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 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 - 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 – 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 fundÍtem Texto completo enlazado Consulting report - SIMA PERU(Pontificia Universidad Católica del Perú, 2017-03-30) Garreaud, Janice; Sánchez Paredes, Sandro AlbertoEl presente informe es un proyecto de consultoría elaborado para SIMA (Servicios Industriales de la Marina S.A.). El objetivo del estudio es analizar a la empresa, centrándose en SIMA Callao y generar un informe sobre los problemas y plantear posibles soluciones. El principal problema de SIMA Callao es la baja rentabilidad. Ya que son una empresa estatal, llevan a cabo la mayor parte de su trabajo para el gobierno, los cuales no generan ganancias. Por esta razón, SIMA podría generar una mayor rentabilidad tomando contratos con clientes privados, especialmente en el sector de reparación que ofrece mayores márgenes de contribución. Otros problemas secundarios incluyen, inestabilidad de la mano de obra (oficiales navales con contratos de corta duración), falta de capacidad de gestión, fuerza laboral inflexible, inadecuada política salarial y de promoción, falta de una política de pago de proveedores, infraestructura insuficiente y obsoleta, entre otros más. SIMA debería utilizar la nueva capacidad para atender al sector privado y cambiar el foco de sus operaciones a la unidad de reparaciones navales para mejorar la rentabilidad de la empresa. Asimismo, son necesarios ajustes en las políticas de recursos humanos, adquisiciones y finanzas. Con estos cambios, se espera elevar el margen neto de SIMA entre 5% y 6%. Se espera cierta oposición por parte de la dirección del SIMA. Por ello, es importante resaltar los beneficios sociales que se generarán con los cambios propuestos: la creación de múltiples puestos de trabajo