INICIE SU

NEGOCIO
DE CONSTRUCCIÓN

ORGANIZACIÓN INTERNACIONAL DEL TRABAJO

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INICIE SU NEGOCIO DE CONSTRUCCIÓN (ISUNCO)

CONTENIDO

INTRODUCCIÓN.....................
............................................
..............................................
..............................................
.............................................
...................... 1
I. AUTO-EV
AUTO-EVALUACIÓN ALUACIÓN....................
...........................................
..............................................
..........................................................
................................... 2
II. DESARROLLA TU IDEA DE NEGOCIO.................... ...........................................
.........................................
........................
...... 5
III. IDENTIFIQUE SU MERCADO Y DESARROLLE UN PLAN DE MERCADEO.
...........................................
..................................................................
..............................................
..............................................
.......................................................
................................ 6
IV.. ORGANIZA TU EMPRESA......................
IV .............................................
................................................................
........................................... 12
V. DETERMINA LOS COSTOS DE TUS PRODUCTOS O SERVICIOS SERVICIO S.... .......
......
......
......
.......14
14
VI. DETERMINA LA INVERSIÓN REQUERIDA ...................... ..........................................
................................
.............. 16
VII. CONTROLA LAS FINANZAS DE TU NEGOCIO...................................... ...............................................
......... 18
VIII. ELIGE LA FORMA LEGAL DE TU EMPRESA........ ................
................
...............
...........
........
........
........
........ 21
IX. EVALÚA TU INFORMACIÓN, ELABORA UN PLAN DE ACCIÓN PARA
INICIAR TU NEGOCIO......................
NEGOCIO.............................................
..............................................
......................................................
............................... 33
X. VOCABULARIO DE TÉRMINOS RELACIONADOS AL INICIO Y
OPERACIÓN DE UN NEGOCIO.................... ............................................
...............................................
........................................
................. 34
XI. PASOS
PASOS PARA INICIAR TU NEGOCIO DE CONSTRUCCIÓN CON STRUCCIÓN ........ ................
............
........
.......
...41 41
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INICIE SU NEGOCIO DE CONSTRUCCIÓN

(ISUNCO)

INTRODUCCIÓN

Este material
material didáctic
didáctico
o que consta de un Manual y un Cuaderno
Cuaderno de trabajo
está concebido para ser el primer paso en la formación empresarial y como tal
está concebido.

Contiene las herramientas básicas que pueden ayudarlo a comenzar con pie
firme una nueva empresa en el mundo de la competencia.

El contenido abarca desde la idea inicial, la organización de la empresa, el

manejo del mercado, la determinación de costos de productos o servicios,
hast
hastaa iden
identi
tifi
fica
carr las
las fuen
fuente
tess de fina
financ
ncia
iami
mien
ento
to más
más idón
idónea
eass para
para sus
sus
necesidades.

La metodología utilizada lleva paso a paso al naciente empresario, a través de

textos contenidos en módulos los que son complementados por un cuaderno
de trabajo.

Después de haber estudiado y dominado los temas el nuevo empresario será

capaz
capaz de maneja
manejarr exitos
exitosame
amente
nte divers
diversas
as técnic
técnicas,
as, método
métodoss y desarro
desarrolla
llar 
r 
habilidades muy importantes para el desarrollo de su empresa.
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INICIE SU NEGOCIO DE CONSTRUCCIÓN

I. AUTO-EVALUACIÓN

En el nuevo negocio que usted pronto iniciará como contratista de obras de

const
constru
rucci
cción
ón en su cali calida
dad
d de empr
empres
esario usted será
ario será la pers
person
onaa más
importante, por lo tanto el éxito o fracaso de la misma dependerá en primer 
lugar de sus características y habilidades personales.

Ante
Antess de inic
inicia
iarr, uste
usted
d debe
debe hace
hacerr un anál
anális
isis
is de las
las cara
caract
cter
erís
ísti
tica
cass y
habilidades que se necesitan para manejar este pequeño negocio de forma
exitosa.

Iniciar su negocio es un gran paso y cambiara su vida, usted será responsable

del manejo y del éxito mismo, esta responsabilidad significará mucha presión,
 pero también puede darle muchas satisfacciones y buenos ingresos.

El éxito de su negocio estará relacionado directamente con las características

y habilidades que posea como empresario-contratista.

¡Ajá!, ¿y cuáles son estas características del Empresario?

Empresario?

Bueno,
Bueno, como
como em
empre
presar
sarios
ios
de una micro em emppresa
tenemos que:

∗ Adquirir
compromisos
∗ Mantenernos
motivados
∗ Asumir riesgos
∗ Tomar decisiones
∗ Tener el apoyo
familiar
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  Para
Para formar
formar nuest
nuestrara empr
empresa
esa
no hay discriminación, pueden
  parti
particip
cipar
ar todos
todos los que esté
estén
n
aptos para trabajar, no importa
el sexo, la raza, religión,
 partido político, etc.

  Lo importante es que usted quiera y sepa trabajar, además tenga espíritu

empresarial.

Si, porque el trabajo de construcción es

cosa seria, a la par que trabajar duro,
hay que buscar mas clientes y nuevos
 proyectos.

 Además estar al tanto de todo, de la

comp
competeten
enci
cia,
a, de los
los prec
precio
ios,
s, de las
las
licitaciones
licitaciones y muchas cosas más.

También, como empresarios debemos poseer los siguientes conocimientos

y habilidades:

1. Debemos poseer las habilidades técnicas necesarias para brindar el

servicio.

2. Debemos poseer los conocimientos necesarios de cómo administrar

un negocio, sacar cuentas y llevar registros.

3. Debem
Debemos
os posee
poseerr los
los conocimientos nece
necesa
sari
rios rama de la
os en la rama
construcción.
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También tenemos que prepararnos como contratistas

 ...Nadie nace sabiendo...

Por eso cuando pensamos en iniciar nuestro negocio de construcción puede

ser que no tengamos en ese momento ni las habilidades ni las características
necesarias, sin embargo estas se pueden adquirir y desarrollar
de sarrollar..

Trabajando en el mejoramiento de
tus puntos débiles los puedes
conv
conver
erti
tirr en punt
puntos
os fuer
fuerte
tes,
s, por 
por 
ejemplo:

Hablando con amigos, familiares u

otros contratistas exitosos.

Obse
Observ
rvan
ando
do a otro
otross cont
contra
rati
tist
stas
as
exitosos.

Asistiendo a actividades de
capacitació
capacitación
n cada vez que haya una
oportunidad.

Leye
Leyend
ndoo libr
libros
os o foll
follet
etos
os sobre
sobre las
las habi
habili
lida
dades
des y asunt
asuntos
os que
que nece
necesi
site
tess
conocer mejor.
mejor.

Nuestra situación financiera...

Cuando vamos a iniciar
iniciar nuestro nuevo negocio
negocio de construcción
construcción sabemos que
necesi
necesitar
taremo
emoss capit
capital
al para compra
comprarr herrami
herramient
entas
as y equipo
equipos.
s. Es probabl
probablee
también que en un inicio no podamos recibir un préstamo bancario por los
montos que necesitemos.

En much
muchosos casos
casos tenem
tenemos
os que
que echa
echarr mano
mano de nuest
nuestros
ros propi
propios
os fond
fondos
os
 personales para arrancar el negocio, pero no todos. Si su familia no tiene otra
fuen
fuente
te de ingr
ingreso
esos,
s, sus gast
gastos
os perso
persona
nale
less debe
deberán
rán ser
ser cubie
cubiert
rtos
os con
con sus
ahorros, hasta que el negocio genere ingresos.
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II. DESARROLLA TU IDEA DE NEGOCIO

O sea que en los primeros días de vida
dell nego
de negoci
cio,
o, mien
mientra
trass este
este no gene
genere
re
ingresos,
ingresos, utilizaremos
utilizaremos hasta nuestros
nuestros
ahorros
ros si es necesario separan rando
sola
solammente
ente lo que nece ecesita
sitamo
moss para
para
sobrevivir...

PREPARE SU PERFIL DE NEGOCIO

Un perfil de negocio es un documento

que describe en detalle todos los
aspectos de su negocio, dan una descripción detallada sobre a que se
dedicará su empresa y como operará.

Preparar un perfil le ayudará a pensar con cuidado y a detectar si existe

alguna debilidad en su idea de negocio. Un perfil de negocio le brinda la
oportunidad de probar su idea en el papel y no en la realidad.

Ante
Antess de prep
prepar
arar
ar el perf
perfil
il tene
tenemo
moss que
que hace
hacerno
rnoss algu
alguna
nass
preguntas básicas:

1. ¿Qué
¿Qué servici
servicios
os ofrece
ofrecerárá su negoci
negocioo de constru
construcci
cción?
ón? ¿Horizontal,
vert
vertic
ical
al?? ¿Tie
¿Tiene
ne las
las habi
habili
lida
dade
dess técn
técnic
icas
as nece
necesa
sari
rias
as para
para brin
brinda
dar 
r 
eficientemente el servicio? ¿Tiene el personal necesario?

2. ¿Quién
¿Quién comprar
compraráá sus servicio
servicios?
s? ¿Persona
¿Personass privad
privadas,
as, el gobiern
gobierno,
o, la
alcaldía, alguna ONG? ¿Venderá sus servicios sólo en su municipio o
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Estas son las partes principales de un perfil de negocio...

1. Pres
Presen
enta
taci
ción
ón:: de
desc
scri
ripc
pció
iónn breve
breve
del servicio que se va a ofrecer.
2. Id
Iden
enti
tifi
fica
caci
ción
ón de
dell me
merc
rcad
adoo y
plan de mercadeo: ¿qué servicio
voy a ofrefrecer, cómo lo voy a
ofrecer, dónde lo voy a ofrecer,
desde cuando lo ofreceré, quien
es nuestra competencia? etc.
3. Organización del negocio; ¿cómo
funcionará el negocio, con
cuántas personas y que
habilidades tendrán?
4. Inversión:
Inversión: ¿con cuanta plata podemos
podemos arrancar?
arrancar?
5. Financiami
Financiamiento:
ento: ¿cuánto
¿cuánto podremos
podremos vender,
vender, cuánto gastaremos
gastaremos,, cuánto
nos quedará de ganancia?
6. Forma
Forma Legal
Legal del negocio
negocio:: ¿será
¿será cooper
cooperati
ativa,
va, sociedad
sociedad en colect
colectivo
ivo,,
etc.?

III. IDENTIFIQUE SU MERCADO  Y DESARROLLE UN PLAN DE MERCADEO.

...Para tener éxito, su negocio necesita clientes...

Todas
odas las
las pers
person
onas
as que
que podr
podría
ían
n dese
desear 
ar 
obte
obtene
nerr sus
sus serv
servic
icio
ios
s como
como cons
constr
truc
ucto
tor 
r 
conforman su "mercado".
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Es important
importantee entender
entender las característ
características
icas de sus clientes
clientes y competidor
competidores,
es,
para
para prep
prepar
arar
ar un plan
plan de merc
mercad
adeo
eo que
que perm
permit
ita
a atra
atraer
er clie
client
ntes
es y así
así
asegurar el éxito de su negocio.

CONOCE A TUS CLIENTES...

Los clie
client
ntes
es son
son las
las pers
person
onas
as más
más impo
imporrtant
tantes
es par
para tu
negocio.
negocio. Si no proporcionas
proporcionas lo que ellos desean, al precio que
está
están
n disp
dispue
uest
stos
os a paga
pagarr y los
los trat
tratas
as con
con respe
espeto
to,, ello
ellos
s
conseguirán los servicios en otro lugar.
lugar.

Pregúntate siempre:

¿Cuáles son los diferentes tipos de clientes de tu negocio?

¿Qué es lo más importante de cada obra? ¿La calidad? ¿El precio?

¿Qué precios están dispuestos a pagar los clientes?

¿Dónde están los clientes y dónde quieren que se les preste el servicio de
construcción?

¿En que fechas ocurre la mayor demanda para los servicios de construcción?
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HAY
HAY DIFE
DIFERE
RENT
NTES
ES MANE
MANERA
RAS
S DE AVERI
VERIGU
GUA
AR SOBR
SOBRE
E LOS
LOS
CLIENTES POTENCIALES:

1. Hablan
Hablandodo con personas
personas que tu piensas
piensas que puedan
puedan estar interes
interesada
adass en
 pedir tus servicios de construcción.

2. Hablan
Hablando
do con la Alcal
Alcaldía
día ú otras
otras Organ
Organiza
izacio
ciones
nes del Gobie
Gobierno,
rno, sobre
sobre
tus planes y las necesidades de construcción que ellos tienen.

3. Escuchando
Escuchando lo que
que opinan
opinan los cliente
clientess sobre tus compet
competidores.
idores.

4. Averiguando
veriguando con tus
tus proveedores
proveedores que material
materiales
es tienen buena
buena salida
salida y
se piden mucho.

CONOCE A TUS COMPETIDORES...

Aprende de tus
competidores

Cuánto mejor conozca a tus

com
competi
petido
dore
ress esta
estará
ráss en mejo
mejor 
r 
capa
capaci
cida
dadd para
para que
que tu nego
negoci
cio
o
tenga éxito.

Encu
Encuen
enttra las
las resp
respue
uest
stas
as a las
siguientes preguntas:

1. ¿Qué pr
precios co
cobran ellos?
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Prepara un Plan de Mercadeo.

Contando
Contando con información
información sobre tus clientes
clientes y competidor
competidores,
es, puedes
puedes
usar
usar ésta
ésta para
para prep
prepar
arar
ar un Plan
Plan de Merc
Mercad
adeo
eo.. Una
Una mane
manera
ra de
prepararlo es seguir las 4-P del Mercadeo:

1. Producto.
2. Precio.
4 P 3. Plaza.
4. Promoción

PRODUCTO:

a) ¿Qué tipo de servicio ofrece

eces?

b) ¿Qué tipo
tipo de obr
obraa pued
uedes cons
constr
truuir?

¿Adoquinar calles?

¿Mantener caminos?

¿Revestir cauces?

¿Const
¿Construi
ruirr ó repara
reparar 
r 
casa
casas s o pequpequeñ
eños
os
edificios?
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PRECIO:

a) ¿Cuánto
¿Cuánto vas a cobrar a tus clientes
clientes por tus
tus servicios?
servicios?

Para eso tienes que saber:

1. Cuále
Cuáles
s son tus
tus costo
costos
s

2. Cuánto
Cuánto están
están dispuesto
dispuestos
s a pagar tus clientes
clientes

3. Cuales son
son los precios de tus competidores.
competidores.

PLAZA:
Se refiere al lugar donde estará ubicado tu negocio. Es importante para un puesto de
venta ó un taller, pero, para una micro-empresa de construcción no lo es tanto, ya
que por lo general tu empresa es más fácil de localizar en la obra que estás
ejecutando.

Plaza, es para ti, el área donde quieres o puedes trabajar: tu barrio, el 
municipio, el departamento...

PROMOCION:
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oportunidades, debilidades y amenazas del grupo, por eso es

necesario que completes las siguientes frases:

Los puntos fuertes de nuestro producto radican en lo siguiente:

Las
Las opor
oportu
tuni
nida
dade
dess que
que se nos
nos pres
presen
enta
tann para
para surg
surgir
ir en esto
estoss
momentos son:

Los aspectos en los cuales nuestro grupo todavía es débil son los
siguientes:
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IV. ORGANIZA TU EMPRESA

Para Organizar tu pequeña empresa tienes que saber que es lo que

se nece
necesisita
ta hace
hacer,
r, y tene
tenerr el pers
person
onal
al neces
ecesar
ario
io para
para pode
poderr
hacerlo.

Organizar es: coordinar recursos físicos, económicos y humanos para

lograr tus objetivos y metas.

Las
Las dife
difere
rent
ntes
es pers
person
onas
as que
que está
están
n dent
dentrro o alre
alrede
dedo
dorr de una
una
pequeña empresa son :

a) Tu,
Tu, como propiet
propietario
ario ó adminis
administrado
trador 
r 

b) Tus soci
socios
os

c) El pers
person
onal
al que trabaja en la
empresa

d) Familiares
Familiar es tuyos ó de tus socios

e) Asesor
Asesores
es externo
externos
s
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Entre ellos comparten la responsabilidad para las diferentes tareas

en el negocio. Hay que poner por escrito, en forma clara y precisa,
las responsabilidades y compromisos de cada socio.

c) Para
Para hacer
hacer todas
todas las tare
tareas
as del
trabajo, se necesita contratar
personal.

Es muy
muy impo
import
rtan
ante
te ante
antess de
que busque el personal que vas
a contrat
contratar,
ar, que descri
describas
bas las
tarea
tareass y las habi
habili
lida
dade
dess que
que
deberá tener tu personal para
poder realizar bien el trabajo.

Después de esto ya puedes decidir con cuanta gente se podrán realizar

las tareas.

d) Si incl
incluy
uyes
es a miem
miembr
bros
os de tu fami
famili
liaa como
como soci
socios
os o como
como part
partee de
dell
personal, es muy importante tratar a los familiares con los mismos
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LA ORGANIZACIÓN
ORGANIZACIÓN DE TU EMPRESA
EMPRES A
La orga
organiz
nizaci
ación
ón de tu empr
empresa
esa
tiene que ser amplia y flexible,
de tal forma que permita
adecuarse a los cambios y
necesidades del trabajo y
especialmente a la demanda de
tus servicios.

Una microempresa de
con
constru
trucci
cción cuacuando ya est está
basta
bastante
nte desar
desarro
roll
llada
ada,, contar
contará á
con un gerente, la mayoría del
personal trabajando en la
producción, quizás alguna
persona en ventas (para
cons
conseg
egui
uirr nuev
nuevos
os cont
contra
rato
tos)
s) y
alguien en la administración

Ahor
Ahora
a haz los
los eje
ejercic
rcicio
ioss del
del tema
tema 12 de tu cuade
aderno
rno de
trabajo.

V. DETERMINA LOS COSTOS DE TUS PRODUCTOS O SERVICIOS

COSTO DE PRODUCTOS O SERVICIOS
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COSTOS DIRECTOS
Cost
Costos
os Dire
Direct
ctos
os, son todos aquellos costos que están
relacionados
relacionados directamente
directamente a la obra de construcción.
construcción. Los costos
costos
directos se dividen en costos directos de materiales (materiales de
construcción y otros materiales para la obra) y costos directos de
mano de obra (por ejemplo, el salario de los trabajadores de la
obra)

COSTOS INDIRECTOS
Costos Indirectos, son todos aquellos costos que tienen que ver
indi
indirrecta
ectame
ment
nte
e con
con la obra
obra de cons
constr
truc
ucci
ción
ón.. Por ejem
ejempl
plo,
o, el
alquiler de una oficina para la microempresa, la depreciación de
las máquinas o herramientas, el costo de un administrador para la
empresa el cual administra varias obras.
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Para calcular costos, el contratista tiene que seguir 4 pasos:

1. Calc
Calcul
ular
ar el cost
costo
o de los
materi
material
ales
es que se usan
usan
directamente en la obra.

2. Calcular el costo de
mano de obra directa
directa en
la obra.

3. Calcular los costos

indirectos por obra.

4. Sumar los costos

directos de materiales y
mano
mano de obra
obra más
más los
los
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Tienes que hacer gastos para

establecer tu negocio (lo que
se conoce como gastos de Pre
-Inv
Invers
ersión
ión: herra
errami
mien
enta
tas,
s,
equipo, muebles, gastos
legales), y hay gastos iniciales,
como
como:: sala
salari
rios
os,, publ
public
icid
idad
ad,,
alquiler de un local, luz, agua,
teléfono, fletes.

Puede pasar mucho tiempo hasta

que puedas financiar estos
gast
gastos
os con
con los
los ingr
ingres
esos
os de tu
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VII. CONTROLA LAS FINANZAS DE TU NEGOCIO

Es esencial organizar y controlar las finanzas de tu negocio. Para eso se

utiliza la Planificación Financiera y el Registro Contable.

La Plan
Planiificación Financiera
era te ayudará a conocer qué sucederá
erá
probablemente con tu negocio en el futuro, a través de:

Esti
Estima
marr tus
tus cost
costos
os y vent
ventas
as (ing
(ingrresos
esos)) dura
durant
nte
e tu
primer año en el negocio.

Determinar si tu negocio comenzará a darte utilidades y

cuándo lo hará durante el primer año.
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Para ayudarte a estimar y controlar tu utilidad y liquidez, deberás

preparar dos planes financieros.

1. Un plan de Ventas y Costos:

Por mes
mes debe
debes
s esti
estima
marr cuál
cuáles son tus ventas o los
es son
ingresos por trabajos realizados , descontando de ellos
(también por mes) sus costos (costo directo de material,
costo
costo dire
directo
cto de mano
mano de obra,
obra, costo
costos
s indir
indirectos)) y los
ectos
impuestos que tienes que pagar. El resultado es tu utilidad
o ganancia neta para ese año.

Si has completado tu plan de Ventas y Costos y resulta que

tu utilidad o ganancia no es suficiente (o incluso que haya
una pérdida), hay que tomar medidas como las siguientes:
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Despué
Despuéss se estim
estiman
an las salida
salidass de efecti
efectivo
vo (los
(los egre
egresos
sos):
):
egresos
egresos por costo directo de los materiales,
materiales, por costo directo
de la mano de obra, por costos indirectos,
indirectos, por inversiones en
equipos y otros egresos, dan el total de salidas de efectivo.

Restando del total de efectivo disponible el total de salidas

de efectivo, y vas a tener tu saldo final de caja.

Si tu plan de flujo de efectivo muestra que tu negocio puede

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VIII.ELIGE LA FORMA LEGAL DE TU EMPRESA

Toda empresa tiene una forma legal que debe estar de acuerdo a las
leyes y regularizaciones del país al que pertenece. Las formas legales
más comunes que adoptan los negocios son:

• Empresa individual.
Sociedades mercantiles.
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determinar la conveniencia de seleccionar una determinada figura

 jurídica para una pequeña o micro-empresa específica.

Asociaciones, Empresa Individual y Sociedades.

Analizando las formas jurídicas empresariales de los países de la

Región
Región Andina
Andina,, las difere
diferente
ntess formas
formas organi
organizat
zativa
ivass que
que puede
puedenn
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SOCIEDAD:

Te la vamos a explicar más detalladamente...

Es la asociación de varias
personas que ponen en
comú
común,
n, traba
trabajo
jo,, capi
capital
tal o
ambas cosas a la vez. Esto
da lugar al nacimiento de
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d.- Sociedad Cooperativa

Una
Una desc
descri
ripc
pció
ión
n resum
esumidida
a de cada
cada tipo
tipo de orga
organi
niza
zaci
ción
ón,, se
muestra a continuación:

A.- COMUNIDAD DE BIENES

Consistente en que varias personas que con ciertos porcentajes

ponen
ponen en común bienes
bienes y derechos
derechos de una activida
actividad.
d. El número
número
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¿Por qué se llama anónima?

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Son ventajas o desventajas según su naturaleza jurídica, las que podrían

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Sin embargo, existen ciertas ventajas o desventajas que deben

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1 La motiv
tivació
ción de cada
cada socio
cio par
para dedi
edicar
car sus
sus mejo
ejores
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7. Por lo general este

este tipo de empresas
empresas es grande
grande y su personal
personal
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