Planeamiento estratégico para la empresa Grimex S.A.
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Fecha
2023-11-03
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Pontificia Universidad Católica del Perú
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La empresa tiene la cadena más grande de estaciones de servicios del Perú, cuenta con
más de 1,750 estaciones a nivel Nacional todos ubicados estratégicamente; ofrece productos
de calidad como el diésel, sus derivados como gasoholes, así como el GNV, GLP y
lubricantes; así mismo la empresa cuenta con centros de conveniencia en algunas de las
estaciones de servicio. La presente investigación se hizo con el objeto de formular el plan
estratégico al 2025 que permitirá el crecimiento sostenido de la empresa que tiene 15 años en
el mercado peruano y participa con una cuota del 22% del total. Éste plan se realizó mediante
una investigación cuantitativa y cualitativa, tomando como fuentes primarias las entrevistas
dirigidas a personal de la empresa, además de fuentes secundarias tales como la competencia,
libros, revistas, base de datos, e información electrónica.
Para el desarrollo del presente documento se ve reflejado una variedad de análisis,
iniciando por los antecedentes y la situación actual de la empresa tales como la visión,
misión, valores y el código de ética; pasamos al análisis externo e interno de la empresa el
cual nos permitió encontrar cinco oportunidades, cinco amenazas, siete fortalezas y cinco
debilidades, los mismos nos han permitido establecer nueve estrategias de los mismos siete
son estrategias retenidas y son: (a) Aprovechar economías de escala. Incursionar en mercados
nuevos, (b) Incremento de las ventas de combustibles mediante la promoción del consumo de
los centros de conveniencia, (c) Aprovechar el acceso a las nuevas tecnologías para liderar en
costos por ende optimizar los costos operativos, (d) Incrementar ventas mediante la
diferenciación del producto, respecto a la calidad del trato al cliente, (e) Adicionar campañas
promocionales en regiones cuya participación de mercado es menor al promedio para
incrementar ventas, (f) Buscar nuevos contratos para integrar verticalmente hacia adelante
con nuevos sectores de clientes aun no atendidos y (g) Mantener marca como empresa socialmente responsable, por ello se debe cumplir con legislatura de Salud y Seguridad con
certificaciones internacionales.
Éstos nos ayudaron a identificar 25 objetivos de corto plazo (OCP) y cinco objetivos
de largo plazo (OLP); los mismos son: (a) Para el año 2025, alcanzar al 32% promedio de
participación de mercado en Perú, Ecuador y Colombia, al 2019 Grimex S.A tiene una cuota
de mercado del 22% promedio, (b) Para el año 2025, ser una empresa referente en tecnología,
excelencia y eficiencia operativa, mediante la disminución de los gastos operativos en 0.5%,
desde un 3.5%, el 2019 hasta un 3.0% como objetivo, (c) Para el 2025, se incrementará de
11% a 22% del total de estaciones de servicio con tiendas de conveniencia, con el fin de
complementar las diversas demandas del cliente y mejorar su experiencia. Se planea duplicar
la cantidad de tiendas de conveniencia desde 213 a 426 tiendas en total, (d) Para el año 2025,
Grimex, será el primer referente en Perú, respecto a calidad y responsabilidad ambiental,
actualmente tiene las certificaciones OHSAS 18001, ISO 14001, e ISO 9001; estas son
medidas por el World Basc Organization, y (e) Para el año 2025, pasar del puesto 22 al
quinto dentro del ranking del Great Place to work que recopila a las empresas con mejor
clima laboral, gracias al análisis de ésta y otras herramientas Grimex S.A. alcanzará sus
objetivos y la visión de la empresa, a continuación se presenta el plan estratégico para el año
2020 – 2025, que en adelante constituirá uno de los pilares para el desarrollo de la empresa.
The company has the largest chain of service stations in Peru, it has more than 1,750 stations nationwide, all strategically located; offers quality products such as diesel, its derivatives such as gasools, as well as NGV, LPG and lubricants; Likewise, the company has convenience centers in some of the service stations. This research was carried out in order to formulate the strategic plan for 2025 that will allow the sustained growth of the company that has been in the Peruvian market for 15 years and participates with a 22% share of the total. This plan was carried out by means of a quantitative and qualitative investigation, taking as interviews primary interviews with company personnel, as well as secondary sources such as the competition, books, magazines, databases, and electronic information. For the development of this document, a variety of analyzes are reflected, starting with the background and current situation of the company such as the vision, mission, values and the code of ethics; We went to the external and internal analysis of the company which allowed us to find five opportunities, five threats, seven strengths and five weaknesses, which have allowed us to establish nine strategies, of the same seven are retained strategies and are: (a) Take advantage of savings scale. Enter new markets, (b) Increase in fuel sales by promoting the consumption of convenience centers, (c) Take advantage of access to new technologies to lead in costs, thereby optimizing operating costs, (d) Increase sales through product differentiation, regarding the quality of customer service, (e) Add promotional campaigns in regions whose market share is less than average to increase sales, (f) Search for new contracts to vertically integrate with new sectors of clients not yet served and (g) Maintain a brand as a socially responsible company, therefore it must comply with the Health and Safety legislature with international certifications. These helped us identify 25 short-term goals (OCP) and five long-term goals (OLP); they are: (a) By 2025, to reach an average market share of 32% in Peru, Ecuador and Colombia, by 2019 Grimex S.A has an average market share of 22%, (b) By 2025, be a leading company in technology, excellence and operational efficiency, by reducing operating expenses by 0.5%, from 3.5%, in 2019 to 3.0% as a target, (c) By 2025, it will increase from 11% to 22% of the total of service stations with convenience stores, in order to complement the diverse demands of the client and improve their experience. It is planned to double the number of convenience stores from 213 to 426 stores in total, (d) By 2025, Grimex will be the first reference in Peru, regarding quality and environmental responsibility, currently it has OHSAS 18001, ISO 14001 certifications. , and ISO 9001; These are measured by the World Basc Organization, and (e) By 2025, move from position 22 to fifth in the Great Place to work ranking that compiles the companies with the best working environment, thanks to the analysis of this and other tools. Grimex SA It will achieve its objectives and the vision of the company, below is the strategic plan for the year 2020 - 2025, which from now on will constitute one of the pillars for the development of the company.
The company has the largest chain of service stations in Peru, it has more than 1,750 stations nationwide, all strategically located; offers quality products such as diesel, its derivatives such as gasools, as well as NGV, LPG and lubricants; Likewise, the company has convenience centers in some of the service stations. This research was carried out in order to formulate the strategic plan for 2025 that will allow the sustained growth of the company that has been in the Peruvian market for 15 years and participates with a 22% share of the total. This plan was carried out by means of a quantitative and qualitative investigation, taking as interviews primary interviews with company personnel, as well as secondary sources such as the competition, books, magazines, databases, and electronic information. For the development of this document, a variety of analyzes are reflected, starting with the background and current situation of the company such as the vision, mission, values and the code of ethics; We went to the external and internal analysis of the company which allowed us to find five opportunities, five threats, seven strengths and five weaknesses, which have allowed us to establish nine strategies, of the same seven are retained strategies and are: (a) Take advantage of savings scale. Enter new markets, (b) Increase in fuel sales by promoting the consumption of convenience centers, (c) Take advantage of access to new technologies to lead in costs, thereby optimizing operating costs, (d) Increase sales through product differentiation, regarding the quality of customer service, (e) Add promotional campaigns in regions whose market share is less than average to increase sales, (f) Search for new contracts to vertically integrate with new sectors of clients not yet served and (g) Maintain a brand as a socially responsible company, therefore it must comply with the Health and Safety legislature with international certifications. These helped us identify 25 short-term goals (OCP) and five long-term goals (OLP); they are: (a) By 2025, to reach an average market share of 32% in Peru, Ecuador and Colombia, by 2019 Grimex S.A has an average market share of 22%, (b) By 2025, be a leading company in technology, excellence and operational efficiency, by reducing operating expenses by 0.5%, from 3.5%, in 2019 to 3.0% as a target, (c) By 2025, it will increase from 11% to 22% of the total of service stations with convenience stores, in order to complement the diverse demands of the client and improve their experience. It is planned to double the number of convenience stores from 213 to 426 stores in total, (d) By 2025, Grimex will be the first reference in Peru, regarding quality and environmental responsibility, currently it has OHSAS 18001, ISO 14001 certifications. , and ISO 9001; These are measured by the World Basc Organization, and (e) By 2025, move from position 22 to fifth in the Great Place to work ranking that compiles the companies with the best working environment, thanks to the analysis of this and other tools. Grimex SA It will achieve its objectives and the vision of the company, below is the strategic plan for the year 2020 - 2025, which from now on will constitute one of the pillars for the development of the company.
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Planificación estratégica, Combustibles--Industria y comercio--Perú