Faculty of Industrial and

Systems Engineering

BUSINESS PLANS

Castro Retes Augusto

MEMBERS: >
G Paredes Prado Milagros
G Surichaqui Torres Melissa
G Toulier Luna Fabiola
G Vasquez Garro Valeria
( Zapata Zapata Estefania
BEFORE
 INKAFARMA
arose
l
During the year 1990 Eckerd Group
______________
J.
In 1998 He opened the first pharmacy in
Lime
Chiclayo
Its economic activity is
Product commercialization

Pharmacists
On February 27, the general meeting agreed to change Cosmetics
the company Eckerd to InRetail Pharma SA Food for medical use

InRetail Pharma SA
 MIFAR
arose M This is one of the
In November most developed
2005 The hand companies
of Swiss
Chemistr
Its first location y
In Pueblo Libre, Lima
was
inaugurated

Mifarma begins its Arequipa

expansion

Quicorp. SA
It is a holding company
It owns 100% of the shares in Peru
of Química Suiza

On July 12, 2018, the General Meeting

InRetail Pharma SA agreed to the merger of Quicorp with
Química Switzerland
Mifarma d

■+■ Inkararra
BUSINESS Apothecary - Perfumery

PLAN
 VALUE
NEG PLAN Y
e Prudence
V
V Austerity
MIPHARM V Perseverance
A V Respect
V Warmth

Mifarma Family.

Offer its clients pharmaceutical
products and perfumery items of
the best quality, with competitive
prices, at a national level, having
strategic and attractive locations,
which
That their clients recognize them as
the Peruvian Pharmacy Chain that
takes care of them, offering them not
only the best prices but the best
service, making a difference in the
market and ensuring that their
collaborators
Goals
Offer modern shopping places
that have a wide variety of
products of the best quality

Have personalized customer

service and attention offering a
better shopping experience.
YO'
(0ho
0H020oc
1
'«w- 7 .'ap,.E
 PROGRAMS
Mifarma's strategy, for its part, is to
turn it into a “drugstore” “Wallet of the
Saving"
The brand is focusing on the field of V Instant discount purchases
beauty
V You accumulate points –
money
“High and low pricing” s of
W0CU
your future
shopping 52Mifarma
0•n

“Patient R
28 "(
Support” 03a
smmi
md
 INKAFARMA

ISIO
N
M
Y Change the history of health in
Carry with warmth and the communities where they
optimism, health, well-being operate, through the best
and savings to all the quality, the best price and the
communities in Peru . best people

VALUES "Eestae
N"

V Teamwork
V Customer Service Culture
V Community and Social
Responsibility
 Increase profitability

Increase the level of sales

SALES

Goals Achieve customer satisfaction and

loyalty

Attract and retain new clients

Be leaders in quality of service

and products

Ensure the growth of Inkafarma

Strategies
good advertising

Price strategy

Price fixing More health

at the best
price”

They promote their culture and adequate work

environment
reflected in the warmth and optimism with
which
they serve their clients
 Number of
pharmacies

Mifarma

I Inkafarma

Income of S / 1,414 million in the third

quarter of 2020.

Savings in the manufacturing,

distribution and marketing of your
products.
ec,,.
ANAL
• As a strategic plan
presents “The savings wallet ”

YSIS INKAFARMA
MIPHARM
LOW PRICES ALL
A Discounts
and
Their products generally
Mifarma presents discount maintain low prices.
promotions only on specific INK
dates A
It has a large number of stores
Form strategically located
It has a smaller number of throughout the country.
O
stores that are located in
central locations.
“Inkaclub” represents
a strategic plan
, wkaClib
 CONCLUSIONS
01 It can be statistically concluded that there is a difference in markets
between Mifarma and Inkafarma

While Inkafarma seeks to reach a

02 greater audience through its low prices every day. On the other
hand, Mifarma seeks a loyal audience by providing exclusive offers

RECOMMENDATION
S
Mifarma should implement succession strategies that allow
planning the possibilities of development and promotion in the 01
different areas.

It is beneficial that both Inkafarma and Mifarma maintain their

different business approaches.
02
 Analysis of the 5 Competitive Forces Model
ORTE: TO
by Michael Porter

Threat of entry New

Sector rivalry
Chain of transnational pharmacies competitors ■ Competitors in large chains
Expansion into the medicines sector of ■ Low prices on a large scale
private insurance
Village pharmacies

Power of Rivalry
between Bargaining power
negotiation of the
companies of consumers
suppliers
competitors

Supplier power Buyer power

■ Exclusivity on certain lines ■ Clients have multiple alternatives
Credits and offers in conditions Products buys
unfavorable substitutes ■ Little brand loyalty
■ Variety of products
Substitution risk
■ Natural medicines
BIBLIOGRAPHY :

Management. (2018). Inkafarma: “With Mifarma we would have 2,245 pharmacies

and 18% of the pharmacies in Peru.” February 6, 2021, from Gestón Website:
https://gestion.pe/economia/empresas/inkafarma-mifarma-tendriamos-2-245-farmacias-18-
boticas-peru-225983-noticia/?ref=gesr

V Mifarma. (2020). About us Mifarma SA. February 6, 2021, from Mifarma SA Website:
https://www.mifarma.com.pe/nosotros

^ PerúRetail. (2019). Peru: What are InRetail's plans for InkaFarma and Mifarma? February 6, 2021,
from PerúRetail Website: https://www.peru-retail.com/planes-de-inretail-para-inkafarma-y-mifarma/

Ep
V Great Place To Work. (2020). Inkafarma. February 6, 2021, from Great Place To Work Website:
https://www.greatplacetowork.com.pe/inkafarma