Comercio electrónico: Gestión de la experiencia al cliente y su impacto en la competitividad de Ripley
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Date
2021-10-20
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
La empresa Ripley Perú comienza sus operaciones en el año 1997, pero es recién en el año
2011 cuando incursiona en el negocio de la tienda virtual, con su página web
https://simple.ripley.com.pe/, en la cual los usuarios pueden seleccionar sus productos, hacer
el pago correspondiente y de esa manera se le da una fecha probable de entrega del producto
comprado. El business consulting ejecutado comenzó con la presentación de la empresa, el
análisis del entorno interno y externo de la tienda virtual de Ripley Perú, gracias a ello se
logró identificar que la principal problemática es: la insatisfacción del cliente por el
incumplimiento en la entrega del producto comprado. Posteriormente, se realizó una matriz
de priorización de alternativas de soluciones, con la cual pudimos validar que la mejor
propuesta de solución para la problemática hallada es la metodología de Gestión de la
experiencia al cliente. Para poder desarrollar los cinco pasos de la Gestión de la experiencia
al cliente e identificar las propuestas de mejora utilizamos la metodología de trabajo scrum y
poder así cumplir con los objetivos propuestos: (a) incrementar el valor que percibe el cliente,
(b) incrementar la fidelización del cliente y (c) lograr el incremento de la atención
personalizada. Como resultado del business consulting, se identificó que la productividad de
la tienda virtual de Ripley Perú se incrementaría de 23.55 a 25.98 logrando ser más
competitiva en el mercado. Asimismo, se determinó que la inversión necesaria para ejecutar
la Gestión de la experiencia al cliente propuesto con un WACC del accionista del 10.88%
generaría un valor actual neto del proyecto de S/354,799 con un retorno interno del proyecto
de 351%.
The company Ripley Peru begins its operations in 1997, but it is only in 2011 when it ventures into the business of the virtual store with its website, in which users can select their products, make the corresponding payment and from that way you are given a probable delivery date of the purchased product. The business consulting carried out began with the presentation of the company, analysis of the internal and external environment of the Ripley Peru virtual store, thanks to this it was possible to identify that the main problem is customer dissatisfaction due to non-compliance in the delivery of the purchased product. Subsequently, a prioritization matrix of alternative solutions was made, with which we were able to validate that the best solution proposal for the problem found is the Customer Experience Management methodology. In order to develop the five steps of Customer Experience Management and identify proposals for improvement, we use the scrum work methodology and thus be able to meet the proposed objectives: (a) increase the value perceived by the customer, (b) increase customer loyalty and (c) achieve an increase in personalized attention. As a result of the business consulting, it was identified that the productivity of the Ripley Peru virtual store would increase from 23.55 to 25.98, making it more competitive in the market. Likewise, it was determined that the investment required to execute the proposed Customer Experience Management with a shareholder WACC of 10.88% would generate a net present value of the project of S / 354,799 with an internal return of the project of 351%.
The company Ripley Peru begins its operations in 1997, but it is only in 2011 when it ventures into the business of the virtual store with its website, in which users can select their products, make the corresponding payment and from that way you are given a probable delivery date of the purchased product. The business consulting carried out began with the presentation of the company, analysis of the internal and external environment of the Ripley Peru virtual store, thanks to this it was possible to identify that the main problem is customer dissatisfaction due to non-compliance in the delivery of the purchased product. Subsequently, a prioritization matrix of alternative solutions was made, with which we were able to validate that the best solution proposal for the problem found is the Customer Experience Management methodology. In order to develop the five steps of Customer Experience Management and identify proposals for improvement, we use the scrum work methodology and thus be able to meet the proposed objectives: (a) increase the value perceived by the customer, (b) increase customer loyalty and (c) achieve an increase in personalized attention. As a result of the business consulting, it was identified that the productivity of the Ripley Peru virtual store would increase from 23.55 to 25.98, making it more competitive in the market. Likewise, it was determined that the investment required to execute the proposed Customer Experience Management with a shareholder WACC of 10.88% would generate a net present value of the project of S / 354,799 with an internal return of the project of 351%.
Description
Keywords
Comercio electrónico, Consultores de empresas, Competitividad, Satisfacción del cliente