Planeamiento estratégico para la empresa Agropecuaria Río Bravo Hnos.
Date
2020-06-10
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
El presente documento constituye un Plan Estratégico para la empresa Agropecuaria
Rio Bravo Hnos., para el período del 2020 al 2027. Este plan es el resultado de realizar un
análisis de los factores externos e internos que afectan a la organización, para posteriormente
aplicar el Modelo Secuencial del Proceso Estratégico. En este plan estratégico se ha
establecido la visión, que contempla convertirse en la segunda empresa en ventas al 2027,
ofreciendo huevos de alta calidad a través de tecnología de punta y recurso humano
calificado, para generar rentabilidad. Así mismo, dentro de la misión, las políticas y los
valores se contempla el desarrollo de las comunidades vecinas, la formación continua del
personal, el respeto a las normas del país y el cuidado del medio ambiente, entre otros.
Durante los próximos siete años, Río Bravo verá incrementarse sus ventas, a través de un
portafolio de productos diversificados, para aumentar el rendimiento de sus accionistas, a
través de la implementación de las estrategias retenidas, las cuales son el resultado de un
exhaustivo análisis y evaluación: (a) desarrollar productos de alta calidad, mediante el uso de
tecnología de punta, a través de una reingeniería; (b) penetrar en el mercado con huevos
DHA, (c) desarrollar los mercados de Cajamarca, La Libertad y Tumbes; (d) desarrollar el
mercado de clientes corporativos, enfocados en hoteles, restaurantes y hospitales; (e) ampliar
la capacidad instalada, mediante alianzas estratégicas con propietarios de terrenos en
Chincha; (f) integrarse horizontalmente con criadores independientes, para unir la producción
y aumentar el volumen; (g) comercializar claras y yemas (separadas) de huevo empacadas
para uso industrial; e (h) implementar red de distribuidores, mediante integración vertical
hacia adelante; entre otras. Finalmente, se propone como herramienta de control durante el
proceso de implementación, el Tablero de Control Balanceado, en el cual se incluye un
indicador para cada objetivo de corto plazo y que será monitoreado anualmente.
This document constitutes a Strategic Plan of the Rio Bravo Hnos Agricultural Company, for the period from 2020 to 2027. This plan is the result of an analysis of the external and internal factors that affect the organization, to subsequently apply the Sequential Model of the Strategic Process, a methodology that was proposed by D'Alessio (2015). In this strategic plan the vision has been established, which contemplates becoming leaders by 2027, offering high quality eggs through state-of-the-art technology and qualified human resources, in order to generate profitability. Likewise, within the mission, policies and values include the development of neighboring communities, the continuous training of personnel, respect for the country's norms and care for the environment, among other elements. Over the next seven years, Rio Bravo will see its sales increase, as well as the performance of its shareholders, through the implementation of the following retained strategies, which are the result of an exhaustive process of analysis and evaluation: (a) develop high quality products, through the use of cutting-edge technology, through reengineering; (b) penetrate the market with DHA eggs, (c) develop the markets of Cajamarca, La Libertad and Tumbes; (d) develop the market of corporate clients, focused on hotels, restaurants and hospitals; (e) expand installed capacity, by an alliance with other farmers, (f) increase penetration in modern retailers, including supermarkets, hypermarkets and convenience stores; and (g) implement distributor network, through forward vertical integration. Finally, the Balanced Scorecard has been proposed as a control tool during the implementation process, which includes an indicator for each short-term objective and will be monitored annually.
This document constitutes a Strategic Plan of the Rio Bravo Hnos Agricultural Company, for the period from 2020 to 2027. This plan is the result of an analysis of the external and internal factors that affect the organization, to subsequently apply the Sequential Model of the Strategic Process, a methodology that was proposed by D'Alessio (2015). In this strategic plan the vision has been established, which contemplates becoming leaders by 2027, offering high quality eggs through state-of-the-art technology and qualified human resources, in order to generate profitability. Likewise, within the mission, policies and values include the development of neighboring communities, the continuous training of personnel, respect for the country's norms and care for the environment, among other elements. Over the next seven years, Rio Bravo will see its sales increase, as well as the performance of its shareholders, through the implementation of the following retained strategies, which are the result of an exhaustive process of analysis and evaluation: (a) develop high quality products, through the use of cutting-edge technology, through reengineering; (b) penetrate the market with DHA eggs, (c) develop the markets of Cajamarca, La Libertad and Tumbes; (d) develop the market of corporate clients, focused on hotels, restaurants and hospitals; (e) expand installed capacity, by an alliance with other farmers, (f) increase penetration in modern retailers, including supermarkets, hypermarkets and convenience stores; and (g) implement distributor network, through forward vertical integration. Finally, the Balanced Scorecard has been proposed as a control tool during the implementation process, which includes an indicator for each short-term objective and will be monitored annually.
Description
Keywords
Empresas--Perú, Planificación estratégica, Sector industrial--Perú, Servicios avícolas--Perú