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Plan de Ejecucón Estratégico-Semar
Plan de Ejecucón Estratégico-Semar
AUTHORS:
ADVISER:
Trujillo –Perú
(2018 - I)
I. Introduction
The key to Business success it is not in the adaptation, but in the constant innovation and in the
good communication between all the integral parts of the company. ( C. Espinosa, J. Larrabeiti)
consider that "the directive leadership of any company must pay special attention to the execution
since it is the key piece to achieve the objectives set; because the business world It is a world of
ideas, but it is, above all, a world of results. "
Given this assumption, organizations develop different strategies to survive, improve and develop
business; so , the following report seeks to apply the knowledge acquired from the
subject Management By Results having as object of study the company "SEMAR", company that is
dedicated to the wholesale sale of liquid fuels and LPG ; having as main objective the development
of the Strategic Plan of implementation of the company "SEMAR, from the implementation of the
strategic plan is to improve the efficiency and effectiveness in organizing activities for the
implementation of new strategies.
In order to prepare the strategic plan we have to take into account different parts, in the first part
we will develop the mission, vision and values of the company. In the second part we will develop
the different matrices, which are MATRIX SWOT, MATRIX PEYEA, MATRIX MIE and MATRIZ MEP
We will develop the Strategic Direction, Matrices of generation of strategies, Strategic Objectives
and Evolution; thus achieving deepens our knowledge.
II. Development of the Strategic Execution Plan Company "Semar"
2.1. Identity
2.1.1. Name and address of the organization
Company SEMAR SAC, domiciled in the Av. Juan Pablo II Mz .l lot. 8 urb.
San Andrés V stage - La Libertad - Trujillo - Víctor Larco Herrera.
2.1.2. Business turn
The company Semar is engaged in the wholesale sale of liquid fuels and LPG.
2.1.3. Historical review
The company SEMAR SAC was born 17 years ago, as a family business idea; led
by the SR SEGUNDO FORTUNATO RUIZ VARAS currently GENERAL MANAGER of
said company. This business idea began with the sale of gasoline and kerosene
on tricycles informally, as time passed the owners realized that this business was
profitable so they decided to formalize and build the first tap that is located on
Av. Cesar Vallejo Mz 4 lots 8 and 9 urb. La Rinconada - Trujillo. Currently the
company has 4 branches and a cistern as its own means of transport. The
commercial turnaround of the company is the wholesale sale and / or
commercialization of liquid fuel and liquefied petroleum gas (LPG).
III. Estructura organizacional
GENERAL
MANAGER
Logistics Logistics
Administrator Accountant Beach Chief
Manager Assistant
Secretary dispensers
Aspects
Marketing
According to D'Alessio (2008), marketing focused on business orientation to meet the
needs of consumers through the adequacy of the supply of goods and services of the
organization is an important function under the current conditions of competition and
globalization
The SEMAR SAC organization is positioned in the market because of the preference of the
customers who supply their cars with fuel.
CONCLUSION:
The conclusion is reached that the SEMAR SAC organization has as a strength the
positioning of its brand in the minds of the consumers that supply in the different branches
it has. However, we believe that concepts such as strategic marketing and its importance in
the work of the company and the environment that supports it should be reinforced. By not
using the tools of strategic marketing, the organization is not coming to consolidate its
brand.
Innovation
While the quality of service "Semar" is good, meeting the quality standards and
requirements imposed by Osinergmin, it should be noted that lacks innovated with
complementary services in care means to distribute and sell fuel, provides NDO additional
services such as change of oils, grant lines of credit are limits of consumption; to sustain
future competitiveness in terms of service, allowing a close integration of the company with
the market in the processes of marketing, communication, and sales.
Likewise, it must be oriented with a differentiating service before the competition, where
the purpose is to serve people and not cars, making each visit to an EE. SS, be a memorable
experience.
Human Resources
D'Alessio (2008) indicated that human resources constitute the most valuable factor of the
organization, mobilizing tangible and intangible resources, allowing the operating cycle to
function, and establishing the relationships that allow the organization to achieve its
objective.
SEMAR , appropriately manages its workers training them to have a highly qualified staff, to
perform the functions efficiently commissioned , despite not having recruitment
policies; based on teamwork, on the other hand, economic incentives are provided
according to their performance; they are supported to continue their studies; that is
why workers feel committed and motivated to work in the company, because it helps them
feel like winners in life and able to achieve the objectives in their job .
CONCLUSION:
The organization SEMAR SAC has as strength the area that is in charge of managing its
Human Resources to achieve the company's objectives.
Recursos financieros
La empresa Semar, mantiene una adecuada presencia en el mercado, lo que se ha traducido
en mayor nivel de sus ingresos por ventas, tal como se puede verificar en los periodos 2014
– 2016, que se presenta en anexos. En estos años supo mantener una adecuada imagen
de solvencia financiera, porque fue mejorando los resultados en la utilidad bruta y esto
debido a la negociación de los precios de los combustibles al momento comprar a los dos
distribuidores mayoristas con las que opera; contando con un nivel liquidez aceptable (1.06)
para pagar sus deudas a corto plazo, lo que significa que tiene liquidez para sus operaciones.
Financial resources
The company Semar maintains an adequate presence in the market, which has translated
into a higher level of its sales revenue, as can be verified in the periods 2014 - 2016, which
is presented in annexes. In these years he knew how to maintain an adequate image of
financial solvency, because he was improving the results in the gross profit and this due to
the negotiation of the prices of the fuels at the moment buying the two wholesale
distributors with which he operates; with an acceptable level of liquidity (1.06) to pay their
short-term debts, which means that they have liquidity for their operations.
Physical resources
The SEMAR SAC company has a good infrastructure where its workers feel safe to work and
which allows a good and timely distribution of liquids to other branches, avoiding hazards.
Currently has 05 stations which are integrated as follows:
Points of attention (islands) equipped for attention and sale, both for
combustibles liquids and LPG.
Water and Air Service.
Public bathrooms, for both ladies and gentlemen
Commercial Premises
Parking area
Fuel and LPG unloading area
Administrative and accounting office of the EE. H.H
However, in terms of equipment and machinery in the USA. SS are old.
CONCLUSION:
It is concluded that the organization has the strength of having good facilities, and offices , however
some arrangements could be made in order to provide a better service to its customers, such as:
Improve lighting with led lights which are ecological and consume less energy and ensure a
comfortable and safe environment, new years, that are always well cared for and
clean, implementation of green areas and gardens , and identify other complementary services can
be provided to customers, optimizing the facilities of the stations and obviously improve
the equipment, machinery.
Productivity
Social responsability
Cost effectiveness
The organization is clear about the liquidity available to it at each year-end, which is measured
annually, considering its assets that can be converted into cash within a period no longer than 12
months; p ara SEMAR have the performance indicator and measure annually, it is important
because it lets you know if you've invested in the company is taking as a result gains and / or profits
or in the extreme case lost at the end of your exercise.
Currently, it is implementing a management system for the management of social responsibility
requirements, based on the SA 8000 Standard, which is summarized as follows:
- Do not use or support child labor
- Do not use or support the use of forced labor
- Control the occupational health and safety of workers
- Ensure that work hours, remunerations, and benefits are granted, rigorously
complying with all laws in force in Peru.
CONCLUSION:
Regarding its financial capacity, the SEMAR SAC company has different indicators that help it to
perform a good management, among which is the profitability seen as a strength for the
company. Without leaving aside that this indicator is also visible and measurable in the financial
statements that this legal entity possesses, which is seen by the shareholders and attractive to the
financial entities that are located in the city of Trujillo.
Integrity
Expert
Service
Friendly Service
Overcoming
Honesty
Professional ethics
Equity
- For 20 20 it is planned to have a station in Moche and another more
in Chimbote; to expand market share by implementing new complementary
services.
- By the year 20 20 , 30% of the total investment required will be executed in:
equipment and software and infrastructure.
Social responsability
- By 20 20, dispose of the ISO 26000 standard in the processes.
L aching the sustainability of the company through the supply of products and
services that satisfy the customer , doing so without endangering
the environment , operating in a way socially responsible.
Innovation
- By the year 202 0 , have three new business lines, since there will be a permanent
policy of development and innovation of goods that the company will provide .
- Implement the year 201 9 , the area of research and development of
complementary products and services, in charge of the innovation process and
improvements of complementary products and servicesof the
company's stations .
Human Resources
Implement, by 201 9 , a training and personnel training plan, in order to improve
the processes: administrative, productive and controls. In that year 60% of the
processes will be optimized, reaching the year 201 9 to 100%.
Competitors 13 14 12
Usual costumers% 64 71 76
+14/3 -6/2
4.6 -3
Competitive Advantage (VC) Strength of Industry (FI)
CONCLUSION:
X = VC + FI
X = -1 + 4.4 = 3.4
Y = EE + FF
Y = -3 + +4.6 = 1.6
Y
AGGRESSIVE QUADRANT
COMMENTARY
As we can observe when carrying out the analysis of the PEYEA matrix, our coordinates
(vector) determine that our company under study must implement AGGRESSIVE strategies ,
which indicates that the company is financially strong and has obtained important competitive
advantages in a stable and growing industry.
Therefore, it is possible to use:
•Market penetration.
•Product development.
•Vertical integration.
• Di versification in conglomerates.
STRATEGIES
Market Penetration
Disseminate the quality of the products added to the prices offered through a marketing
campaign to consumers
Product development
Creation of the website and Fan Pages in the different social networks, to be in contact with
customers about the changes and offers, as well as our vision and mission to them.
4.2. METRICS
OBJECTIVES METRIC STRATEGIES
PERSPECTIVE
- Achieve at 20 19 , -% increase in - Reduction of sales costs by
generate net profits profits. optimizing costs.
greater than 10% per year -% increase in - Creation of the website and Fan
on sales. market share. Pages in the different social
Financial - Increase market share by networks, to be in contact with
10 % by 2019, customers
implementing a Marketing
area within the company.
20% 1B 25% 1B
20% 2B 30% 2B
10% 3B 25% 3B
30% 4B 25% 4B
20% 5B 25% 5B
40% 6B 30% 6B
140% Sum (total of answers B) 160% Sum (total of answers B)
23% Average (sum divided by 6) 27% Average (sum divided by 6)
30% 1C 30% 1C
30% 2C 20% 2C
20% 3C 30% 3C
15% 4C 30% 4C
10% 5C 25% 5C
10% 6C 25% 6C
115% Sum (total of answers C) 160% Sum (total of answers C)
19% Average (sum divided by 6) 27% Average (sum divided by 6)
20% 1D 15% 1D
20% 2D 20% 2D
30% 3D 15% 3D
15% 4D 15% 4D
30% 5D 20% 5D
20% 6D 15% 6D
135% Sum (total of answers D) 100% Sum (total of answers D)
2. 3% Average (sum divided by 6) 17% Average (sum divided by 6)
The work team considers that the culture that must be established in the
organization must be guided by characteristics of mutual appreciation in
collaborators, dynamism and entrepreneurship, in order to find the expected
results.
The glue that should govern the organization is that of loyalty and commitment.
As well as a strategy that contributes to investment and the creation of
challenges.
ANEXOS
ANNEX N ° 01 -FINANCIAL RATIOS
- ROA
Net Income 348,045.00 3.53 %
Total, of assets 9,869,152.00
This indicates that for each monetary unit invested in assets, SEMAR SAC generated 3.53 % of net
LIQUIDEZ income .
This indicates that SEMAR SAC for a debt sol has S / 1.60 to pay its short-term
debts, which means that it has liquidity for its operations.