Plan estratégico para la Caja Rural de Ahorro y Crédito Raíz S.A.A.
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2020-10-22
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Pontificia Universidad Católica del Perú
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En la presente tesis se describe la elaboración de un Plan Estratégico para la
organización Caja Rural de Ahorro y Crédito Raíz S.A.A. (en adelante “Raíz”) para el
periodo 2021 al 2025. Esta empresa es una entidad financiera con una expectativa de
crecimiento acotada, que congruentemente guarda relación con su moderada participación en
el mercado financiero. No obstante, respecto al mercado que corresponde con las cajas
rurales es una de las empresas líderes del sector.
A pesar de su relativa corta vida, desde el año 1999 Raíz se ha mostrado
financieramente sólida. Esta fortaleza ha permitido la elaboración del presente plan
estratégico propuesto. El desarrollo de este planeamiento involucró el uso de diferentes y
variadas herramientas de análisis y de decisión con la finalidad de obtener una serie de
estrategias enfocadas en los objetivos de largo plazo y estos, a su vez, en la Visión propuesta.
Por lo anterior, primero se revisaron los lineamientos estratégicos básicos que norman
a la organización, los cuales son: Visión, Misión, Valores y Código de Ética de Raíz.
Considerando los nueve componentes planteados por D’Alessio (2015), se encontró que estos
lineamientos no estaban completamente adaptados a las circunstancias actuales, por lo que, se
han planteado nuevos lineamientos que guardan congruencia con la estrategia planteada.
Posteriormente, se procedió a realizar un análisis del contexto externo e interno, tanto
del país como de la propia empresa. Para este análisis del contexto se ha delimitado un
universo de empresas del sistema financiero que incluyen a las financieras, cajas rurales y
cajas municipales. Además, el Análisis FODA permitió dilucidar las cinco fortalezas y las
cinco debilidades de Raíz sobre las que se cimentará la aplicación de las estrategias.
Del mismo modo, se analizó el entorno competitivo donde opera Raíz, obteniendo los
factores clave de éxito; desprendiéndose cinco oportunidades y cinco amenazas, que han
permitido detectar los factores claves de éxito. Por lo tanto, estos han contribuido a idear las estrategias englobadas en cuatro lineamientos: el desarrollo de mercados, creación de nuevos
productos, procesos y marketing.
Así, se ha determinado las siguientes estrategias: (a) incrementar colocaciones a
clientes actuales mediante nuevos productos, (b) incrementar cartera con clientes nuevos
implementando oficinas en nuevas localidades, (c) implementar evaluaciones rápidas de
riesgos crediticios del cliente con inteligencia artificial, (d) potenciar el marketing de Raíz
con campañas de comunicación efectiva para el mercado objetivo, (e) desarrollar una
plataforma digital para el 100% de productos, (f) crear productos específicos para la atención
de eventos fortuitos, y (g) diversificar los canales de atención en regiones donde actuamos.
Las mismas que conducirán a alcanzar los siguientes objetivos a largo plazo: (a) al 2025
superar los mil millones de soles en colocaciones de créditos directos. A diciembre de 2019,
las colocaciones de Raíz fueron de 760 millones de soles, (b) al 2025 incrementar el ROE de
Raíz a 4% considerando que el ROE promedio 2014-2018 fue 2.38%, (c) al 2025 reducir la
morosidad de los créditos en un punto porcentual respecto a diciembre de 2019 que fue
6.94%, (d) al 2025 lograr que el 50% de créditos sea a través de una plataforma digital. Raíz
no posee en la actualidad este tipo de oferta; y (e) Al 2025 alcanzar un Net Promoter Score
(NPS) de 7. Actualmente Raíz no ha implementado este indicador. Finalmente, se han
establecido un conjunto de objetivos de corto plazo, que permitirán el monitoreo y control de
las actividades que sean necesarias para alcanzar los resultados esperados.
This thesis describes the preparation of a Strategic Plan for the organization Caja Rural de Ahorro y Crédito Raíz S.A.A. (hereinafter “Raíz”) for the period 2021 to 2025. This company is a financial institution with a limited expectation of growth, which is consistently related to its moderate participation in the financial market. However, regarding the market that corresponds to rural savings banks, it is one of the leading companies in the sector. Despite its relatively short life, since 1999 Raíz has been financially sound. This strength has allowed the preparation of this proposed strategic plan. The development of this planning involved the use of different and varied analysis and decision tools in order to obtain a series of strategies focused on long-term objectives and these, in turn, on the proposed Vision. Therefore, the basic strategic guidelines that regulate the organization were first reviewed, which are: Vision, Mission, Values and Code of Ethics of Raíz. Considering the nine components proposed by D’Alessio (2015m), it was found that these guidelines were not completely adapted to current circumstances, therefore, new guidelines have been proposed that are consistent with the proposed strategy. Subsequently, an analysis was made of the external and internal context, both of the country and of the company itself. For this analysis of the context, a universe of companies in the financial system has been delimited, including financial companies, rural savings banks and municipal savings banks. In addition, the SWOT Analysis allowed us to elucidate the five strengths and the five weaknesses of Raíz on which the application of the strategies will be based. Similarly, the competitive environment where Raíz operates was analyzed, obtaining the key success factors; five opportunities and five threats were unleashed, which have allowed the detection of key success factors. Therefore, these have contributed to devising the strategies encompassed in four guidelines: market development, creation of new products, processes and marketing. Thus, the following strategies have been determined: (a) increase placements to current clients through new products, (b) increase portfolio with new clients by implementing offices in new locations, (c) implement rapid credit risk assessments of the client with artificial intelligence, (d) enhance Raíz marketing with effective communication campaigns for the target market, (e) develop a digital platform for 100% of products, (f) create specific products to deal with incidental events, and (g) diversify service channels in regions where we operate. The same that will lead to achieving the following long-term objectives: (a) by 2025 exceed one billion soles in direct credit placements. As of December 2019, loans of Raíz were 760 million soles, (b) to 2025 increase the RoE to 4% considering that the average ROE 2014-2018 was 2.38%, (c) to 2025 reduce the default of the credits in a percentage point with respect to December 2019 that was 6.94%, (d) to 2025 achieve that 50% of credits be through a digital platform. Raíz does not currently have this type of offer; and (e) By 2025, achieve a Net Promoter Score (NPS) of 7. Currently, Raíz has not implemented this indicator. Finally, a set of short-term objectives have been established, which will allow the monitoring and control of the activities that are necessary to achieve the expected results.
This thesis describes the preparation of a Strategic Plan for the organization Caja Rural de Ahorro y Crédito Raíz S.A.A. (hereinafter “Raíz”) for the period 2021 to 2025. This company is a financial institution with a limited expectation of growth, which is consistently related to its moderate participation in the financial market. However, regarding the market that corresponds to rural savings banks, it is one of the leading companies in the sector. Despite its relatively short life, since 1999 Raíz has been financially sound. This strength has allowed the preparation of this proposed strategic plan. The development of this planning involved the use of different and varied analysis and decision tools in order to obtain a series of strategies focused on long-term objectives and these, in turn, on the proposed Vision. Therefore, the basic strategic guidelines that regulate the organization were first reviewed, which are: Vision, Mission, Values and Code of Ethics of Raíz. Considering the nine components proposed by D’Alessio (2015m), it was found that these guidelines were not completely adapted to current circumstances, therefore, new guidelines have been proposed that are consistent with the proposed strategy. Subsequently, an analysis was made of the external and internal context, both of the country and of the company itself. For this analysis of the context, a universe of companies in the financial system has been delimited, including financial companies, rural savings banks and municipal savings banks. In addition, the SWOT Analysis allowed us to elucidate the five strengths and the five weaknesses of Raíz on which the application of the strategies will be based. Similarly, the competitive environment where Raíz operates was analyzed, obtaining the key success factors; five opportunities and five threats were unleashed, which have allowed the detection of key success factors. Therefore, these have contributed to devising the strategies encompassed in four guidelines: market development, creation of new products, processes and marketing. Thus, the following strategies have been determined: (a) increase placements to current clients through new products, (b) increase portfolio with new clients by implementing offices in new locations, (c) implement rapid credit risk assessments of the client with artificial intelligence, (d) enhance Raíz marketing with effective communication campaigns for the target market, (e) develop a digital platform for 100% of products, (f) create specific products to deal with incidental events, and (g) diversify service channels in regions where we operate. The same that will lead to achieving the following long-term objectives: (a) by 2025 exceed one billion soles in direct credit placements. As of December 2019, loans of Raíz were 760 million soles, (b) to 2025 increase the RoE to 4% considering that the average ROE 2014-2018 was 2.38%, (c) to 2025 reduce the default of the credits in a percentage point with respect to December 2019 that was 6.94%, (d) to 2025 achieve that 50% of credits be through a digital platform. Raíz does not currently have this type of offer; and (e) By 2025, achieve a Net Promoter Score (NPS) of 7. Currently, Raíz has not implemented this indicator. Finally, a set of short-term objectives have been established, which will allow the monitoring and control of the activities that are necessary to achieve the expected results.
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Palabras clave
Cajas de ahorros, Planificación estratégica
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