Planeamiento estratégico para la Caja Municipal de Ahorro y Crédito de Trujillo 2019-2024
Date
2019-10-14
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
El presente documento constituye un planeamiento estratégico para la Caja Municipal de
Ahorro y Crédito de Trujillo (en adelante Caja Trujillo), dedicada al segmento de cajas
municipales, pero que desde el año 2016 ha perdido participación de mercado a pesar de que
ha incrementado las colocaciones y las captaciones de fondos del público. Para final del
2018, la Caja Trujillo ocupaba la sexta posición en la industria de las cajas municipales de
ahorro y crédito (CMAC), tanto en créditos como en obligaciones, y se propone al 2024 estar
entre las tres instituciones principales. Para lograr esto, se deberá tener un incremento anual
del 18.5% en colocaciones y del 15% en captaciones, lo cual será posible mediante la
implementación de las siguientes estrategias: (a) penetrar en las zonas rurales con agentes
autorizados, (b) desarrollar programas de educación financiera en colegios, para incentivar el
ahorro y el manejo crediticio apropiado en niños y jóvenes; (c) implementar un plan de
capacitación para uso de Home Banking y del aplicativo, dictados en las oficinas distribuidas
a nivel nacional; (d) desarrollar servicio de alertas sobre pagos de cuotas de préstamos desde
antes del vencimiento, y (e) desarrollar el mercado de Piura, Ica y Lima con estrategia
multicanal que incluya oficinas. Estas estrategias surgieron al confrontar las fortalezas,
oportunidades, debilidades y amenazas, siendo además analizadas con distintas herramientas
como la Matriz PEYEA y la Matriz BCG, entre otras. La implementación conjunta de las
estrategias retenidas también permitirá reducir la tasa de morosidad e incrementar el
rendimiento sobre el patrimonio (ROE), para lo cual será indispensable hacer uso eficiente de
todos los recursos. Entendiendo que la Caja Trujillo es un ente social activo, se proponen
prácticas de responsabilidad social empresarial (RSE) enfocadas en difundir educación
financiera a niños y jóvenes, así como a los clientes. Se recomienda la implementación
inmediata de este plan estratégico, lo que corresponde al presidente del Directorio, a quien se
entregará el documento.
This document constitutes a strategic planning for the Trujillo Municipal Savings and Credit Fund, dedicated to the local government financial institutions’ segment, but since 2016 it has lost market share despite the fact that it has increased the placements and fundraising of the public. By the end of 2018, Caja Trujillo occupied the sixth position in the CMAC industry, both in credits and obligations, and it is proposed to be among the three main institutions by 2024. To achieve this, an annual increase of 18.5% in loans and 15% in deposits should be achieved, which will be possible through the implementation of the following strategies: (a) penetrate rural areas with authorized agents, (b) develop programs for financial education in schools, to encourage savings and appropriate credit management in children and youth; (c) implement training workshops for the use of Home Banking and the application, dictated in the offices distributed nationwide; (d) develop alerts service on payments of loan installments from before maturity; and (e) develop the market of Piura, Ica and Lima with a multi-channel strategy that includes offices. These strategies arose when confronting the strengths, opportunities, weaknesses and threats, being also analyzed with different tools such as the PEYEA Matrix and the BCG Matrix among others. The joint implementation of retained strategies will also reduce the delinquency rate and increase the return on equity (ROE), for which it will be essential to make efficient use of all resources. Understanding that Caja Trujillo is an active social entity proposes CSR practices focused on disseminating financial education to children and young people, as well as to clients. The immediate implementation of this strategic plan is recommended, which corresponds to the Chairman of the Board, to whom the document will be delivered.
This document constitutes a strategic planning for the Trujillo Municipal Savings and Credit Fund, dedicated to the local government financial institutions’ segment, but since 2016 it has lost market share despite the fact that it has increased the placements and fundraising of the public. By the end of 2018, Caja Trujillo occupied the sixth position in the CMAC industry, both in credits and obligations, and it is proposed to be among the three main institutions by 2024. To achieve this, an annual increase of 18.5% in loans and 15% in deposits should be achieved, which will be possible through the implementation of the following strategies: (a) penetrate rural areas with authorized agents, (b) develop programs for financial education in schools, to encourage savings and appropriate credit management in children and youth; (c) implement training workshops for the use of Home Banking and the application, dictated in the offices distributed nationwide; (d) develop alerts service on payments of loan installments from before maturity; and (e) develop the market of Piura, Ica and Lima with a multi-channel strategy that includes offices. These strategies arose when confronting the strengths, opportunities, weaknesses and threats, being also analyzed with different tools such as the PEYEA Matrix and the BCG Matrix among others. The joint implementation of retained strategies will also reduce the delinquency rate and increase the return on equity (ROE), for which it will be essential to make efficient use of all resources. Understanding that Caja Trujillo is an active social entity proposes CSR practices focused on disseminating financial education to children and young people, as well as to clients. The immediate implementation of this strategic plan is recommended, which corresponds to the Chairman of the Board, to whom the document will be delivered.
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Keywords
Producción--Administración, Cajas municipales--Perú, Planificación estratégica
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