Administración de Negocios (Mag.)

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

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search.filters.applied.f.degree: search.filters.degree.maestriaSubject: search.filters.subject.Servicios al cliente

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    Consulting report – T-Copia S.A.
    (Pontificia Universidad Católica del Perú, 2017-10-02) Arroyo, Carlos; Loloy, Silvana; Sánchez Paredes, Sandro Alberto
    T-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 companies
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    Consulting report – Natura Cosméticos SA
    (Pontificia Universidad Católica del Perú, 2017-09-28) Capcha Rivera, Cinthia Enedina; Kang Cabrera, Hoseok Antonio; Sánchez Paredes, Sandro Alberto
    Natura 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.