Páprika y el boom en la agricultura caso de estudio
Date
2018-09-04
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
Este caso de la Páprika y el boom en la agricultura se enfoca en el análisis de decisiones
estratégicas y comerciales que la empresa Farmex debe tomar a raíz de un ingreso tardío a un
mercado creciente, el cual pierde potencial de ventas por la incursión de nuevos actores
internacionales.
Asimismo, el presente caso, detalla el desarrollo de la empresa Farmex, su objetivo dentro del
mercado de la agricultura, sus líneas de negocio y como mercado de la paprika pasa a reducirse
de manera brusca de un año a otro, generando incertidumbre sobre que podría venir en años
venideros. En el año 2008 la empresa Innovac, dedicada a la fabricación de oleorresinas
derivadas de la páprika sugiere a la empresa Agropinper, dedicada a la siembra y cosecha de
diversos productos agrícolas, sembrar páprika para ser su principal proveedor y así asegurarle un
volumen de compras y precios estables. Sin embargo, debido que a partir del año 2009 los
precios de la páprika se dispararon en el mercado, Agroinper decidió disolver el contrato de
exclusividad con Innovac dejándolo como su principal cliente, pero también inicio la venta de
sus cultivos a otras empresas.
Durante los siguientes tres años (2009-2011); la producción de Agroinper fue mediocre, ya
que los rendimientos de sus cultivos fueron bajos afectados por diversos factores tales como
virosis. Asimismo, durante estos tres años la compañía Innovac tuvo problemas en la producción
de oleorresinas por lo que su volumen de compras se vio fuertemente reducido. Por tal motivo,
Agroinper tomó la decisión de dejar de cultivar páprika en sus tierras e Innovac detuvo su
producción de oleorresinas. Dada la situación de Agroinper, Antonio Saer (Gerente de
Agroinper) empezó a organizar el programa de integrados. Dicho programa se basó en buscar
agricultores productores de páprika y hacer la conexión con diferentes compradores
internacionales. Sin embargo, la calidad de estos cultivos de páprika no eran los más adecuados
para el mercado internacional debido a la baja profesionalización y experiencia técnica de los
agricultores. Por lo que, a inicio del año 2013, Antonio Saer fue transferido de la empresa
Agroinper, del Grupo Fierro, a la empresa Farmex también parte del grupo.
Farmex, una empresa en el sector agrícola para la venta de productos enfocados a la
productividad y protección de cultivos era la perfecta solución a los problemas que Agroinper no
podía solucionar. Es aquí en Farmex, donde el programa “integrados” se convierte en una unidad
de negocio en la cual mediante su plana técnica brinda asistencia técnica a los agricultores y a la
vez coloca su línea de productos de agroquímicos.
Contando con cultivos de mayor calidad, Antonio Saer ahora Gerente de Integrados en
Farmex, utilizó su red de contactos para buscar compradores de páprika cultivada en el Perú.
Llegando al cierre del 2013, el Director de Finanzas de Farmex, Marco Helguero, había leído en
una publicación de “IEG VU – Agrobusiness Intelligence” que China permanecería siendo el
productor dominante de la páprika en el mundo y que Perú estaba tomando un rol cada vez más
reducido; por lo que esperaba que los precios de la páprika continúen siendo fuertemente
golpeados en el mercado internacional. Las exportaciones de páprika en el Perú podrían
reducirse y como consecuencia las áreas de cultivo disminuirían impactando en el volumen de
venta de los productos que Farmex ofrece a los agricultores de páprika; por tal motivo, cuestiona
la posibilidad de continuar desarrollando el programa de Integrados como tal o quizás es el
momento de evolucionar el negocio y participar de manera más activa dentro de la cadena de
venta de la páprika en el mercado intencional
This case of the Paprika and the Boom in Agriculture focuses on the analysis of strategic and commercial decisions that the Farmex company must take because of a late entry into a growing market, which loses relevance within its sales potential due to the incursion of new international actors. Likewise, the present case details the development of the Farmex company, its objective within the agriculture market, its business lines and as a paprika market goes down sharply from one year to the next, generating uncertainty about what could be come in years to come. In 2008, the company Innovac, dedicated to the manufacture of oleoresins derived from paprika, suggests the company Agropinper, dedicated to the sowing and harvesting of various agricultural products, to plant paprika and became its main supplier and thus ensure a volume of purchases and stable prices. However, since 2009 paprika prices soared in the market, Agroinper decided to dissolve the exclusivity contract with Innovac, leaving it as its main customer, but also started selling its crops to other companies. During the following three years (2009-2011); the production of Agroinper was mediocre, since the yields of their crops were low affected by various factors such as virosis. Likewise, during these three years the company Innovac had problems in the production of oleoresins, so its volume of purchases was strongly reduced. For this reason, Agroinper made the decision to stop cultivating paprika on their land and Innovac stopped its production of oleoresins. Given the situation of Agroinper, Antonio Saer (Manager of Agroinper) began to organize the integrated program. This program was based on finding farmers producing paprika and making the connection with different international buyers. However, the quality of these paprika crops were not the most suitable for the international market due to the low professionalization and technical experience of the farmers. So, at the beginning of 2013, Antonio Saer was transferred from the company Agroinper, from the Fierro Group, to the Farmex company, also part of the group. Farmex, a company that started operations in 1979 in the agricultural sector to sell products focused on productivity and crop protection through advising farmers to provide comprehensive solutions was the perfect solution to the problems that Agroinper could not solve. It is here in Farmex, where the "integrated" program becomes a business unit in which through its technical flat it provides technical assistance to the farmers and at the same time it places its line of agrochemical products, achieving cultures of international quality. With higher quality crops, Antonio Saer, now Manager of Integrated Farmex, used his network of contacts to find buyers of paprika grown in Peru. Arriving at the end of 2013, Farmex Finance Director, Marco Helguero, had read in a publication of "IEG VU - Agrobusiness Intelligence" that China would remain the dominant producer of paprika in the world and that Peru was taking a role every once more reduced; so, he expected the price of paprika to continue to be severely hit in the international market. If this scenario occurs, exports of paprika in Peru could be reduced and, therefore, the cultivation areas would decrease, impacting the volume of sale of the products that Farmex offers to paprika farmers. For this reason, he questions the possibility of continuing to develop the Integrated program as such or perhaps it is time to evolve the business and participate more actively in the chain of sale of paprika in the international market
This case of the Paprika and the Boom in Agriculture focuses on the analysis of strategic and commercial decisions that the Farmex company must take because of a late entry into a growing market, which loses relevance within its sales potential due to the incursion of new international actors. Likewise, the present case details the development of the Farmex company, its objective within the agriculture market, its business lines and as a paprika market goes down sharply from one year to the next, generating uncertainty about what could be come in years to come. In 2008, the company Innovac, dedicated to the manufacture of oleoresins derived from paprika, suggests the company Agropinper, dedicated to the sowing and harvesting of various agricultural products, to plant paprika and became its main supplier and thus ensure a volume of purchases and stable prices. However, since 2009 paprika prices soared in the market, Agroinper decided to dissolve the exclusivity contract with Innovac, leaving it as its main customer, but also started selling its crops to other companies. During the following three years (2009-2011); the production of Agroinper was mediocre, since the yields of their crops were low affected by various factors such as virosis. Likewise, during these three years the company Innovac had problems in the production of oleoresins, so its volume of purchases was strongly reduced. For this reason, Agroinper made the decision to stop cultivating paprika on their land and Innovac stopped its production of oleoresins. Given the situation of Agroinper, Antonio Saer (Manager of Agroinper) began to organize the integrated program. This program was based on finding farmers producing paprika and making the connection with different international buyers. However, the quality of these paprika crops were not the most suitable for the international market due to the low professionalization and technical experience of the farmers. So, at the beginning of 2013, Antonio Saer was transferred from the company Agroinper, from the Fierro Group, to the Farmex company, also part of the group. Farmex, a company that started operations in 1979 in the agricultural sector to sell products focused on productivity and crop protection through advising farmers to provide comprehensive solutions was the perfect solution to the problems that Agroinper could not solve. It is here in Farmex, where the "integrated" program becomes a business unit in which through its technical flat it provides technical assistance to the farmers and at the same time it places its line of agrochemical products, achieving cultures of international quality. With higher quality crops, Antonio Saer, now Manager of Integrated Farmex, used his network of contacts to find buyers of paprika grown in Peru. Arriving at the end of 2013, Farmex Finance Director, Marco Helguero, had read in a publication of "IEG VU - Agrobusiness Intelligence" that China would remain the dominant producer of paprika in the world and that Peru was taking a role every once more reduced; so, he expected the price of paprika to continue to be severely hit in the international market. If this scenario occurs, exports of paprika in Peru could be reduced and, therefore, the cultivation areas would decrease, impacting the volume of sale of the products that Farmex offers to paprika farmers. For this reason, he questions the possibility of continuing to develop the Integrated program as such or perhaps it is time to evolve the business and participate more actively in the chain of sale of paprika in the international market
Description
Keywords
Toma de decisiones, Administración de empresas, Páprika--Industria y comercio--Perú