enterprises. It is the one quality which entrepreneurs themselves admit is critical to the success of their initiatives.”

Other traits commonly cited as important components of entrepreneurial success include business knowledge (business planning, marketing strategies, asset management, etc.), self-confidence, technical and other skills, communication abilities, and courage. But there are other, less obvious, personality characteristics that an entrepreneur should develop as a means of further ensuring their success. In his book Entrepreneurship: Texts, Cases, Notes, Robert C. Ronstadt indicated some additional traits that help entrepreneurs build thriving organizations, including creativity and the ability to tolerate ambiguous situations.

Creative solutions to difficult problems may make or break the young and growing business; the ability of an entrepreneur to find unique solutions could be the key to his or her success. One of the most vexing situations entrepreneurs face is the allocation of scarce resources. For instance, owners of new ventures need to be able to decide how to best use a small advertising budget or how best to use their limited computer resources. Furthermore, they must be creative in their ability to find capital, team members, or markets. Entrepreneurial success is often directly predicated on the business owner’s ability to make do with the limited resources available to him or her.

In addition to being creative, an entrepreneur must be able to tolerate the ambiguity and uncertainty that characterize the first years of a new organization. In nearly all cases, business or market conditions are bound to change during the first few years of a new business’s life, causing uncertainty for the venture and for the entrepreneur. Being creative enables entrepreneurs to more successfully manage businesses in new and ambiguous situations, but without the ability to handle the pressure that uncertainty brings upon an organization, the entrepreneur may lose sight of his or her purpose.

Finally, environmental factors often play a significant part in influencing would-be entrepreneurs.

Often, personal or work history has led individuals to be more open to taking the risks involved with undertaking a new venture. For instance, individuals who know successful entrepreneurs may be stimulated to try their hand at running their own business. The successful entrepreneurs act as role models for those thinking about undertaking a new venture, providing proof that entrepreneurship does not always end in bankruptcy.

In addition, work experience can provide entrepreneurs with invaluable experience and knowledge from which to draw. “First and foremost, entrepreneurs should have experience in the same industry or a similar one,” insisted the Portable MBA in Entrepreneurship. “Starting a business is a very demanding undertaking indeed. It is no time for on-the-job training. If would-be entrepreneurs do not have the right experience, they should either go out and get it before starting their new venture or find partners who have it.”

The Process of Entrepreneurship
The myths that have grown up around the great entrepreneurs in America have focused more on the personality of the individual than on the work that he or she did to create a prosperous organization. What sticks in our memories are the qualities of a great entrepreneur, those personality traits that “make” a great businessperson. Successful entrepreneurs, however, work hard to build their organizations, starting from little and undertaking a process that results in a thriving business. Even the best ideas become profitable only because the entrepreneur went through the steps necessary to build a company from the ground up. Successful new ventures do not appear magically out of the swirl of the marketplace; they are planned, created, and managed.

It is important to understand some of the stages a businessperson must go through in order to create a successful entrepreneurial venture. All entrepreneurs go through three very general stages in the process of creating their ventures: a concept formation stage where ideas are generated, the innovation and opportinity are identified, and the business begins to take shape; a resource gathering stage where necessary resources are brought together to launch the new business; and a stage where the organization is actually created.

CONCEPTFORMATION. Before any business opens its doors, it must make crucial decisions about the way the business will be run. This first step in the entrepreneurial process is where the entrepreneur determines what kind of potential market exists for the business and forms a rough idea of how to penetrate the existing market. During the concept formation stage, the entrepreneur must answer hard questions about the potential business as well as his or her own motivations for starting his or her own business. The answers to these questions will provide the framework for future planning, growth, and innovation.

There is a great deal that is unknown to the entrepreneur before he or she starts out. The viability of the venture depends on the individual’s ability to lessen that which is unknown and maximize that which is known. The central question an entrepreneur should ask him or herself during the idea generation stage is whether there is actually an opportunity for a successful venture. That is, will starting a new business enable the entrepreneur to accomplish things or meet personal and professional goals that he or she might not otherwise meet? Some entrepreneurs want to make a certain return on their efforts and investment or are looking to run a business that will afford them a certain lifestyle. Others are looking to capture a certain percentage of the market and thus increase their wealth. Still others go into business for themselves because it would afford them the independence and freedom that working for someone else would not. Before taking the plunge, prospective entrepreneurs should investigate the extent to which their envisioned business will give them an opportunity to meet their goals.

A new business can be opened by anyone with the capital and time to do it. Nevertheless, businesses that will be successful for years to come must maintain a certain level of financial soundness. Among the first questions an entrepreneur should ask are those that explore the potential profitability of the venture. The entrepreneur should be able to estimate sales and selling expenses as well as other costs of doing business. In order to develop a sense of the economic feasibility of a venture, the entrepreneur should investigate the size and other characteristics of the potential market for the product or service, including competitive pressures and capital start-up requirements. Quantitative analysis of the opportunity is a vital part of the conceptualization of the business. The results of “running the numbers” and creating a set of figures with which the future can be planned will enable the entrepreneur to determine whether the potential business will be profitable. “There is no more luck in becoming successful at entrepreneurship than in becoming successful at anything else,” wrote William D. Bygraves in The Portable MBA in Entrepreneurship. “In entrepreneurship, it is a question of recognizing a good opportunity when you see one and having the skills to convert that opportunity into a thriving business. To do that, you must be prepared. So in entrepreneurship, just like any other profession, luck is where preparation and opportunity meet.”

RESOURCE GATHERING. The first stage of the entrepreneurship process should give the individual enough information to decide whether or not the business has the capacity to meet the individual’s personal and professional goals. Once the decision has been made, the entrepreneur may: 1) continue to work in his or her present employment capacity; 2) begin looking for a new entrepreneurial opportunity that is a better fit; or 3) beings the second step in the entrepreneurial process, that of gathering the necessary resources.

Without a sufficient supply of resources the opportunity might never be turned into a business that makes money for the entrepreneur. In the resource gathering stage the entrepreneur begins to assemble the tools that he or she will need to make the business idea a successful one. In general, a person has to gather three types of primary resources: capital, human/managerial, and time. Capital can be financial (in the form of cash, stock ownership, or loans), intellectual (patents, trademarks, brand names and copyrights), and technical (innovations in design or production that competitors can not or will not duplicate). Human resources refers to the individuals who will help the entrepreneur take advantage of the opportunity, either as employees of the new organization or as paid and unpaid counselors. In order to create a viable organization, an entrepreneur has to be ready and able to manage the resources at his or her disposal, bringing them together in advantageous, efficient ways that meet the needs of the fledgling organization.

An often-overlooked consideration in the resource gathering stage is time. Many entrepreneurial ventures that manage to succeed do so in part because they were launched at an opportune time, and because their founders were able to carve out an adequate amount of time—a most valuable resource, after all—to attend to the myriad start-up needs of the business. For instance, a business based on a patented technological innovation has a certain amount of time to operate before the patent expires and competitors can duplicate the innovation. When the patent expires, the competitive advantage held by the business is diminished or gone. Other businesses may be based on selling to an emerging market. The entrepreneur who runs the business has a certain amount of time before potential competitors notice that the business is (or will be) profitable. In that time frame—the window of opportunity—the entrepreneur who found the opportunity must manage resources so that the business is established and protected from the threat of competition. In such instances, however, the would-be entrepreneur also needs to avoid the common mistake of rushing in to take advantage of the opportunity without adequately addressing all of the various elements that produce a successful start-up.

Organization Creation and Development
This stage of the entrepreneurial process is the actual establishment and opening of the business. During this stage, the entrepreneur goes from being just a visionary to a visionary with a business to run. One way to examine the changing managerial activities of the entrepreneur is to look at the different roles filled by the entrepreneur as the business develops. As the founder of the organization, the entrepreneur sets the philosophy of the organization, establishes the strategic focus, and educates new employees. In this role, the entrepreneur lays the groundwork for the emerging corporate culture. In addition, most entrepreneurs serve as the primary promoters for their new start-ups. They must act as the new venture’s chief spokesperson in contacts with financial backers, prospective clients, employees, suppliers, and others. In addition, as founders (or founding team members) of organizations, entrepreneurs are often called upon to provide counsel or advice to community members or employees. The roles that an entrepreneur must fill demand flexibility and creativity. In order to successfully manage a new venture, an entrepreneur must be comfortable in all the roles.

Entrepreneurship and Leadership
Entrepreneurs must also be able to balance their managerial duties with leadership activities. In other words, they have to be able to handle both the day-today operations of the business as well as decision making obligations that determine the organization’s long-term direction, philosophy, and future. It is a precarious relationship, but entrepreneurs must be both managers and visionaries in order to build their organizations. Indeed, researchers contend that many otherwise talented entrepreneurs have failed because they were unable to strike an appropriate balance between details of management and the larger mission that guides the new venture. Many entrepreneurs eventually reach a point where they realize that these twin obligations can not be fully met alone. It is at this point that staffing decisions can become a critical component of long-term business success. In general, entrepreneurs should search for ways to delegate some of their management tasks rather than their leadership tasks. After all, in most cases the new business has long been far more dependent on its founder’s leadership and vision than on his or her ability to monitor product quality or select new computers.

The mission of the new venture can only be fulfilled if the entrepreneur remains entrepreneurial throughout the life of the organization. That is, innovation has to be a primary strategy of the venture. Drucker pointed out that the venture must be receptive to innovation and open to the possibilities inherent in change. Change must be seen as a positive for a business to remain entrepreneurial. Therefore, management of an entrepreneurial organization requires policies that encourage innovation and rewards those who innovate. If the venture is to remain dedicated to entrepreneurship, management has to take the lead in establishing the patterns that will lead to a dynamic, flexible, and vital organization.

The best products aid in keeping the roads clear of snow and ice, and make workers jobs easier and more efficient. The important thing in the winter months is to keep the roadways free of ice for people who must drive. Roads engulfed in snow and ice are extremely hazardous;accidents under these conditions can be severe. Heavy snowfalls can start as early as mid-December and last until the end of February.  Governments, local authorities and private contractors need to have their supplies on hand as early as possible to avoid any unforeseen weather conditions leaving them empty-handed.

Bulk rock salt suppliers also generally sell many other related products such as snow shovels, hand operated plows, grit bins, ice melt and salt spreaders. It is essential to have a reliable supplier who stocks everything needed because British winters are so unpredictable, especially in the amount of snow and ice seen in any one area.

Even people who have Polish citizenship Polish passport visit various parts of Poland. Some of the favorite cities in the tour of Poland, the country ranked number fourteen of the most popular worldwide, is Warsaw, which is the capital of Poland, Kraboto, Gdansk, Wroclaw, Poznan, Lublin and Torun. The country is housed on part of the Baltic Sea, an area which has some wonderful coastal cities and offers numerous recreation options. It contains mountains as the Tatra Mountains, accessing experience skiing and mountaineering The Tatra Mountains This mountain range was formed at the same time as the Alps, which is seen by the shape of the peaks.

Some mountain peaks are covered with snow throughout the year. The Tatra National Park has beautiful lakes and beautiful waterfalls to walk to make the most of a spectacular setting. A holiday resort accommodation is Zakopane, which has year round tourists, it is not necessary to have Polish citizenship and Polish passport in order to enjoy all this. You can appease the mountain trails during the summer months on tours that last from 4 to 6 hours. During the winter this area offers great skiing. Krakow Krakow is one of the oldest cities in Poland, dating back to the seventh century. Located in the nomination of World Heritage and sits on the Vistula River. It is one of the ancient royal cities and is the second largest Polish city with much culture to offer.

The Old Town is the preferred location to visit without even having Polish citizenship or Polish passport. There you can see many different styles of architecture and the Renaissance, Baroque or Gothic. If you want to visit castles, this castle is also located above actual distinguished as Wawel, also the largest market in Europe. Wieliczka Salt Mines miners created some wonders in this location, as a chandelier with rock salt. Be sure to visit even if you do not have Polish passport because passports are accepted elsewhere. The population with Polish citizenship also enjoy visiting this site. Perhaps the miners who carved the Cathedral from the salt rock Polish passport had not yet created something amazing. In addition, this site was declared a World Heritage Site by UNESCO. There are also sculptures and statues oldest salt salt created by modern sculptors.

Within this context, trade fairs and business conferences are an ideal mechanism for communication and trade promotion can simultaneously combine elements such as promotion, advertising, market research and public relations as their personal and interactive communication that is twofold. These events facilitate the access and retention of a product in a given market, helps create and maintain the image of a country and strengthen the presence of companies and their products within a global context.

With the challenges of globalization and trade agreements that the government of Guatemala has signed with different countries, opening new markets and opportunities for entrepreneurship Guatemala, which can be accessed using this mechanism to bring supply and demand.

Experience has found that participation in fairs and business conferences and contributes to the strengthening of capacity building and entrepreneurial, which translate into tangible benefits. They included increasing sales, expanding new market segments and opportunities to work with new clients.

How to improve the marketing of the product / service
Participation in events such as fairs and businesses can bring out the need for internal changes to the business involving the actions and decisions relating to the constituent parts of what is known as the Marketing Mix. Such activities will lead to efforts that will lead both to improve their product or service as the marketing of it.

Introduction
The Program for Promotion of Micro, Small and Medium Enterprises in Guatemala, GTZ / PROMOCAP market component in Business Development Services (BDS) has the function of being a facilitator of a process of strengthening business development services in Guatemala. The objective of the component states, “has strengthened the market for business development services to SMMEs with growth potential.”

Among the products that GTZ / PROMOCAP has facilitated for ten years in Guatemala working with the Business Exhibitions and wheels, which have been extremely useful to support the marketing nationally and internationally.

According to the results achieved through the use of these tools, there is demand for public and private actors in the country to strengthen the process of transferring them in a practical and effective. That is why GTZ / PROMOCAP has developed this training manual for both its counterpart, the Department of MSMEs, and other local actors working to support the marketing of SME, local governments, business associations and consultants may have training tools to facilitate effective participation of employers and entrepreneurs in fairs and business.

About the Manual
Goal
This manual is intended to guide and entrepreneurs who are seeking new markets within or outside the country through trade fairs and business conferences, so they can plan and organize their participation, effectively.

Recipients
Taking into account the objectives of the manual have been identified as recipients thereof to the owner operators and MSME sector to engage in various business activities, production and / or services.

Organization
In first order, the manual presents a contextual framework that helps to locate and entrepreneurs on business dynamics that unfolds today and as a result of that reference, which implies the importance of participation in fairs and business for the marketing their products or services.

Next, we present the theoretical framework in which definitions are provided both fairs as business conferences, their type and stage of each, respectively.

Finally, we develop each of the stages presented which include the most important activities to be performed in these events, to ensure their success.

In addition to this last part, the flowchart shown in Annex for participation in trade fairs and business conferences, checklists and examples of formats that can guide the and entrepreneurs.

Approach
Taking into account the objectives, the manual focuses on participation in fairs and business products and services.
An added value provided by the manual and entrepreneurs to training participants is presented along the same behaviors that are entrepreneurial people and have a direct bearing on the success of their participation in a trade show or conference business and results achieved.

Those in charge of a team are responsible for meeting the goals and challenges of the company, in the same way that should encourage their employees to perform their functions efficiently and effectively. Authoritarian leadership styles are ‘Out’, because they generate resentment, dissatisfaction and demotivation. Instead empathetic leaders are able to convey optimism and confidence to a working group committed to the needs of the company, because they feel part of the institutional challenges.

Internal Marketing is the index to keep loyal to employees through satisfaction of mutual needs and feedback. It is as easy as making constant feedback surveys to identify workers and try to solve in the short time. The sales area is usually the most stressful, because it works on the basis of achievement of goals, within a fixed time and under certain requirements. To the extent that companies listen to the needs of your employees and give them a solution, will be rewarded with increased production due to the synergy produced by teamwork and retention of their workforce, resulting in lower costs of training.

Although this seems logical super strange thing is the small number of companies using internal marketing to motivate their workers. Because for that, will only be required as a social responsibility policy aimed at encouraging, respecting and valuing people does not necessarily require an ‘extra expense’. For example, it is important to know and respect differences of opinion that may exist within a group, because on the other hand, there is nothing worse than feeling a ‘number again.’ Employers often are so concerned about the operational results that they forget that these results produce workers who are people, who along with receiving responsibilities, requiring stimuli to feel satisfied in their positions and functions.

And to know you have to learn to listen, if we listen to the suggestions of a computer is easier to satisfy in the medium term. If this happens, it is generating a climate of distrust. To avoid this, it is important to design instances to communicate the concerns in an atmosphere of mutual respect. So, to achieve optimal working environment is to adopt a conciliatory leadership style, where instead of giving orders must be requested, meet our team , respect their feelings and decisions, motivate through a close and sympathetic attitude. In this way, we can expect conflict situations, and create a pleasant work environment based on respect and motivation, where workers produce more, because they feel considered and not just a number more.