Planeamiento estratégico para Fábrica de Ataúdes y Artículos Funerarios Da Vinci S.A.C.
Date
2017-05-11
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
Este plan estratégico se ha desarrollado para la fábrica de Ataúdes y Artículos
Funerarios Da Vinci S.A.C, la cual se encuentra ubicada en Lima, operando desde el año
2007. La empresa cuenta con 60 empleados y se dedica a la producción de ataúdes para el
mercado nacional, siendo un mercado donde el comprador adquiere los servicios funerarios
en un momento de necesidad y usualmente se encuentra desinformado, por lo que el precio
no es el factor relevante en la toma de decisión. Sin embargo, la venta de ataúdes no se da al
comprador final sino a empresas funerarias, las cuales tienen alto poder de negociación y son
muy sensibles a los costos.
Al verse forzados a disminuir el precio, Da Vinci obtuvo pérdidas en el último año,
por lo que su sostenibilidad en el futuro está en riesgo. En este contexto se ha planteado como
visión ser líder en el mercado nacional para el año 2018, siendo una empresa rentable y
socialmente responsable que atiende a diversos segmentos con productos innovadores y con
la mejor relación precio valor.
Para lograr esta visión la empresa implementará las siguientes estrategias, controlando
sus logros mediante el uso del Tablero de Control Balanceado: (a) abrir depósito con
inventario en La Libertad para atender el norte del país, (b) adquirir tecnología de punta para
incrementar la capacidad instalada y reducir costos unitarios, (c) aumentar el capital social
mediante la incorporación de nuevos socios, (d) expandir la distribución a nivel nacional a
través de vendedores que visiten clientes, (e) adquirir e implementar un sistema para el
manejo de inventarios, (f) producir una línea nueva a base de cartón estampado, (g)
estandarizar la calidad de los productos con estricto control de calidad, (h) obtener
certificación que garantice el uso de maderas cultivadas, (i) establecer sistema de control de
costos, y (j) registrar tres marcas, cada una enfocada en un nivel socio económico diferente
This strategic plan has been developed for fábrica de Ataúdes y Artículos Funerarios Da Vinci S.A.C, which is located in Lima, operating since 2007. The company has 60 employees and is dedicated to the production of coffins for the domestic market being a market where the buyer purchases funeral services in a time of need and usually is uninformed, so the price is not the relevant factor in decision making process. However, Da Vinci does not sell the caskets to the final buyer but to funeral service companies, that have high bargaining power and are very sensitive to costs. Therefore, Da Vinci has been seemed to lower the price, generating losses in the last year, so its future sustainability is at risk. In this context a new vision has emerged as a leader in the domestic market by 2018, being a profitable and socially responsible company that caters to various segments with innovative products and the best price value. In order to achieve this vision, the company will implement the following strategies, controlling their achievements through the use of a Balanced Score Card: (a) opening a warehouse in La Libertad to serve northern Peru, (b) acquire technology to increase installed capacity and reduce unit costs, (c) increase the share capital by incorporation of new members, (d) expanding nationwide distribution through vendors visiting customers, (e) acquire and implement a system for managing inventories, (f) produce a new printed cardboard base line (g) standardizing the quality of products with strict quality control, (h) obtaine certification to ensure the use of cultured timber, (i) establishe control system cost, and (j) record three brands, each focused on a different socio-economic level
This strategic plan has been developed for fábrica de Ataúdes y Artículos Funerarios Da Vinci S.A.C, which is located in Lima, operating since 2007. The company has 60 employees and is dedicated to the production of coffins for the domestic market being a market where the buyer purchases funeral services in a time of need and usually is uninformed, so the price is not the relevant factor in decision making process. However, Da Vinci does not sell the caskets to the final buyer but to funeral service companies, that have high bargaining power and are very sensitive to costs. Therefore, Da Vinci has been seemed to lower the price, generating losses in the last year, so its future sustainability is at risk. In this context a new vision has emerged as a leader in the domestic market by 2018, being a profitable and socially responsible company that caters to various segments with innovative products and the best price value. In order to achieve this vision, the company will implement the following strategies, controlling their achievements through the use of a Balanced Score Card: (a) opening a warehouse in La Libertad to serve northern Peru, (b) acquire technology to increase installed capacity and reduce unit costs, (c) increase the share capital by incorporation of new members, (d) expanding nationwide distribution through vendors visiting customers, (e) acquire and implement a system for managing inventories, (f) produce a new printed cardboard base line (g) standardizing the quality of products with strict quality control, (h) obtaine certification to ensure the use of cultured timber, (i) establishe control system cost, and (j) record three brands, each focused on a different socio-economic level
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Keywords
Empresas de servicios, Planificación estratégica
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