Administración de Negocios (Mag.)
URI permanente para esta colecciónhttp://54.81.141.168/handle/123456789/9048
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Ítem Texto completo enlazado Consulting report - Gloria S.A.(Pontificia Universidad Católica del Perú, 2018-06-19) Pajares Correa, Brian; Tami Estrada, Fiorella; Sánchez Paredes, Sandro AlbertoThis consulting report was elaborated in order to find a solution for the problem proposes by the metal packaging managers of Gloria S.A. The main problem is the lack of presence of the Gloria´s metal packaging business in other countries of the region. The purpose is to increase the presence of the business through the expansion of Gloria´s metal packaging business to other countries of the region. The objective for this report is to obtain a final recommendation of where to expand Grupo Gloria´s metal packaging business, how to implement it and the key success factors for the project in order to guarantee the success of the project. This report includes the result of an exhaustive analysis of the current situation of the country using the PESTE information and of the metal packaging industry in Mexico, Argentina, Chile, Colombia, and Bolivia. As a result of this analysis Colombia got the highest score with 2.98 points out of 4. Considering the results of the previous evaluation, the best solution is to find more presence in the region by expanding the metal packaging business of Gloria to Colombia. This is because of the attractiveness of its market and the high possibilities of success due to the support of other parties; because Grupo Gloria already has operations in this country; and due to the amounts of investment required that can be aligned to the investment that the company is willing to confront. Moreover, this project presents an implementation plan for the next 17 months that are on hands of the metal packaging team of Peru. This plan considered the next steps that are needed in order to increase the presence of Gloria´s metal packaging business in other countries of the region. The investment of the implementation it’s around 34 million dollars. However, it depends in the further decisions that will be taken.Ítem Texto completo enlazado Strategic plan for Creamás(Pontificia Universidad Católica del Perú, 2017-11-10) Oliveros Lijap, Luis Alfredo; Ponce de León Jara, Gonzalo Marcelo; Sánchez Paredes, Sandro AlbertoThe purpose of this research is to develop a 2015-2020 Strategic plan for Creamás, a Peruvian NGO that fosters the dreams and ambition of children through education and diverse workshops. The company began operating in the country in 2009 and throughout the years has managed to become a referent in the NGO national industry. In order to do that the model proposed by Fernando D’Alessio was followed throughout the nine chapters of the document. After thorough research, meetings with the directorates and volunteers, and on-site visitation, data was analyzed in an attempt to decipher the current holistic situation of the organization; its strengths, weaknesses and which opportunities and threats the external situation posed the organization. By complementing such information with a newly proposed vision and mission, and the identified organization’s interests; six long term objectives were defined with their correspondent short-term objectives. Besides that, five strategies were chosen in order for the Creamás to achieve its objectives and as a consequence, its desired vision. Furthermore, in order for Creamás to assess the implementation of this Plan, the document includes the proposed Balanced Scorecard; with the short-term objectives and their correspondent indicators. The fallouts of this work indicate that currently Creamás lacks operational efficiency due to the poor training of its volunteers, is still unable to measure its actual impact on the students, and does not possess a solid funding structure; all of them a must if the firm is to remain relevant in the industryÍtem Texto completo enlazado Consulting report - Euromotors S.A(Pontificia Universidad Católica del Perú, 2017-10-02) Saire Donayre, Juan Diego; Sosa Vera, Cynthia Alejandra; Sánchez Paredes, Sandro AlbertoEuromotors S.A. is the exclusive brand representative of the Volkswagen, Audi, Porsche, and SEAT brands among others within 11 strategic business units in Peru. Since its foundation, the firm has since grown exceptionally in size, scope and sophistication from their original operational function as an automobile importer to their current status engaged in the sale of vehicles, new and used cars, servicing and sale of original spare parts. As a multi-brand firm, it maintains 1,052 employees who function relatively autonomously within each business division for the separate brands. In order to propel the firm forward as a cohesive unit, synergies within need to be created to eliminate the replication of processes and procedures and to ultimately streamline overall organizational function. After a few years of declining profitability, Euromotors is looking at opportunities to improve its competitive position within the Peruvian automotive retail sector, which is rapidly changing and increasingly competitive market. In order to withhold a competitive advantage, a micro-pilot project has been designed within the consulting process, which has taken deep rooted analysis at both the internal and external environmental factors, to be implemented with Euroshop, Euromotors’ most profitable division. A cultural transformation will impact the sales force team of Euroshop; however, before it can be properly administered, overcoming organizational resistance to change must be dealt with. The proposed solution develops method for Euromotors to incrementally overcome the resistance to change in a multi-step system, to increase employee motivation and unity while increasing intrinsic responsibility to function as a team throughout the entire firm. This proposal considers the necessity of maintaining commitment to the strategic goals of the company. Through the development of a strategic map and a KPI based scorecard, the firm will have visibility on the key factors in garnering true change. Project timeframe is estimated in six months and total budget in USD 25,500Ítem Texto completo enlazado Consulting report – T-Copia S.A.(Pontificia Universidad Católica del Perú, 2017-10-02) Arroyo, Carlos; Loloy, Silvana; Sánchez Paredes, Sandro AlbertoT-Copia is a Peruvian company with more than 40 years of trajectory, they started providing printing services in their retail stores, and years later, with the technological changes in the industry, they created its second business unit: Digital Solutions. Currently they continue with this two business units, but is one of them which is facing some issues. After reviewing the financial information and interviewing some of the employees of the company, many problems were detected, overall in the first business unit, reason why the whole project is focused in this one. The key problem in here was that during this year only six of the seven stores have achieved the profitability. After analyzing the company not only in a quantitative way, but also in a qualitative one, the conclusion was that the decrease in the sales was produced overall for the lack of training and motivation in the staff, which leaded to a poor customer service. Therefore, the proposed solutions were focused in the improvement of these two fields. Regarding the training it is important to complement the soft skills like team-work or emotional intelligence whit hard skills, given that the company’ services are very particular and require a previous knowledge to provide an accurate customer service. About the motivation, two fields have to be approached; the first one is the extrinsic, which is going to be solved by the company with the regularization of the payments to the staff. The second one is the intrinsic motivation, which is going to be addressed by the Doctrine of 20%, focused on the employees with more potential and commitment, by letting them use the 20% of their working time in innovative projects to save cost or increase the sales of the company. The propose solutions will take in consideration the financial situation of the company, and they will represent no big investment of money, because there will be an exchange of services with other companiesÍtem Texto completo enlazado Consulting report – Transgas Shipping Lines(Pontificia Universidad Católica del Perú, 2017-09-29) López Mata, Rodner Nilver; Sánchez Paredes, Sandro AlbertoTransgas Shipping Lines S.A. is a Peruvian shipping company specializing in the Maritime transport of Liquefied Petroleum Gas, Crude Oil and by-products, and Chemical products. In 1991, the company began to transport LPG between Peruvian ports. Seven years later, they began to conquer international markets, reaching important places on the West Coast of South America, the Caribbean region and some countries of the Asian continent. This is an example that as time goes on, the market becomes more competitive and new challenges arise, where companies have to respond with new strategies. In this sense, Transgas seeks to improve its performance not only in the core areas, but also within the support departments such as a logistics and operations department. After the analysis of the company’s current situation, the main problem has been defined as the ineffective control, management and measurement of the logistics and operations department. The qualitative and quantitative analysis of this problem concludes that the company is affected in different activities within the organization. At the same time, the company presents economic losses and decrease in the income statement due to low efficiency and the ignorance of the current performance. The solution presented in this report has a set of steps to follow which has as a final product the elaboration of a dashboard, where the Key performance indicators of the department in the study will be shown. The implementation of this project consists of 4 phases which start with the change of culture, followed by the redefinition of the processes, the systematization of information and finally the creation of the dashboard. This implementation will allow the company to measure its performance, control its processes and thus improve its operations, with the aim of providing a high-quality service to their clients. The total investment for this project of 38 weeks was calculated to be S/. 28,000 solesÍtem Texto completo enlazado Consulting report - CAC Oro Verde(Pontificia Universidad Católica del Perú, 2017-09-29) Pérez Cosavalente, Carlos Enrique; Sánchez Paredes, Sandro AlbertoCAC Oro Verde is a Peruvian coffee and cocoa cooperative located in San Martín, Peru which is seeking to explore a niche market of cocoa beans located in Canada. Thus, the main objective of this consulting report is to identify and develop a plausible business opportunity within this market. For that purpose, a marketing strategy, a marketing mix and a financial assessment were developed in order to have a clear implementation plan for this business opportunity. Based on the analysis, the main opportunity identified is the fine flavour Fair Trade and Organic certified cocoa beans market. Moreover, considering the possibilities of the cooperative and the segments that were analyzed, the bean-to-bar segment was identified as the target market. Moreover, direct exporting and developing a partnership are the two most suitable entry methods for the bean-to-bar segment and British Columbia was identified as the best location to penetrate. The marketing mix suggested was deployed in an implementation plan with a timeline of 30 weeks and a cost estimated in 109,000 USD. Due to the fact that the recommended product to enter the market is considered a premium and high-quality product and, considering other benchmarks of the market, then the prices proposed are from 5,000 USD to 6,500 USD. Furthermore, the project was financially assessed considering 18 different scenarios varying prices and percentages of market share. From that, it was determined that the breakeven points in terms of market share are from approximately 4.9% for the 6,500 USD price to 6.1% for the 5,000 USD price. These percentages of market shares represent between 8.9 TNE to 11 TNE per year in order to break even in such a niche market. For the best-case scenario, CAC Oro Verde has the potential to make a net profit of approximately 530,000 PEN in year one if the cooperative is able to attain 20% market share which in five years would represent a net present value of approximately 3’400,000 PEN which indicates a 192.4% internal rate of return on the initial investment showing that the project is feasible and viableÍtem Texto completo enlazado Consulting report - SIMA PERU(Pontificia Universidad Católica del Perú, 2017-09-29) Traverso Tacuri, Ivan Arturo; Sánchez Paredes, Sandro AlbertoThe current report is a consulting project that has been elaborated for Servicios Industriales de la Marina S.A (SIMA). The motivation behind the study is to analyze the current issues within the company in order to assess and recommend a list of possible solutions for the client. At present, the main problem plaguing SIMA is its low levels of competitiveness within the metalworking sector. The report therefore conducted a thorough analysis to remedy the issue through the recommendation of both short and long term solutions. The report also took into consideration the immediate opportunity available to SIMA through the Reconstruction Plan in the wake of the El Niño Southern Oscillation System this past summer. It is therefore pertinent that SIMA act on the recommendations given in this report so that they may enhance the competitiveness of their metalworking sector and become an industry leader. The report highlighted four root causes that have hindered the success of the metalworking line, and has therefore created four strategic implementation plans that will help SIMA to build up their heavy metal industry from 2017 until 2020. In the short-term, SIMA will focus on building up its marketing abilities through CSR initiatives, whilst simultaneously creating strategic alliances with civil practices and large-scale clients. The former refers to the utilization of the Obras por Impuestos framework, which will allow SIMA to build alliances with companies with large amounts of taxes in exchange for work, thusly being mutually beneficial to both parties. Furthermore, strategic alliances will help SIMA to create a more well-rounded portfolio when bidding for projects, that will increase their probability of winning contracts. In the long-term, SIMA must look to focus on technological modernization and strategic human resource management. The former can be broken down into three separate areas of focus, where the client must update its obsolete metalworking equipment, create the capacity for modular bridge construction, and develop an engineering division specific to new engineering software programming. The latter is composed of strategies related to employee recruitment and employee retention, and are utilized to help reduce the issue of staff turnover within SIMA. When integrated into one master plan, both the short and long term strategies will aid in improving the competitiveness of SIMA’s metalworking sector, and will help it to achieve leadership status within the Peruvian market. Both group of strategies, the short term and long term plans, compose what it is named the Industry Leadership Plan. The total cost related is estimated in US$ 3,363,553 and disbursed in a time-lapse of four years, which makes the plan feasible in the actual financial conditions of SIMA. The plan suggested would benefit SIMA enhancing their Public Image and Brand awareness with an affordable investment that represents positive Net Present Values (NPV). Moreover, The Industry Leadership Plan would allow SIMA to increase their Market share in their actual targeted market and, even more, suggest them to tackle the niche of projects under the contract modality of Obras por Impuestos. Finally, the plan is a sharedvalue proposal because it represents a win-win situation that benefits the company, the State, the Suppliers and, the Community; by developing the capabilities to generate very necessary projects focused on the National Reconstruction of the Country due to the effects of the last El NiñoÍtem Texto completo enlazado Consulting report – DSB Mobile(Pontificia Universidad Católica del Perú, 2017-09-29) Mitta, Ever; Sánchez Paredes, Sandro AlbertoDSB Mobile is a small Peruvian software developing company based in Lima. DSB Mobile specializes in the development of both mobile and web applications and has worked with major companies such as Samsung, Claro & Entel. The company is composed of the General Manager, Zico Herrera, a sales manager, operations manager and both fulltime and contract based software developers that are hired based on the current demand for service. DSB Mobile has established a strong reputation and brand in Peru and is now looking to expand outside of Peru where they can introduce their software products into international markets. In their aspiration to internationalize, DSB Mobile is seeking to find out not only the most profitable markets for their company but also markets that would best align with DSB Mobiles mission. The solution to their question of expansion was to determine the best markets using a variety of both quantitative and qualitative factors. In using an IT Competitiveness report that was done by the British Software Alliance this was used as a reference point to determine the best ranked countries for IT competitiveness and the best countries to conduct business in base off of important IT indicators. Combined with software data statistics in terms of charges per project and cost of IT Consultants, this further narrowed down the scope to the most attractive, profitable and mutually beneficial market for DSB Mobile. The implementation plan proposed involved two market lines namely, the North American market line and the European Market line. The proposed solution takes into consideration different scenarios, one of them being the moderate work balance of 1 project per month, giving a total cost of $391,065 per year with a profit of $180,736. The Gantt chart outlined is intended to guide the company with the step by step implementation of this international expansion and prepare them to execute this plan in the most efficient and effective mannerÍtem Texto completo enlazado Consulting report – Natura Cosméticos SA(Pontificia Universidad Católica del Perú, 2017-09-28) Capcha Rivera, Cinthia Enedina; Kang Cabrera, Hoseok Antonio; Sánchez Paredes, Sandro AlbertoNatura S.A is a Brazilian company that sells beauty products and personal care through direct sales. Currently it has a greater presence in the Latin American market: Brazil, Argentina, Mexico, Peru Colombia and Chile. On the other hand, Atento is a Peruvian company that provides the services of the contact center for all operations of Natura Latin America, without including Brazil. The main problem identified is the inefficient management of the contact center by Natura which is deteriorating the quality of the service. The inefficiencies are related to the lack of quality tools, limited definition of indicators, poor staff management, and poor added value during the call service. In this sense, the Regional Customer service area (Natura) is interested in look for better processes and indicators for the management of the contact center in order to find a model that optimizes the control of the performance of the supplier. The literature reviewed to develop the solution is about quality management systems, contact center outsourcing models, methods to add value to services, and process improvement methodologies. After that, three alternatives were developed where each of one was evaluated according factor of costs, innovation, risk, value added, feasibility and feedback of Natura. The final proposal has two phases, the first one is to implement Business Intelligence in which it will be possible to analyze the database of the calls in order to develop initiatives of improvement in short and long term, as the reduction of unwanted calls. After that, in order to complement the business intelligence proposal, the second phase will be the implementation of the value-added strategy in which it will look for higher quality and personalization of call service according to the profile of the consultants per country. The implementation plan implies an active participation of both parties. Finally, the investment to implement this proposal is 68,300 PEN and the expected benefits are reduction of expenses of 750,000 PEN, process optimization and improvement of consultant’s satisfaction.Ítem Texto completo enlazado Consulting report – Natura Cosmetics SA(Pontificia Universidad Católica del Perú, 2017-09-28) Alejos Ruiz, Alvaro Renatto; Sánchez Paredes, Sandro AlbertoNatura is a direct-selling company with presence in Latin America, specifically with over 22 years operating in Perú. Therefore the company is still relatively new to the Peruvian market and is attempting to gain more market share in a market which is characterized for being highly competitive with aggressive discounts and incentives. The consultants are the soul of the business and Natura Perú does not have a high satisfaction level compared to the other countries in the region. Moreover, many consultants are multi brand and with Natura Perú not offering an attractive value proposal, this further complicates the matter of satisfaction. Natura is looking at opportunities to improve the satisfaction of the consultants in their relationship with their managers. Though the problem is related to satisfaction of the sales force, it affects overall performance and limits the company from achieving their goals. The main objective of this consulting project is to address the key problem and its root causes by delivering an effective solution, which aims to improve consultant management. After evaluating all the alternatives, it was made clear that implementing a multi alternative proposal solution will have a greater impact on consultant satisfaction than just one alternative. As a result, an integrated solution was developed composed of three main components. The core solution focuses on developing a Customer Relationship Management system that will set the foundation for the other two, which include emotional and functional aspects. Regarding the emotional aspect, biophilia, on site daycare and corporate events are proposed. Functional aspects include the convenience and frequency of training sessions and the use of technology. With the proposed solution, Natura will be able to (a) develop a strong emotional connection to intrinsically motivate the consultants and (b) strengthen the consultants’ perception of Natura. Overall, this solution will allow Natura to increase the productivity of each consultant and have an annual gain of US$41,239,502 in sales revenue potential by investing a maximum of U$$342,098 with a 10% contingency fund