UNIVERSIDAD POLITÉCNICA DE

LA REGIÓN RIBEREÑA

REPORT
“APPLICATION OF STRATEGIC PLANNING TO A LOCAL COMPANY”

CAREER: INDUSTRIAL ENGINEERING

SUBJECT: ADMINISTRATIVE PROCESS AND STRATEGIC PLANNING
PRODUCT EVIDENCE
UNIT 3 IMPLEMENTATION OF STRATEGIC MODELS
STUDENT:
TEACHER:
GROUP:
STUDENT REGISTRATION:

TAMAULIPAS. MÉXICO MARCH 08 TH, 2024

INDEX
INTRODUCTION..................................................................................................................................1
TYPES OF PLANNING..........................................................................................................................2
STRATEGIC PLANNING....................................................................................................................2
TACTICAL PLANNING...............................................................................................................2
OPERATIONAL PLANNING......................................................................................................2
CONTINGENCY PLANNING..............................................................................................................3
COMPANY..........................................................................................................................................3
LOCATION.......................................................................................................................................3
MISSION.........................................................................................................................................3
VISION............................................................................................................................................3
VALUES...........................................................................................................................................3
GENERAL OBJECTIVES.....................................................................................................................4
SPECIFIC GOAL................................................................................................................................4
PROBLEMATIC....................................................................................................................................5
SOLUTION...........................................................................................................................................6
ANALYSIS OF THE SITUATION.........................................................................................................6
STRATEGIC OBJECTIVE....................................................................................................................6
STRATEGIES AND ACTIONS.............................................................................................................6
MEASURING SUCCESS....................................................................................................................7
IMPLEMENTATION DEADLINE........................................................................................................7
RESULTS.............................................................................................................................................8
REDUCTION IN SALES RECORD ERRORS..........................................................................................8
INCREASE IN THE ACCURACY OF SALES ANALYSIS..........................................................................8
IMPROVEMENT IN OPERATIONAL EFFICIENCY...............................................................................8
GREATER CUSTOMER SATISFACTION.............................................................................................8
COSTS REDUCTION.........................................................................................................................8
CONCLUSION......................................................................................................................................9
INTRODUCTION
Strategic planning is a fundamental process in business management that consists
of defining the long-term objectives of an organization and developing strategies to
achieve them effectively. This process involves analyzing the company's external
and internal environment, identifying opportunities and threats, as well as strengths
and weaknesses, and making future-oriented decisions.

Strategic planning establishes the direction that the company will follow in the long
term and defines the steps necessary to get there. It is an iterative process that
requires continuous review and adjustment to adapt to changes in the business
environment and ensure the relevance and effectiveness of the implemented
strategies.

In the competitive fast food service market, operational efficiency, and the ability to
quickly adapt to changing customer demands are critical to business success.
However, a recurring problem in many of these companies is the recording and
analysis of sales, which can hinder informed decision making and process
optimization.

In this introduction, we will explore the strategic application of analytical solutions

and methodologies to address this problem in a fast-food service company, these
strategies can help improve operational efficiency, increase profitability and
improve the customer experience.

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TYPES OF PLANNING
STRATEGIC PLANNING

Strategic organizational planning consists of creating a general service structure

for all areas of a company. The definition of objectives is carried out based on a
short, medium, or long period, and guarantees that these objectives are aligned
with business values, as well as with its mission and vision.

This type of organizational planning is usually executed by the senior management

of a company, since all areas of a company are involved, and the decisions must
be more strategic. However, there are smaller businesses that choose to include
all their employees so that they add value to the definition of objectives.

TACTICAL PLANNING

This type of organizational planning has the function of describing the way in which
a company will implement its strategic plan. Therefore, it can be taken as an
extension of the first model on this list. However, the tactical plan is more specific
and is made up of several short-term objectives that support the strategic plan; Its
performance and compliance time is usually between 1 year or less.

The tactical organization is usually led by middle managers who monitor these
short-term objectives, and must implement strategies, actions and delegate
responsibilities to achieve the established goals.

OPERATIONAL PLANNING

An operational plan is the vision and monitoring of daily details in organizational

planning. This is made up of day-to-day activities and may include operational
tasks, such as work regulations, schedules, compliance with business policies and
standards; in addition to verifying that assignments, tasks and activities are carried
out effectively and those responsible for them act in accordance with what has
been determined by the company.

CONTINGENCY PLANNING
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The contingency plan, as its name indicates, is designed so that
your company can get ahead when faced with an unusual
situation, such as a crisis or an unforeseen event. Although it may
be a plan that companies hope to never use, it is important to have
it so that addressing challenges is more structured and functional.

COMPANY
Fast food service is a profitable business that with very little investment can
generate a secure income. “Pollos Rostizados” is a company founded with this
idea. His work began in 2002, under the command of only one person, he
managed to generate good top profits assuming that he would follow the same
course for many years, where he managed to create a solid company.

LOCATION
The company is located on Constitución street with Zaragoza, downtown area of
Ciudad de Camargo Tamaulipas Mexico near the Northeast bus station.

MISSION
"Our mission is to offer our customers an exceptional dining experience, providing
the most delicious roast chicken and fresh, high-quality sides. We are committed to
satisfying the most demanding palates with authentic flavors and friendly, efficient
service."

VISION
" We see ourselves as the first option in consumers' minds when they want to enjoy
a delicious roast chicken, recognized for our excellence in flavor, quality and
service. "We aspire to expand our presence and become a leading brand at the
regional level, always maintaining our commitment to customer satisfaction."

VALUES
Quality: We strive to offer fresh, high-quality products in every meal we serve.

Authentic flavor: We seek to preserve the authenticity of our flavors, using

traditional recipes and fresh ingredients.

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Customer Service: We prioritize customer satisfaction, providing friendly, attentive
and efficient service at all times.

Integrity: We operate with honesty, transparency, and ethics in all our actions and
business relationships.

Innovation: We are committed to continuous improvement, seeking new ways to

surprise and delight our customers with innovation in our products and services.

GENERAL OBJECTIVES
Customer Satisfaction: Maintain high levels of customer satisfaction through the
quality of our products and services.

Market expansion: Expand our geographic presence, opening new branches in

strategic locations.

Brand development: Consolidate our brand as synonymous with quality and flavor
in the roast chicken food market.

Operational efficiency: Optimize our internal processes to guarantee efficiency in

the production and delivery of our products.

Social Responsibility: Contribute positively to our communities through responsible

business practices and corporate social responsibility actions.

SPECIFIC GOAL
Implement planning that benefits the optimization of processes to reduce monetary
losses.

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PROBLEMATIC
Sales registration and analysis do not match. Currently, the company's staff is
drastically reduced, for reasons beyond the control of the company. The lack of
personnel influences the process and coordination of the tasks that were
previously assigned, and that each employee carried out as such. Now the same
number of operations must be carried out within the company, but with fewer staff.
The owner of the company believed that the lack of employees would not affect it if
everyone acted faster in the operations process, but that was not the case.

One of the affected processes was the registration and analysis of the products
sold. By using the speed of employees to place customer orders, prepare the
order, deliver the order, collect, and give change, all staff interact with the cash
register and cash, which is how the problems arose.

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SOLUTION
IMPLEMENTATION OF A STRATEGIC OPERATIONAL PLANNING
ANALYSIS OF THE SITUATION
Problem Identification: Lack of staff has led to a decrease in the accuracy of sales
recording and analysis due to work overload on the remaining staff.

Impact of the Problem: Lack of accuracy in recording and analyzing sales can lead
to financial errors, loss of income, and difficulties in making informed business
decisions.

Underlying Causes: Lack of staff has led to increased workload, making it difficult
for staff to efficiently handle all assigned tasks.

STRATEGIC OBJECTIVE
Implement a more efficient sales recording and analysis system that streamlines
the process and reduces the workload of remaining staff, while ensuring the
accuracy of financial data.

STRATEGIES AND ACTIONS

Sales Process Automation:

Invest in an automated point-of-sale system that streamlines the sales registration

process and minimizes human error.

Train remaining staff in the effective use of the new system to ensure a smooth
transition.

Reorganization of Tasks:

Review and redefine staff roles and responsibilities to optimize operational

efficiency.

Assign specific tasks to each employee according to their skills and abilities,
ensuring an equitable distribution of the workload.

Implementation of Standardized Procedures:

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Establish clear and detailed standard operating procedures (SOPs) for each stage
of the sales process, from registration to analysis.

Train remaining staff in strict adherence to POS to ensure consistency and

accuracy in all operations.

Continuous Monitoring and Feedback:

Establish a regular monitoring system to monitor the performance of the new POS
system and the overall efficiency of the sales process.

Gather feedback from staff on any challenges or areas of improvement identified

and adjust procedures as necessary.

MEASURING SUCCESS
Reduction in sales registration errors.

Increased accuracy of sales analysis.

Improved operational efficiency, measured by a reduction in time spent on

administrative tasks.

Increased customer satisfaction due to faster, more accurate service.

IMPLEMENTATION DEADLINE
Implementation of these strategies is expected to take approximately 2-3 months,
with continued review and adjustment as necessary during that period.

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RESULTS
REDUCTION IN SALES RECORD ERRORS
Implementing an automated point-of-sale (POS) system reduces reliance on
manual registers, significantly decreasing the likelihood of human error in the sales
registration process.

Standardizing operating procedures also helps minimize errors by providing clear

and consistent guidelines for staff.

INCREASE IN THE ACCURACY OF SALES ANALYSIS

With a more accurate and reliable sales recording process, the quality of data
available for analysis is improved.

The availability of accurate and up-to-date data makes it easy to identify sales
trends, analyze product performance, and make informed strategic decisions.

IMPROVEMENT IN OPERATIONAL EFFICIENCY

Automating the sales process reduces staff workload by streamlining
administrative tasks.

Reorganizing tasks and assigning clear roles allows for a more equitable
distribution of workload, improving overall operational efficiency.

GREATER CUSTOMER SATISFACTION

Implementing an automated POS system speeds up the customer service process,
reducing wait times and improving the overall customer experience.

Accuracy in sales recording and order fulfillment contributes to a more satisfactory

customer experience by minimizing errors and ensuring consistency in service.

COSTS REDUCTION
Improved operational efficiency and reduced errors can lead to a decrease in
operating costs associated with error correction and rework.

Optimizing processes can generate additional savings by reducing time spent on

administrative tasks and improving staff productivity.

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CONCLUSION
By applying the proposed operational strategic planning, we expect to see a
significant improvement in the accuracy, efficiency and owner satisfaction in sales
registration and analysis operations in the company, which will ultimately contribute
to stronger and more profitable business performance.