STRATEGIC PLANNING

Teacher: Ing. Paulina Cadena V. Mgtr.MBA.

FINAL INTEGRATING PROJECT 2.7 – 2.9

Members: Angeles Pazmiño, Jose Rosas

Bogati Analysis

2.7. ANALYSIS OF STRATEGIES USED BY THE COMPANY. - (See Strategy Workshop)

• Identify whether it is a single business or corporation to determine the type of analysis required. Use
the chart below and explain the strategies used by the company. For any of these, justify using
sufficient information and reference it.

Given the unique nature of Boagati's offering – ice cream with shredded cheese, an unusual but potentially
popular combination in certain markets, here's an analysis of how the company might use various business
strategies. Note, some strategies may not apply based on the nature of the business or lack of available
information.
Strategy Description Boagati's Application
Low Cost This strategy involves positioning a Boagati may source cheap but quality ingredients
Leadership business as the industry's low-cost to keep prices competitive.
Strategy producer.
Broad Differentiating the product to appeal to a Boagati's unique offering, ice cream with shredded
Differentiation broad range of consumers. cheese, differentiates them in the market.
Strategy
Low Cost Focused This strategy targets a narrow market Boagati could use this strategy in a specific locale
Strategy segment but aims to be the lowest cost or demographic group, sourcing affordable
producer in that segment. ingredients while maintaining high-quality output.
Targeted This strategy involves differentiating Boagati's product is likely appealing to a niche
Differentiation within a specific market or demographic. market that enjoys innovative, unique food
Strategy experiences.
Best Cost Strategy Offering attractive value by balancing Boagati could utilize this by sourcing the best
price and quality, aiming to have the best quality ingredients and selling the product at a
cost for a product that is above the price that offers value for money.
industry's average.
Offensive Proactive actions taken to make the Boagati could innovate more unique dessert
Strategies business more competitive. combinations, set competitive prices, or expand
into untapped markets.
Blue Ocean This strategy involves creating a new, Boagati's unique product offering is a form of blue
uncontested market space that makes ocean strategy, as it does not directly compete
competition irrelevant. with traditional ice cream sellers.
Defensive Actions to protect a company against Boagati may focus on enhancing product quality,
Strategies competitors. customer service, and brand loyalty to protect
market share.
Market Increasing market share in existing Boagati could promote their unique products more
Penetration markets. vigorously or offer discounts to increase market
share.
 Market Entering into new markets with existing Boagati may look for new markets where unique
Development products. desserts are popular, such as food festivals, tourist
spots, or international markets.
Product Creating new products for existing Boagati could develop new ice cream flavors or
Development markets. cheese types to keep their offering fresh and
exciting.
Strategic Alliance Forming partnerships with other Boagati could form alliances with cheese
businesses for mutual benefit. producers or other food businesses to create co-
branded products or promotions.
Export Strategies Selling products in foreign markets. Boagati could explore markets where there is a
taste for unique ice-cream flavors or cheese-
inclusive desserts.
Franchise Expanding business by allowing third If successful, Boagati could franchise their business
Strategies parties to operate under their business model to rapidly expand across different regions
model and brand. or countries.
Related Expanding business operations into Boagati could diversify into other unique dairy-
Diversification related fields. based dessert offerings or start producing their
own branded cheeses.
Unrelated Expanding business into operations that Although not directly related to their current
Diversification have no direct connection to the original business, Boagati could potentially venture into
business. other unique food combinations to tap into the
wider market of food enthusiasts.

2.8 MATRICES TO GENERATE STRATEGIC ALTERNATIVES: Formulate QSPM matrices, as many QSPM
matrices as objectives with gaps you have, generating different alternatives to each objective that has not
been met.

Compare the strategies suggested as a result of the matrices applied whit the ones the company actually
applied. Do you think strategies formulated by the company are the right ones? If not, propose others and
explain why.

We have supposed two possible strategies from the SWOT are:

1. Product development: Develop more unique ice cream flavors.

2. Market development: Expand into new markets or locations.

We would then construct a QSPM as follows:

Key Factors Weigh Strategy 1 Attracti Total Strategy 2 Attractive Total Score 2
t veness Score 1 ness
Score 1 Score 2

Unique 0.2 Develop 4 0.8 Expand market 3 0.6

product more unique with current
flavors flavors
 Strong local 0.1 Use local 4 0.4 Build on local 3 0.3
presence preference success in new
for unique markets
flavors

Limited 0.15 Expand 4 0.6 Same product, 2 0.3

product product new markets
range range

Limited 0.15 More flavors, 3 0.45 Expand market 4 0.6

market more presence
presence presence

Growing 0.2 Unique 4 0.8 Gourmet appeal 4 0.8

gourmet flavors for in new markets
market gourmet
market

Demand for 0.1 Satisfy with 4 0.4 Satisfy demand in 3 0.3

unique food more unique new markets
flavors

Intense 0.05 Stand out 3 0.15 New markets, less 3 0.15

competition with more competition
flavors

Fluctuating 0.05 More flavors, 2 0.1 Same product, 3 0.15

dairy prices more cost same cost

Total 1.0 3.7 3.25

Now, comparing this with the actual strategies employed by Boagati would require up-to-date company
information, which I currently don't have. However, this hypothetical analysis suggests that Boagati could
potentially benefit more from developing new unique flavors.

This is a simplification, and real-world use of a QSPM would involve many more factors. Also, strategies
aren't mutually exclusive – Boagati could decide to pursue both product and market development in
different ways or at different times. The QSPM helps in prioritizing these.

2.9 STRATEGY EXECUTION. –

2.9.1 Analysis of ten managerial components of the strategy implementation (THOMPSON FRAMEWORK)
process and establish whether or not those are aligned with the business strategy:

COMPONENT DESCRIPTION OF THE HELP TO SUPPORT STRATEGYC

COMPONENT APPLIED TO OBJECTIVES AND OVERALL
THE COMPANY STRATEGY OF THE
ORGANIZATION
Staff Personnel and How many personnel works
 managers that the company in the company and type of
has, its recruitment, jobs.
selection, and training
system

Brief description of
recruitment, selection and
traning system

Skills Basic competences of Brief description

the company and distinctive
competences
Structure of the company Include the organigram, and
analyze the structure type

Resources allocation Budgets assigned to main

projects
Policies and procedures that Mention few main policies
facilitate the execution of and procedures used in the
strategies. company

Continuos improvement Number practices related to

this component
implemented in the
company
Information and operation Number main information
systems (Support Systems) systems used in the
company
Motivational systems Brief description on
motivational systems used in
the company (prizes and
incentives)

Company culture Brief Description

Leadership style Perception of sample of
personnel

2.9.2 OPERATIVE PLAN

Considering the previous QSPM matrices, prepare operative plans for the best strategies, that will help to
align the components to the overall strategy of the company and reach any of the strategic objectives
planned. (you could use excel or Project)
 -
PLAN OPERATIVO PARA EL PERIODO:

Código del
PROGRAMA/PROYECTO/LÍNEA DE ACCIÓN: PRY002
proyecto:
Revisión de los resultados de aplicación de los reactivos
Nombre Correo electrónico
Responsable del proyecto: pcadena@puce.edu.ec
Paulina Cadena
Indicador Línea base al inicio del periodo: 0%
% de Avance Implementación del proyecto
principal: Meta para el final del periodo: 100%
% aporte a
RESPONSABLE DE LA RECURSOS / MEDIOS
Cód. ACTIVIDADES INICIO FINAL Costo cumplimiento del
EJECUCIÓN REQUERIDOS
proyecto
Taller con los Coordinadores de las
diferentes areas de conocimiento de la Paulina Cadena, Coordinadores de
PRY002-001 01-oct-13 01-oct-13 Carpetas con informacion, refrigerios$ 300,00 5%
Facultad para socializacion de los Carrera
resultados de aplicacion del examen.
Reunion de los coordinadores con los
docentes de sus areas respectivas para
PRY002-002 Coordinadores de area 07-oct-13 18-oct-13 Comunicacion a los coordinadores de
$ area via correo
- electronico 5%
analisis de los diferentes reactivos y sus
resultados

PRY002-003 Revision y ajustes microcurriculares en caso

Coordinadora
de requerirlos
Academica, coordinadores de carrera
21-oct-13
y de area
25-oct-13 10%

PRY002-004 Formulacion de nuevos reactivos, por cada docente

Docentes y asignatura
de las diferentes dictada
asignaturas 28-oct-13 01-nov-13 $ - 15%

Revision de la base de reactivos por un

PRY002-005 Paulina Cadena, Coordinadores de Carrera 04-nov-13 08-nov-13 Pago por la revision $ 300,00 15%
especialista en construccion de pruebas

PRY002-006 Elaboracion de nueva prueba Responsable de Examen de Fin de Carrera 11-nov-13 15-nov-13 20%

PRY002-007 Planificacion de aplicacion de nueva prueba

Responsable de Examen de Fin de Carrera 18-nov-13 20-nov-13 5%

PRY002-008 Aplicacion de nueva prueba Responsable de Examen de Fin de Carrera 09-dic-13 13-dic-13 25%

TOTAL $ 600,00 100%

3.-GUIDE FOR CITATIONS AND BIBLIOGRAPHY

The Harvard-American Psychological Association (Harvard-APA) citation and bibliographic

references system will be used.