Consultoría de negocio a la empresa Intralot de Perú S.A. aplicado a los canales de venta físicos
Date
2019-10-02
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
La presente consultoría fue realizada a la empresa Intralot de Perú S.A., institución
líder en apuestas deportivas y loterías en el país, que cuenta con una red de ventas compuesta
por dos canales físicos y uno digital. La consultoría consistió en el análisis de los dos canales
físicos de venta que posee actualmente Intralot: el primero denominado canal operado, está
conformado por la red de puntos de venta donde el único dueño y apoderado es Intralot; y el
segundo, denominado canal agente, está conformado por la red de puntos de venta donde los
dueños y apoderados son personas terceras ajenas a Intralot.
El objetivo de la consultoría consiste en presentar recomendaciones que permitan
incrementar las ventas totales y utilidad de Intralot para los siguientes dos años. Para alcanzar
este objetivo, se revisó la información clave de la empresa, se ejecutaron entrevistas a las
personas encargadas de la operación, así como a puntos de venta del canal agente y del canal
operado. Luego de analizar y comparar los resultados de ambos canales, se descubren
deficiencias en la gestión del canal agente lo cual lleva a realizar un cambio hacia un modelo
de franquicias aprovechando las fortalezas descubiertas en la gestión del canal operado. Esta
propuesta se enfoca en solucionar las deficiencias del canal agente cambiando la imagen de
sus puntos de venta, desarrollando procesos homologados y mejorando la experiencia del
consumidor final. Se proyecta que este nuevo modelo de franquicia del canal agente permitirá
obtener en dos años 330 franquicias con ventas 50% mayores a los actuales resultados en el
canal agente.
Consulting services were provided to Intralot de Perú S.A., leading company in sports betting and lotteries in Peru, which has a sales network consisting of two physical channels and one digital. Services consisted in the analysis of the two face-to-face sales channels of the company – the first one the channel operated directly by Intralot´s staff and Intralot is the owner and representative, and the second one the channel managed by third parties where the owner of the point of sales are third parties associated with Intralot. The service goal is to make recommendations to increase gross sales and profits in the next two years. To achieve this goal key company metrics and information were reviewed, and a set of strategically developed interviews were carried out with internal teams and people responsible for these two sales channels, as well as the points of sale outside Intralot. After analyzing and comparing the results of both channels, deficiencies in the management of the third party channel were discovered, this leads to a shift towards a franchise model taking advantage of the strengths discovered in the management of the operated channel. This proposal is focus this deficiency by changing the format of the points of sale, improving controls, increasing brand integrity, carrying out approved processes and improving the end consumer's experience. This new partnership model projects, by the end of year two of implementation, 330 operating franchises, increased sales and improved profitability by 50%.
Consulting services were provided to Intralot de Perú S.A., leading company in sports betting and lotteries in Peru, which has a sales network consisting of two physical channels and one digital. Services consisted in the analysis of the two face-to-face sales channels of the company – the first one the channel operated directly by Intralot´s staff and Intralot is the owner and representative, and the second one the channel managed by third parties where the owner of the point of sales are third parties associated with Intralot. The service goal is to make recommendations to increase gross sales and profits in the next two years. To achieve this goal key company metrics and information were reviewed, and a set of strategically developed interviews were carried out with internal teams and people responsible for these two sales channels, as well as the points of sale outside Intralot. After analyzing and comparing the results of both channels, deficiencies in the management of the third party channel were discovered, this leads to a shift towards a franchise model taking advantage of the strengths discovered in the management of the operated channel. This proposal is focus this deficiency by changing the format of the points of sale, improving controls, increasing brand integrity, carrying out approved processes and improving the end consumer's experience. This new partnership model projects, by the end of year two of implementation, 330 operating franchises, increased sales and improved profitability by 50%.
Description
Keywords
Estados financieros--Estudio de casos