Administración de Negocios (Mag.)

Permanent URI for this collectionhttp://98.81.228.127/handle/20.500.12404/4582

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Start date: 2012End date: 2019

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    Planeamiento estratégico para la Clínica Maisón de Santé del Perú
    (Pontificia Universidad Católica del Perú, 2019-12-05) Cuadros Falcón, Zaida Nieves; Rodríguez Riojas, Ivonne Miriam; Bazán Tejada, Carlos Armando
    El presente documento se basa en la elaboración del “Plan Estratégico en la Clínica Maison de Santé del Perú”, con una propuesta de cinco años (2020 – 2025), estableciendo mejoras en su competitividad, para posicionarla entre los dos primeros lugares de las clínicas del Perú de su categoría, con mayor participación en especialidades, además permitirá mejorar el ambiente de trabajo, en beneficio de sus colaboradores y de la empresa. Se considera que la empresa obtendrá una mejora sustancial en la prestación de los servicios de salud y gestión de sus actividades económicas. El plan a ejecutar se desarrolla utilizando el Modelo Secuencial de Planeamiento Estratégico elaborado por el Profesor Fernando D’Alessio. Los cinco objetivos de largo plazo alineados en la visión de la clínica son: (a) contar con cincuenta (50) especialidades médicas, (b) ampliar por lo menos en 50% la infraestructura de las áreas de emergencia, hospitalización y consulta ambulatoria (c) obtener 80 puntos en los factores seguridad y dignidad, experiencia del paciente y capital humano, en el Ranking de América Economía Intelligence (d) reducir la siniestralidad de los planes de salud a 60%, y (e) alcanzar 20,000 consultas mensuales en el servicio de consulta ambulatoria. El cumplimiento de estos objetivos a largo plazo (OLP) será a través de la realización de 16 subobjetivos a corto plazo (OCP). Los resultados obtenidos indican que, a pesar de las adversidades del entorno, la Clínica Maison de Santé cuenta con el suficiente potencial para ser una empresa bastante competitiva y capaz de brindar bienestar a un segmento del mercado limeño en sus tres sedes de atención. Para ello, requiere seguir un proceso estratégico que agregará valor a sus ventajas comparativas, transformándolas en ventajas competitivas.
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    Planeamiento estratégico para la empresa Cervecerías Peruanas Backus S.A.A - planta Cusco
    (Pontificia Universidad Católica del Perú, 2019-10-25) Casafranca Samán, Edward Willian; Agüero Olivos, Carlos Eduardo
    En el presente documento se elabora el Planeamiento Estratégico de la empresa Backus Planta Cusco. El plan estratégico es el resultado del análisis de los factores externos e internos de Backus Planta Cusco, que permitieron identificar cuáles eran las principales oportunidades, amenazas, fortalezas, y debilidades. En ese sentido, a partir de la elaboración de las diferentes matrices, se establecerán las estrategias que permitan mejorar la competitividad de la empresa para cumplir con los objetivos de largo plazo y sus correspondientes objetivos a corto plazo, con la finalidad de poder alcanzar misión y visión trazada. Para lograr estos objetivos se propone mejorar las ventas, incrementar la rentabilidad y finalmente incrementar el consumo per cápita de la cerveza como ventajas competitivas y punto de diferenciación versus sus principales competidores para crecer de forma innovadora, sostenible, y mantener su liderazgo, con la visión de llegar a ser el mejor productor y comercializador de cerveza en la región Cusco.
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    Consulting report – Agencia B12
    (Pontificia Universidad Católica del Perú, 2019-10-24) Alfaro Carbajal, Cesar Alberto; Arana Barbier, Pablo José
    Agencia B12 is a Spanish company with operations in Mexico, Peru and Spain. Agencia B12 develops its operations mainly in digital marketing and call service center. This type of services offered by the firm are operated in the telecommunications companies (such as Movistar, Claro, Bitel and Entel Peru), Agencia B12 works with the main companies in the telecommunication sector, however, Agencia B12 are currently working with some companies which are from other induastrias such as Direct tv and Banco Pichincha. The current purpose of Agencia B12 is to diversify its portfolio of services in order to acquire new sources of revenues. The new projects that Agencia B12 wishes to develop are due to its client portfolio being strongly linked to the telecommunications industry, in response to this situation Agencia B12 wishes to launch Digital collection in order to expand its customer portfolio, venturing into the collection market, working with new clients, in this case the financial entities. Although, the project will initially be launched as a prototype in Peru, the desire of Agencia B12 is to expand this service to other branches.
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    Consulting report - Peruvian Traditions SAC
    (Pontificia Universidad Católica del Perú, 2019-10-19) Díaz Montalván, Sarai Abigail; Arana Barbier, Pablo José
    Peruvian Traditions is a small family business dedicated to the manufacture and export of alpaca garments. Currently, it has two brands White Label (Peruvian Traditions itself) and Norgäte and is aiming to expand its export process to Europe. Within the process of collecting information and analyzing the company, it was detected that the problem was the lack of differentiation between one brand and another which leads them to be "stuck in the middle". As a result, solutions were proposed for the problem determining that offering new product line called Alpaca Basics based on pre-existing garments within the Norgäte collection and on which it has been detected quite welcome, would be the best. The framework for this product line is the lean start-up methodology that is characterized by the formulation of a hypothesis and a testing process under continuous customer feedback that allows reaching a desired market-fit. Based on a previous analysis based on the segmentation, targeting and positioning (STP) the Netherlands was identified as target market. For the success of the product line, a 4P marketing campaign is required: product, place, price and promotion, which highlights the use and improvement of the current Peruvian Traditions website and a Google Ads campaign. To measure the results, three indicators will be used: number of visits through the web, conversion ratio and sales ratio. Subsequently, a scenario analysis is carried out taking into account three perspectives: negative, neutral and positive. Taking the neutral perspective as a reference, an increase in the number of visits is identified, from 1,460 to 4,380 visits per year. Which could generate an increase in the number of customers from 13 to 63.
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    Consulting report – Amazona Chocolate
    (Pontificia Universidad Católica del Perú, 2019-10-14) Silva Mercado, Roberto Marcio; Arana Barbier, Pablo José
    Amazona Chocolate is a company that sells high-quality organic chocolate and other cacao derivatives. The market where it operates value these characteristics and is willing to pay a premium for them. The profitability of this business has attracted companies increasing the competition, which raised the awareness of Amazona Chocolate to be more competitive. Although, the company has been and remains profitable, it is unknown how the distribution of its costs are, for which it is not known for sure how the money is actually being spent. Based on these premises, the consulting project aimed to research and propose a costing system that would identify the costs incurred by the firm on each stage of its operations, while also allowing to improve the decision-making of the firm. Based on the literature review and the framework of Fisher and Krumwiede (2012), the consulting project proposed to elaborate a costing system composed by (a) variable and absorption costing (one complementing the other) for assigning costs to the products, (b) process costing for tracking direct product costs, (c) department cost pools to organize indirect product costs, and (d) transaction based drivers to allocate indirect costs, as it was identified through a weighted score assessment that this costing system was more suitable for Amazona Chocolate, based on its availability of resources, characteristics, and necessities. The proposed implementation plan estimates a total period of execution of 12 weeks, which was divided into three main phases: learning, communicating, and executing. The scheduled period is flexible based on the availability and time of the stakeholders; however, it should not take more time than the estimated by the consulting team. Finally, the consulting report did not consider a cost of implementation since the evaluation of the costing system took into account the limited resources of the company, nonetheless, it is recommended to assign a person to execute the process of digitalization of the information held in physical files, for which it was estimated a period of 15 days and an investment of S/800.
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    Consulting report – Mipaku
    (Pontificia Universidad Católica del Perú, 2019-10-14) Perez Paredes, Elio David; Arana Barbier, Pablo José
    MiPaku is a small, socially conscious fashion brand specializing in the design, manufacture, and sales of high-quality alpaca wool and cotton blended garments. The company is essentially an outgrowth of D’Peru textiles, which is an already established selfsustainable business that has been running since 2010. While Mipaku offers its products under its own brand name, D’Peru Textiles is a white-label label manufacturer of high-end alpaca wool and cotton blended garments. The company is based in Lima, Peru, and, at present, employs a total of 12 persons. Notably, Mipaku shares its production facilities, staff, warehousing, and ownership with D’Peru Textiles. Mipaku generates annual sales of less than US$10,000. Mipaku wants to grow yet is unsure of how to do so. Accordingly, the main problem(s) addressed in the consulting report concern market selection and modes of entry. In order to address the problem of market selection, an integrated market selection model is designed (based upon relevant literature) and employed to determine which markets Mipaku should pursue. Results from the model are complemented by qualitative research and identified that the United States, Germany, and the United Kingdom are the top markets for further pursuit. Following market selection, entrance strategies for each market are designed and organized into a Gantt chart. Moreover, the proposed implementation offers legal requirements, distribution channels, cost strategies, and a list of trade shows, boutiques, and other potential customers. Finally, it is analyzed the qualitative and quantitative outcomes that give the expected net present value and internal rate of return. To conclude, it is projected that if Mipaku implements the recommendations outlined in the consulting report, they will indeed accomplish their goal of increasing sales and growing their brand.
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    Consulting report - Bigmond Knowledge Center implementation plan
    (Pontificia Universidad Católica del Perú, 2019-10-14) Hurtado Esquerre, Alexandra Beatriz; Arana Barbier, Pablo José
    Located in the capital of Peru, Bigmond is a service company that is dedicated to the search for top executives and provides human resources consulting, as well as other complementary services. Currently, the company faces increasingly growing competition in the market, there are renowned competitors and new competitors, and a slow appearance of Think Tanks in Peru. That is why the company is interested in developing a Knowledge Center, which seeks to give Bigmond the differentiation it requires at the moment and finish positioning its brand in the market. The reputation of companies, in this industry, is necessary to increase their client portfolio, so the company aims to be not only a company that generates economic value for its investors, but also to be a company that contributes to the development of the community. To achieve the objective of implementing a Knowledge Center for Bigmond, it began by knowing the external and internal factors that could affect the company, and Porter's five forces were used to analyze the industry. Then. sources were reviewed on what it implied to develop a Knowledge Center and those that already existed in Peru. Then, a quantitative and qualitative analysis was performed to determine what things have to be taken into account for implementing a Knowledge Center. The result of this research defined the role model, which will place this Knowledge Center as a new area of the company (Research and Development), but it will have an independent marketing campaign for the company, as well as income generation for financing. Finally, the result of this implementation results in Bigmond increasing its client portfolio, its sales, its reputation, visits to its website. On the other hand, the expected results for this new area are to generate publications that are useful for business and that are referenced in other studies. For all this, this project helps to get Bigmond's interests.
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    Consulting report – Confecciones Juliett
    (Pontificia Universidad Católica del Perú, 2019-10-14) Garcia Cabello, Gonzalo Asuncion; Mauricio Reyes, Jorge Luis; Arana Barbier, Pablo José
    In recent years, Peru has experienced a higher average growth higher than other South American countries. This growth can in part be attributed to the Peruvian textile industry, which is one of the strongest manufacturing economies in the country due to its enormous impact on the economy. The growth of the GDP per capita has resulted in a higher spending capacity among Peruvian citizens, and Peruvian consumers are now willing to invest a larger part of their income in clothing. This economic growth has also produced changes in their purchasing processes and increased their expectations for high-quality products. Additionally, Peru ranks fourth in entrepreneurship in Latin America, behind Colombia, Chile, and Ecuador. This emerging entrepreneurial dynamism, however, is a figure of small businesses that are contradicted when compared with the high failure rate. Confecciones Juliett is a Peruvian small business that specializes in the design, manufacturing, and selling of clothing garments for women. After analyzing the internal and external environment of the industry, the organization is facing typical challenges that many Peruvian SMEs encounter in their operations. In sum, the goal of this paper is to define the best and appropriate cost structure for the company, Confecciones Juliett, in order to strengthen their organizational decision making.
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    Consulting report – Toulouse Lautrec
    (Pontificia Universidad Católica del Perú, 2019-10-06) Silva Mercado, Marcial Ivo; Arteaga Díaz, Luis Enrique; Arana Barbier, Pablo José
    Toulouse Lautrec is an Escuela de Educación Superior in Peru, the first institution in the country to obtain the SUNEDU licensing to operate as an escuela. It also belongs to the Educa group, to which also belongs Universidad de Ciencias y Artes de América Latina and the CERTUS Institute. The educational center was founded in 1983, being one of the first to focus on creative careers. Currently, TLS offers specialization in six subjects. Also, to offer a quality education, the company has two business units, Antegrado and Educación Continua. The company employs more than 900 professors, with a student body of 7,500 and more than 6,000 graduates. In recent years, one of the main challenges for TLS is to improve the image and profitability of Educación Continua business unit, which operates in the four buildings that the company has, sharing spaces with Antegrado in the campuses of Santiago de Surco and Magdalena, while at the sede of San Miguel and Independencia it operates 100%. To achieve the objective, the CENTRUM consulting team held meetings with the company to identify the problem and propose the optimal solution. After conducting an analysis of the company, it was determined that the problem to be solved is the low percentage of use of classrooms, mainly at the sede of San Miguel. In the course of the consultancy and with the commitment of TLS representatives, it was proposed to establish an innovation center at San Miguel. This implies enabling co-working spaces. The budget to implement this proposal amounts to S/608,600, and will give as a result a net present value of S/495,538. It is expected to develop this plan in September 2019 and have the spaces enabled by January 2020. The result of this proposal will bring sustained growth in the operating margin of sede San Miguel.
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    Consulting report – Frutos del Ande Cooperative of Multiple Services
    (Pontificia Universidad Católica del Perú, 2019-10-06) Leon Turco, Josue Israel; Arana Barbier, Pablo José
    Frutos del Ande was founded in 2013 in Huamanga, Ayacucho by the association of 59 farmers to benefit from the cooperation activity. Nowadays with 130 members, it is specialized in organic agricultural products as Andean grains, avocado, and tara among others. Frutos del Ande plays in a growing industry worldwide. However, the local market is still very small. Meanwhile, after two consecutive positive years of operations and the achievement of a first international customer, the company is internally struggling with the definition of a clear path to achieve its ambitious goals. The key problem identified within the company is that Frutos del Ande lacks a strategic plan and the required organizational structure to support it. The root of this problem is in the lack of clear direction for all stakeholders. The absence of formality and improvisation has been functioning as a method of progress for the organization in the past, it is unsustainable for long-term success, especially within the international market. For the formulation of a strategic plan, the consulting team evaluated different methodologies through a criterion which included feasibility, resources, ease to follow up, and others. Then, once the methodology was selected, to develop the strategic plan and identified the right organizational structure, the consulting team conducted a qualitative and quantitative analysis of the organization and its environment. Additionally, to deliver a complete organizational scheme, the available organizational structures, authority of decision making, departmentalization structures, and communications methods are assessed. The proposed solution consists mainly of a new strategic plan for the next five years and a matrix organizational structure for Frutos del Ande. With this solution, the company will be prepared to face this new stage of internationalization. The implementation plan is designed accordingly the company’s time availability and resources to achieve a successful performance.