SAGAFALABELLA

MEMBERS:

VALERIA ALEXANDRA GUILLEN MAYHUIRE

SHARONE STEPHANY SANCHEZ SANCHEZ
ALED VANNESA ESPINOZA SANCHEZ
CARMEN ROSMERY ROJAS GOMEZ

COURSE

INTEGRATION LABORATORY I: ANALYSIS AND DIAGNOSIS

ORGANIZATIONAL

SHIFT:
19:00-22:00
Content
1. History...................................................................................................................................................................5
2. MISSION................................................................................................................................................................6
2.1. What is my product?.....................................................................................................................................7
2.2. Who is my client?..........................................................................................................................................7
2.3. What need do we satisfy?.............................................................................................................................7
2.4. What benefits do we provide?......................................................................................................................7
2.5. How do we meet the need?..........................................................................................................................7
2.6. What technology is important?.....................................................................................................................7
2.7. What is your main input?..............................................................................................................................8
2.8. WHAT VALUES ARE IMPORTANT?.................................................................................................................8
2.9. WHY DO WE DO IT?.......................................................................................................................................8
3. VISION:.................................................................................................................................................................. 8
4. BUSINESS MODEL CANVAS....................................................................................................................................9
5. Falabella Saga organizational chart.....................................................................................................................10
5.1. Organization Chart and Executive Team of Banco Falabella........................................................................11
6. CHARACTERISTICS OF THE FUNCTIONAL AREAS..................................................................................................11
6.1. ADMINISTRATION AND MANAGEMENT..........................................................................................................12
6.2. MARKETING AND SALES..................................................................................................................................12
6.3. OPERATIONS AND LOGISTICS..........................................................................................................................12
6.4. FINANCE AND ACCOUNTING...........................................................................................................................12
6.5. HUMAN RESOURCES.......................................................................................................................................12
6.6. INFORMATION AND COMMUNICATIONS SYSTEM..........................................................................................13
6.7. TECHNOLOGY AND DEVELOPMENT RESEARCH...............................................................................................13
7. EXTERNAL AND INTERNAL FACTORS OF SAGA FALABELLA..................................................................................13
7.1. EXTERNAL FACTORS........................................................................................................................................14
7.1.1. The rise of the dollar............................................................................................................................14
7.1.2. COVID-19 Impact.................................................................................................................................14
7.1.3. Natural Appearance ( PHENOMENON of the child).............................................................................15
7.1.4. PRESENCE OF NEW COMPETITION......................................................................................................16
7.1.5. TECHNOLOGICAL EVOLUTION WITHIN THE SECTOR............................................................................16
7.1.6. POLICY.................................................................................................................................................17
7.2. INTERNAL FACTORS.........................................................................................................................................17
7.2.1. Administration and management........................................................................................................18
7.2.2. Marketing and sales.............................................................................................................................18
7.2.3. Operations and logistics. Infrastructure..............................................................................................18
7.2.4. Finance and accounting.......................................................................................................................18
7.2.5. Human Resources................................................................................................................................18
7.2.6. Information and communications system...........................................................................................18
 7.2.7. Technology and research and development........................................................................................18
8. MAIN JOBS..........................................................................................................................................................19
 Executive Director......................................................................................................................................19

Illustration table
Illustration1 Front of SAGA FALABELLA.........................................................................................................................5
Illustration2 Saga ranked 8th in Great Place to work....................................................................................................6
Illustration3 Ursula Corberó as the new face of SAGA..................................................................................................7
Illustration4 Inauguration of Saga Falabella at the MALL PLAZA in Comas...................................................................8
Illustration5 Post from Diario Gestión.........................................................................................................................14
Illustration6 List of collaborators of the PFD control and prevention against COVID 19.............................................15
Illustration7 Support campaign for the victims of the huayco....................................................................................15
Illustration8 News from the newspaper LA REPUBLICA..............................................................................................17
1. HISTORY

Falabella opened its first store in 1955, initially under the name Sears
Roebuck.
In 1988, Sears became Saga (Andean Department Store Society)
In 1995, Saga merged with the retail Falabella, giving rise to Saga
Falabella SA.
In 2001, Saga Falabella became the first department store chain to focus
on the cities in the interior of the country, starting with Trujillo,
Chiclayo and Piura.
To this day, Saga Falabella continues working to be closer to Peruvians.

Illustration1 Front of SAGA FALABELLA

TYPE OF LEGAL PERSON: SA

TYPE OF COMPANY: Large
CLASSIFICATION: Commercial

1
2. MISSION

Satisfy and exceed the expectations of our customers, through a purchasing

experience that optimally combines products, services, environment and
coexistence, thus achieving their repeated preference.

Illustration2 Saga ranked 8th in Great Place to work

1.1. What is my product?
»Technology.
»Electro home.
»Furniture.
»Bedroom.
»Home deco.
»Crate&barrel.
»Sports.
»Shoes.
»Woman fashion.
»Men's fashion.
»Children's fashion. Illustration3 Ursula Corberó as the new face of SAGA
»Toy store and baby
fashion.
»Beauty.
»Dermocosmetics.
»Accessories.
»New categories.
»Settlement.

1.2. Who is my client?

General public in general are people over 18+

1.3. What need do we satisfy?

Mark and organize merchandise by area, for immediate
location for customers.

1.4. What benefits do we provide?

Good attention.

Advisors to facilitate the location of the needed merchandise.

Exclusive discounts.

1.5. How do we meet the need?

Providing an optimal purchasing experience for required services and
products.

1.6. What technology is important?

Marketing, social networks, television media where we can carry
information.
1.7. What is your main input?
The clothing items.
Technological artifacts.
Personal beauty.
Bedroom.

1.8.WHAT VALUES ARE IMPORTANT?

Great team.
Commitment.
Initiative.
Honesty.
Austerity.

1.9.WHY DO WE DO IT?
For a vocation to care, helping others.

3. VISION:
Contribute to improving the quality of life of our clients in each of the
communities in which we operate.

Illustration4 Inauguration of Saga Falabella at the MALL PLAZA in Comas

The vision answers the question: (What results do we want to

achieve in the future?).
Well, by working for an organization we improve our economy by contributing to the
improvement of our quality of life.

3
 4. BUSINESS MODEL CANVAS
Key partners Key activities Customer Customer
Value proposal relationship segment
-Clients looking for
-Tenants -Social media -Saga Falabella: - Customer clothing, footwear,
of commercial -Omnichannel Offer mix that sells service (After- appliances,
spaces -Marketing fashion, home sales service, furniture, jewelry,
-Management of décor and tracking and home décor,
-Subsidiaries the Falabella appliances. dispatch) beauty products,
(Sodimac, directory travel and... safe
Maestro, Tottus -Attract new -Tottus: Low price - Fono 1. -Customers
Hypermarkets) clients with strategy: Sale of Compras with Credit
activity mass consumption, (telephone and/or
-Insurance Banking of groceries and home sales) Debit card
brokers Banco Falabella. use. Saga
- Virtual Falabella:
-Credit card -Sodimac: 56 stores Assistant for  Premium
users. specialized in home users Client
improvement (30  Elite Client
stores as a result of - Internet 2. - Normal
the acquisition of Banking Customer
Maestro) Application -Brands that seek
mass marketing of
Key resources - CMR Brand: Channels their products by
-Virtual Agreement with leasing commercial
Assistant Saga, Sodimac, Banco spaces
-Domain – Tottus Falabella App
Hosting (Android -iOS
-Tracking mobile
-Specialized application)
insurance
brokers Websites
-Network of (Omnichanne
ATMs affiliated l Strategy)
with CMR
cost structure Sources of income
- Support from the controlling group Falabella SA.
-Association in Participation Retail and Subsidiary Activities (from
-Subsidiaries department stores)
-Remodeling and evolution of the number of Financial: Financial and CMR Card
stores (Commercial Agreements)
- Employment and Payrolls
 5. FALABELLA SAGA ORGANIZATIONAL CHART
Structure:

It has a Matrix structure, because it uses personnel located in the

headquarters (Chile) at the time of its expansion to other countries and this
structure is also reflected within the countries where they are already
located.
General Directory:
Executive Director -Alex Zimmermann Franco
Financial Manager - Oscar Lauz Del Rosario
Commercial Manager -Edmundo Muñoz Deza
Human Resources Manager - Felipe Flores Gorritti
Operations Manager - César Hashimoto Kuroda
IT Manager (Information Technology)- Walter Rímac Narro
 1.1.Organization Chart and Executive Team of Banco Falabella

GENERAL MANAGER Mr. Christian Ponce Villagómez At the bank since 02/02/16. Previously, he
served as Central Manager of Consumer Banking, Marketing and Payment Methods at Banco
Financiero.

FINANCE MANAGER Mrs. Virginia de Amat Huerta At the bank since 10/19/16. Previously,
he served as Chief Administrative Officer at BTG Pactual Perú

CHANNELS MANAGER Mr. Fernando Marcos Martín In the company since 02/27/14.
Previously he worked as Marketing Control Manager at Barclays Bank.

BUSINESS MANAGER Mrs. Claudia Calanna Becerra CREDIT CARD In the company since
09/10/07. Previously he served as Brand Manager at Financiera CMR Chile.

OPERATIONS MANAGER Mr. Javier Chang (Interim) AND SYSTEMS In the company
since 11/15/13. Previously he served as Systems Manager at Rimac
Seguros.

RISK MANAGER Mr. Roberto Spada Moroni In the company since 08/21/13. Previously,
he served as Finance, Risk and Collections Manager at Financiera Uno.

HUMAN MANAGEMENT MANAGER Mrs. Rossina Castagnola Vásquez In the company since 07/01/14.
Previously she served as Corporate Director of Human Resources at Sinea. As of the date of
issuance of this annual report, Ms. Mónica Perales de Freitas holds the position of Human
Management Manager as of March 13, 2017.

AUDIT MANAGER Mr. Pablo Jhery Alonso INTERNAL At the bank since 07/01/14. Previously he served
as General Auditor of Mibanco. LEGAL MANAGER Mr. Marcel Cordero Cabrera At the bank
since 10/01/13. Previously he served as Senior Associate in Corporate matters at Estudio
Grau Abogados

6. CHARACTERISTICS OF THE FUNCTIONAL AREAS

1.1. ADMINISTRATION AND MANAGEMENT

1.2. MARKETING AND SALES

 1.3. OPERATIONS AND LOGISTICS

1.4. FINANCE AND ACCOUNTING

1.5. HUMAN RESOURCES

1.6. INFORMATION AND COMMUNICATIONS SYSTEM

 1.7. TECHNOLOGY AND DEVELOPMENT RESEARCH

7. EXTERNAL AND INTERNAL FACTORS OF SAGA

FALABELLA

1.1. EXTERNAL FACTORS

1.1.1. THE RISE OF THE DOLLAR

The devaluation of the sol against the dollar has a very significant role in Saga Falabella's income, since it
impacts department store sales on several fronts.
On the one hand, it makes imports more expensive, which reduces the company's profit margins,
increasing the cost of production, since the machinery used to make inputs or products is paid in dollars,
which translates into higher prices. for our final consumer. Even national companies have the opportunity
to be more competitive with respect to dollarized competitors like Falabella, since production costs in
soles can be covered with fewer dollars, further increasing our competition.
In this way, Saga is forced to raise its prices to compensate for the rise in the dollar, which reduces
demand for its products since people have less disposable income to buy, since many have to pay
mortgage loans.
This is clearly reflected in the company's sales results .

Illustration5 Post from Diario Gestión

1.1.2. COVID-19 IMPACT

As a result of the effect of Covid-19 on the Peruvian economy, we were able to observe one of the largest
falls in the last 100 years, since the measures adopted by the Government with the declaration of the
state of emergency since 03/16/2020, have limited the commercial activities of Saga Falabella, impacting
the economy of Peruvian companies and families, mainly affecting people's consumption capacity.
Likewise, we can observe that as a result of the restrictions that the Government has been imposing,
such as the curfew, the hours of service to the public have been reduced according to each risk area. It is
also important to mention that some of the Saga stores were reopened as of June 2020, with all stores
currently open. On the other hand, it should be noted that since 06/18/2020 shopping centers can
operate with a capacity of 50%. Improving to a greater extent in 2021 unlike 2020, since the restrictions
are currently more flexible .

Illustration6 List of collaborators of the PFD control and prevention against

COVID 19
 1.1.3. NATURAL APPEARANCE ( PHENOMENON OF THE CHILD)
The El Niño phenomenon does not leave economic activity unnoticed, it directly affects the sales
of Saga Falabella and its subsidiaries, slowing down the progress achieved, since most of the
sales income of department stores decreases due to the lower visitor flow, for days of little or no
attention and lack of stock.
Since the consumer is very concerned about solving their housing, economic and health
problems first.
Even the stores close earlier in coordination with the tenants since many of the workers live in
remote areas or those that have been affected.

Illustration7 Support campaign for the victims of the huayco

1.1.4. PRESENCE OF NEW COMPETITION

The entry of new retail companies has caused the number of clients that does not increase to be
distributed among more retail competition in the sector. A new competition is Paris. The department
store of the Cencosud group had a turnover of S/.121.4 million in the first 6 months of the year. While
Paris's market share is small, it is enough to slow the growth of larger chains like Saga Falabella.

Even fast-fashion stores are also taking away space in the fashion items market. Since its entry into the
market creates a new competitive environment, in which department stores and these new brands with
clear price and brand strategies are found, such as: Jhan Hida or Vintage 29 are offering even more
comfortable and localized prices. in more central locations for clients, in galleries recognized as 5
continents, located in the Center of Lima.

In this way, department stores must seek to reposition themselves in what is, until now, their most
important category: fashion and trends.
 1.1.5. TECHNOLOGICAL EVOLUTION WITHIN THE SECTOR

There are brands where technology moves at a pace that is often unattainable for retail companies, since the
budget is not enough to always acquire cutting-edge technology, placing Saga points behind the
competition. There are districts that have a great dependence on technology and the fact of not having
innovation or liquidity to always buy the most advanced technology, places Saga at a disadvantage
compared to the competition.

An example is the Xiaomi brand, which not only sells gadgets such as Smart Bands, Electric Scooters and
cell phones that you can only find in Xiaomi stores, but has also included a catalog of unique appliances
with a really competitive price, such as the rice cooker, washing machine, dishwasher. and smart
microwaves, which are controlled via cell phone, including the robot/wireless vacuum cleaner.

This competition makes our company Saga Falabella look less attractive in technological terms for reasons
of exclusivity and very advanced technology.
 1.1.6. POLICY

The presidential candidate of Free Peru, professor and union leader Pedro Castillo, proposes a drastic change to the
economic model currently in force.

He attacked business monopolies, specifically targeting the Saga Falabella department store chain in an interview,
stating that, if he wins, his government will focus on combating abuses, directly affecting Saga Falabella's
reputation.

Illustration8 News from the newspaper LA REPUBLICA

1.2. INTERNAL FACTORS

We consider the following seven critical aspects: administration and management, marketing and sales, operations
and logistics and infrastructure, finance and accounting, human resources and culture, information systems and
communications, and technology and research and development. This assessment focuses on finding strategies to
capitalize on strengths and neutralize weaknesses.

1.2.1. ADMINISTRATION AND MANAGEMENT

The main financial retailers propose a growing commercial and innovation aggressiveness in a context in which a
growth of more than 10% in consumer loans is estimated, as a consequence of greater family spending, despite the
fact that GDP growth projections .

1.2.2. MARKETING AND SALES

The Financial Retail Sector concentrates most of its business on the placement of credit cards, a product that by its
nature focuses its strategy on price and accessibility. By evaluating the 4Ps of marketing, the concentration on price
can be evident.
 1.2.3. OPERATIONS AND LOGISTICS. INFRASTRUCTURE
The Operations and Logistics area is responsible for executing the processes for the production of both goods and
services. It involves the functions of logistics, production, maintenance, and quality. Therefore, its management is
particularly complex and critical for the survival, development, and competitiveness of the organization.

1.2.4. FINANCE AND ACCOUNTING

The Finance area has the responsibility of managing the economic resources necessary for the operation, as well as
any other resources, in the required quantity, with the appropriate quality, and at a reasonable cost. Within the
analysis of finance and accounting, the following indicators are considered for the analysis: liquidity, profitability,
solvency, and asset quality.

1.2.5. HUMAN RESOURCES

Human resources constitute the most valuable asset of any organization, since it mobilizes tangible and intangible
resources, making the operating cycle work, and establishing the relationships that allow the organization to
achieve its objectives.

1.2.6. INFORMATION AND COMMUNICATIONS SYSTEM

The advances in information in the Financial Retail Sector are useful for offering information, services, and products
in real time to its customers. In turn, they save costs and reduce service times.

1.2.7. TECHNOLOGY AND RESEARCH AND DEVELOPMENT

The constant search for excellence in consumer experience management has led companies to rethink their social
media marketing strategy and generate insight that identifies the needs of the target audience.

Conclusions:
By developing the internal evaluation, the external analysis can be complemented, allowing the identification of the
main strengths and critical success factors for the Financial Retail Sector, as well as being able to detect its
weaknesses, with which the interests and objectives of the sector can be developed to be able to face threats and
achieve the proposed vision.

8. MAIN JOBS

 Executive Director

Alex Zimmermann assumed the position of General

Manager of Saga Falabella on September 1, 2013. Having a
career of more than 22 years in the company.

He has a Master's Degree in Advanced Management

Program from Harvard Business School Executive Education
and is an Industrial Engineer from the University of Lima.
Leading a high-potential team and together with them he is working on the digital transformation of Falabella. in
order to make life easier for customers and transform their shopping experience.

Features:
ALEX ZIMMERMANN FRANCO
 It performs six basic tasks: setting goals; derive
goals in each objective area; organize tasks, activities and people; motivate and communicate, control and
evaluate; and, develop people and yourself.
 Assign all the gerencial posicions.
 Carry out periodic evaluations about the fulfillment of the functions of the different departments.
 Plan and develop short and long-term goals along with annual objectives and deliver projections of said
goals for the approval of corporate managers.
 Coordinate with administrative offices to ensure that records and their analyzes are being executed
correctly.
 Create and maintain good relationships with clients, corporate managers and suppliers to maintain the
proper functioning of the company.

Financial Manager
Economist from the Universidad del Pacífico, with an MBA from the School of

Wharton Business at the University of Pennsylvania. He has more than 10 years

of experience in Corporate Finance performing different roles within
investment banks. He joined Falabella Perú in March 2018, as Structuring
Manager of the Falabella Group. From

On February 6, 2020, he assumed the position of Corporate Finance Manager of

the Falabella Group. OSCAR LAUZ DEL ROSARIO

Features :
 Attend audits carried out by Internal Comptroller and External Audit.
 Prepare financial and asset statements of the System.
 Report the financial situation of the System to the General Manager of the system.

Commercial manager

Systems Engineer from the National University of

Engineering with a Master's Degree in Business Administration at

ESAN. Commercial Manager of Saga Falabella SA since January 2007.

EDMUNDO MUÑOZ DEZA

Features:
 In charge of company marketing, promotion and advertising
 Direct strategies and policies in sales areas.
 Monitoring the evaluation of the company's products and services
  Design business plans and develop marketing strategies.
 Participates in the choice of commercial development axes and proposes
 new products.
 Coordinates the investigation of customer needs .


Human resources manager

Lawyer specialized in Human Resources, worked as

Human Resources Manager of the Albis Group, he joined the company in

June 2005.

FUNCTIONS FELIPE FLORES GORRITTI

 Represent, protect, promote and safeguard the interests of the
company.
 Provide advice on other employment matters, such as forecasting and
 social Security.
 Keep HR files updated.
 Propose and help implement company policies.
 Implement human resources procedures in accordance with the Worker Manual.

COO

Engineer, he was Manager at Cofide, Systems Manager at SAGA FALABELLA SA

since 1989.

 Monitor processes, programs and results.

 Execute daily operations of the computer center.
 Administration of the company's network and database.
 Organize data control procedures. Cesar Hashimoto Kuroda
 Train new non-IT personnel in the particularities of the company's system for the use of basic applications.
 Collect data for area problem analysis.

IT Manager (Information Technology)

Computer and Systems Engineer with more than 20 years of experience,
specialized in Project Management and Systems implementation, with
knowledge of the English language, high ability to achieve achievements and
goals, all actions taken are based on the values of honesty , continuous
improvement, respect and trust. He is trained to work under pressure and
prepared to establish and maintain relationships at all levels, with a gift for
command, leadership and a proactive attitude, with the ability to organize and
plan.

WALTER RIMAC NARRO

Features:
  1. Monitor processes, programs and results.
 2. Execute daily operations of the computer center.
 3. Administration of the company's network and database.
 4. Organize data control procedures.
 5. Train new non-IT personnel in the particularities of the
 company system for the use of basic applications.
 Collect data for area problem analysis .

INTERNAL ANALYSIS OF THE COMPANY WITH A SYSTEMIC APPROACH

 SUBSYSTEM OF GOALS AND VALUES:

Saga Falabella's contribution to society is linked to the work of a team of people committed to the organization,
aware of its development, professional and personal growth.

Our organization has survived for more than 68 years in Peru because Saga Falabella, as a place to work, offers its
collaborators an environment free of prejudices and stereotypes, paying special attention to the optimal balance
between personal and work life.

Keeping the customer at the center of decisions , promoting a transversal culture of service in our daily work is
fundamental in our path towards sustainability. We want to generate a good experience before, during and after
the purchase

Encourage care of the environment , through the “I am F, I am green” campaign. In this practice, they are
concerned about being friendly to the environment and that of people; To this end, we seek to encourage
sustainable mobility, which is why Saga Falabella provides spaces to store bicycles safely.

Stimulate altruism , through the volunteer policy by carrying out voluntary activity with collaborators. There are
Corporate volunteers and the collaborator has half a day off to participate in these activities.

Reinforce human rights , Through the gender equity workshop, carrying out workshops with a leading institution,
with the aim of reinforcing the organization's commitment to Human Rights and gender equality, since they are
convinced that opportunities are for everyone.

 PSYCHOSOCIAL SUBSYSTEM:

Our organization, through intrinsic motivation, has developed campaigns and impact on society.

EDUCATION IN OUR COMMUNITIES

Over the years, Falabella has sought different ways to support the communities where they are located. They are
convinced that the area where the greatest contribution can be made to generate real changes in society is
education. Sponsoring a school in each place where a store is inaugurated is its premise.
VOLUNTEERS: WORK WITH MEANING

Saga Falabella generates instances and encourages the participation of its team of collaborators in volunteer
activities. To this end, the hours that workers can allocate to these activities have been increased.
• TECHNICAL SUBSYSTEM

 STRUCTURAL SUBSYSTEM
FUNCTIONS:

Human  Staff recruitment and training  Calculate payroll payments

Resources management (payroll, bonuses, utilities,
 Office automation CTS)
 Labor legislation  Control and monitor Org
ani  EPS/IPS remuneration structure employment contracts zati
ona  Perform analysis of accounting l
accounts and calculation of
provisions, payment of PLAME
and AFPNET.
General  Money laundering prevention  Represent the Cooperative in
manager  Market analysis any other event
 SBS regulations and provisions  Plan, organize and direct the
administration of the
Cooperative
COO  Office automation  Develop strategies in
 Management tools purchasing, supply, storage
 Programming language and distribution procedures to
achieve maximum
effectiveness in its indicators
and with minimum costs.
Financial  Administrative and Financial  Supervise and approve
Manager Audit individual and consolidated
 Control of fixed expense financial statements,
budgets. accounting documentation,
 Short-term investment account statements, payrolls
purchase management. and tax settlement.

Communication:

TYPE OF
PROFESSION
KNOW SO THAT ?
EXECUTIVE Leadership skills, delegation of Lead the team to achieve the proposed
MANAGER responsibility and teamwork. objectives.

FINANCIAL Know about auditing and Attend audits and prepare the company's
MANAGER preparation of financial statements. financial systems.

Responsible for the promotion of the

Analyzes the market and creates
COMMERCIAL company, market research in order to
marketing and innovation strategies
MANAGER for new products.
innovate in products that can satisfy
customer needs.
HUMAN Passion for your work and for the Represent protecting and promoting the
RESOURCES well-being of the company and interests of the company as well as
MANAGER staff. ensuring the safety of workers.
 Monitor and execute daily
Organization and communication
computing operations.
COO skills.
 Train new staff to use basic
Computer knowledge.
applications.
Bosses in an organization have the task of improving communication between collaborators within the company to
avoid problems, planning both long- and short-term strategies. The work carried out within the organization has
the purpose of maintaining a good relationship and communication with its members.

For Saga Falabella, communication is one of its main means, so its associates and the company communicate with
transparency, with the tools to meet communication objectives.

A priority for Saga Falabella is to offer collaborators a stable job, with fair remuneration, along with a pleasant and
safe work environment for adequate performance of duties. At Falabella we work so that employees feel confident
in the company and can achieve both personal and professional growth within this company.

 ADMINISTRATIVE SUBSYSTEM

We will analyze this system in 5 levels.

1.Decision making
Decision making is decentralized, each department has its heads, who make the necessary decisions.
If necessary, go to the superior level of hierarchy.
2.Administrative Planning
 Objectives: Expand to other continents and continue to be the number one retail store in South America.
 Strategies : The expansion of its operations, either through the opening of new stores and/or the
expansion of existing ones, offering a great diversity of quality products, fashion and technology.
Action plan :
 *Store Opening: As of December 2020, there are 30 stores nationwide (17 in Lima, and 13 in the provinces).
 Diversity: Falabella acquires new brands between fashion and technology.
3.- Operational Control
How do I control the company?
Through feedback, monitoring (planning) of their collaborators, and they have an NPS where they see the
progress of each one.
4.- Coordination
How do they coordinate?
By WhatsApp, institutional email and use the TEAMS platform.
5.- information system
Saga Falabella has its own information system, and also provides training to its employees through TEAMS
meetings.

CONTINGENCY THEORY OF SYSTEMS

Given the global emergency derived from the spread of COVID-19, it is necessary to adopt appropriate measures to
respond to said disease, minimizing its impact on the health of workers, external personnel and clients as well as on
the operation of our company.
In this way, expenses have increased in:
-Fumigation 2 times a week in each store.
-Disinfectants at each entrance to the store.
-Alcohol gel dispensers.
-Digital thermometers.
That has generated unforeseen expenses in previous years, so in order to save and economize expenses, we have
included applicable plans increasing physical sales in store, online sales and phone purchases with immediate
delivery in store, pick-up in store and home delivery, the which also involves ensuring the health of workers,
external personnel, reducing customer capacity in our stores and limiting the increase in personnel.

RESPONSIBILITIES FOR COMPLIANCE WITH THE COVID-19 PREVENTION PLAN IN SAGA ALABELLA
The Store Managers, the Distribution Center Manager through the Operations Managers of each corresponding
headquarters, supervise and supervise compliance with the provisions of this plan.
The Human Resources Manager, Gonzalo Del Rio Goytisolo with DNI 40896311, is the person designated by the
Saga Falabella company to ensure strict compliance with this plan.

BUDGET AND PROCESS OF ACQUISITION OF INPUTS FOR FULFILLMENT OF THE PLAN

The following plan includes the acquisition of new supplies such as masks, thermometers, trays for cleaning shoes,
containers for disposing of contaminated materials and other cleaning materials necessary for the adequate
protection of our workers, clients and external staff, and also covers cleaning. and maintenance of all the
aforementioned headquarters .

WORKER PAYROLL
To guarantee our economization plan and delivery of missing products: the following list of workers has
been determined
Due to the deficiency in order delivery, the Chilean
capital company indicated that as a result of the
emergency it had problems distributing "some orders
on time", but that it would contact its customers one
by one to coordinate a new shipment or return.
Saga Falabella announced that in the next 10 days it
will deliver to its customers the products they sold
SUMMARY TABLE OF CONTINGENCY FACTORS
The
 Context factors
 Design factors
increase promotions such as “CMR Days. CLOSE
DOORS, F-DAYS, among others” They have focused
on the ease of purchasing with a CMR card, being
able to pay after three months without interest,
developing greater income through online sales
Lifespan : 132 years, since its origin in 1889,
when it was born as the first large tailoring
company in Chile under the command of
Salvatore Falabella until 2021.
Size : 217 stores and 13 shopping centers in
Chile, Peru, Argentina and Colombia.
The strategies that Saga Falabella has
implemented:
 Increase promotions such as “CMR
Days. CLOSE DOORS, F DAYS” among
others.
 They have focused on the ease of
purchasing with a CMR card, being able
to pay after three months without
interest.
 Develop greater income through online
sales channels
INFORMATION MANAGEMENT IN THE COMPANY

SAGA FALABELLA, COMPANY WITH THE HIGHEST RECORD OF

COMPLAINTS IN ONLINE PURCHASES

During the pandemic, consumers reported incidents against 338 companies, placing Saga Falabella as the most
reported supplier with 12,313 reports.

We managed to locate the 4 functional areas in conflict that intervene in the lack of effectiveness of our
corporation, affecting its image and credibility.

Falabella Saga: Company with the highest complaints registered in details of charges not impacted on their
purchases due to failures in the app, money refunds, and slow response to their cases.

We can evaluate that the following areas are in conflict: e-commerce, administrative, finance and technical areas.

E-commerce: There is no correct information on product details.

Administrative : It is observed that there is a lack of calibration and focus on these consecutive problems.
Finances: It impacts the company's finances due to the errors that have to be solved and the references that are
made, causing sales through this online channel to decrease due to bad experiences.

Technical: Technical workers and those in charge in the information area should have more emphasis on solving
the problem with the app, to avoid or reduce cases of failures.
 The vertical structure method is indicated for this conflict, since we will need a system with active
communication and reporting between the E-commerce area and the technical area to resolve incidents
and avoid continuous sanctioning procedures.
Consumer reports:
(Between March 2020 and March 2021)
- Alerts for non-delivery of products 9250
- No refund of money 3279
- Incomplete order 2560
- Order cancellation due to lack of stock 2341
-Product failures. 2157
We rescue centralized decision making, as there are many reports, more leadership and a high capacity to
resolve internal conflicts are needed in this case, company self-governance (trusting responsibility in
collaborators) for rapid response in virtual stores.
This structure will also help us facilitate communication between employees and department stores to be
able to coordinate the delivery of products with faults or incomplete orders.

RESOURCES, CAPABILITIES AND SHORTCOMES OF THE ORGANIZATION

FINANCIAL RESOURCE
As Parent Support: Saga Falabella has the solid support and expertise of its Chilean shareholder, SACI Falabella. The
group has a presence in Argentina, Chile, Colombia, Brazil, Peru, Uruguay and in Mexico, where Peru is the most
important subsidiary after Chile in terms of revenue and EBITDA.

Saga Falabella has a high cash generation capacity since, together with Banco Falabella, they are the fund providers
of the local holding company, which has allowed it to finance the expansion of the other businesses that are
present in Peru.
The benefits of Saga Falabella by having its subsidiaries : Maestro-Sodimac and Tottus.

 The support of its controlling group, Falabella SA, a holding company dedicated to retail trade in Latin
America.
 Its leadership position in the market, and in the different commercial and financial sectors in which it
operates, facing increasing competition.
 The operational, financial and commercial conditions under which it operates, which generate synergies in
related activities, some of them with forms of joint venture contracts, permanently determining new
business opportunities.
 The growing trend of its income, with an average annual growth in the last five years of 8.56%, obtained
thanks to the mix of its retail offer.
 His leadership in the retail businesses in which he participates: Saga Falabella, Tottus and TMH).
 The development of market technologies that seek to enhance the purchasing experience of its customers.

PHYSICAL RESOURCE
In Peru, there are three groups that control 60% of the mall business (Real Plaza, Parque Arauco / Inmuebles
Panamericana and Open Plaza) and they also compete in this sector: Mall Plaza (Falabella), Mall Aventura (Ripley),
Urbanova (La Rambla), Graña y Montero (Parque Agustino), Cencosud, Corporación EW (Plaza Norte and Mall del
Sur), Jockey Plaza and PUCP (Plaza San Miguel). The competition to win customers and make their processes
efficient is key to staying in the market, each part of the organizations must be efficient to respond to the purpose
of business profitability, which is why storage and distribution processes cannot be neglected.
Process management
The process management applied by Saga Falabella is a management discipline that helps company management
identify, represent, design, formalize, control, improve and make the organization's processes more productive to
achieve customer trust.
We propose that well-managed processes are the following:

1. Consideration of the first client and demonstrate it with their indicators.

2. They take into account the purpose of the process.
3. They satisfy their internal needs and users.
4. Participants in the processes who are sensitized, understood, trained, motivated and empowered.
Training Plan Objectives
1. Prepare personnel progressively for the efficient execution of their functions and responsibilities in their
respective jobs.
2. Provide personal development opportunities to all employees to increase their potential; thus contributing to
raising and maintaining a good level of individual efficiency and collective performance.

3. Modify attitudes to help create a satisfactory work environment, increasing motivation and institutional
development.

Saga Falabella warehouse procedure

PROFITABILITY OF THE FALABELLA GROUP

Calculation of the total profitability of the Saga group for the year 2020
Gross profit 2020 S/. 880,822,000 total
Expenses and taxes 2020 S/. 708,224,000 total
Net profit 2020 S/. 172,598,000 group total
Total payment to employees 2020 S/. 263 065 000
Example: Payment to Saga Falabella Centro Cívico warehouse employees 2020 S/. 318 249
ROI= Gross profit x 100
Total active

Saga Group ROI = 172,598 x 100

703 686
Saga Group ROI = 24.52
That is, the group wins 24. 53 soles for every 100 soles of investment.

Technical: Saga Falabella's activities are enhanced by the activities of Banco Falabella Perú, which manages the
CMR and CMR Visa credit cards; and it has been an important driver of growth and constitutes an advantage over
other retailers or specialized chains that do not have a financial arm.

Size: The main strategy of Saga Falabella department stores in Peru has been the expansion in the number of
stores, which was manifested in the opening of at least one store per year since 1998. The average growth rate of
the number of department store locations between 2000 and 2006 was 21.3% annually, rising to 18
establishments. Saga Falabella went from 4 to 12 stores, while Ripley went from 3 to 9 stores. For 2019 and the
following two years, both Saga Falabella and Ripley have investment plans; While Saga Falabella opened three new
locations in Ica, Cajamarca, and Trujillo, expanded its store in Chiclayo, and has plans to open at least two more
until 2021, Ripley plans to add seven locations until that same year.

Department Stores in Peru:

In our country, the department store sector has always had a small number of participants. As you can remember,
in the 80s there were only Oeschle and Sears Roebuck, which competed in some way with the specialty stores
Scala, Galax, Hogar, among others. Subsequently, Oeschle closed and Sears was acquired by SAGA (Sociedad
Andina de Grandes Almacenes), thus remaining the only operator in the market. However, Saga had to deal with
the serious economic problems that the country faced in the early 1990s, which led to a substantial reduction in
consumers' purchasing power.

Department stores obtain the products they market through two sources: national suppliers and imports, with
purchasing agents in the main cities of the world, especially in Asia, where most of the imported products come
from. The stores are supplied from local suppliers mainly in the furniture, clothing and footwear categories; while
the operators' imports consist of clothing, appliances and toys. Purchases of merchandise arrive at distribution
centers and department stores, from which they are distributed to points of sale.

Department store operators are among the top 5 importers of consumer goods in Peru.
HUMAN RESOURCES
Experiential Marketing

In recent years, psychology has substantially influenced the field of marketing as it has become aware of the
implication and impact that emotions have on behavior. One of the currents of marketing that has taken into
consideration the great importance that our emotions have in our purchasing decisions is Experiential Marketing,
because as one of its main authors, Bernt Schmitt, points out, today the consumer chooses a certain product or
service “for the experience it offers before the purchase and during its consumption” rather than for its cost-
benefit evaluation

Training and personal experience

Saga Falabella SA, uses the company's website as a means to call staff, requesting mandatory compliance with the
position profile, through induction and training. Regarding the evaluation, it takes into account knowledge tests,
personal interviews, curriculum vitae and experience for the hiring of personnel, informing them of the working
conditions, salaries and other benefits at the time of signing the contract for a certain period.

As Flores (HR Manager) mentions: "While it is true that we are a results-oriented and detail-oriented business, we
know that our leadership style has four key words that helped us achieve it: knowing our people and listening to
them, motivating them, and also to look for something fundamental that few companies talk about, which is loving
them: at Saga Falabella we do not admit people who do not love their people. Finally, the fourth word is to demand
them. We feel that we are like a good family father to our people. We have developed that in these more than 10
years."

Staff adaptation

Today they have training programs, such as the Sales Manager Trainee Program, in which people from different
stores apply every four months, take exams, and those who pass go on to manager training programs. Likewise,
they have a diploma for the leaders of the organization and the Liderarte program, aimed at the company's star
salespeople.

They receive semiannual training according to the area and brand of the product where customer service,
commercial induction, and general information are prioritized.

Maintenance of competitive advantages

Today they have more than 7,000 employees, more than US$ 1,000 million in turnover and net profits of more than
US$ 50 million. Without a doubt, it has been a decade of growth, but also of challenges for the company.

The monthly remuneration payment is credited to the worker's account, in addition to receiving a bonus as an
incentive to comply with their quota established by the company. In the event of an unforeseen economic event, it
provides them with salary advances, loans divided into installments to be deducted from their pay slips, and in the
event of the death of a direct family member, it provides financial support.

Saga Falabella SA has the necessary tools to motivate its staff with effective remuneration according to the role
they play within the company.
TECHNOLOGY RESOURCES

In recent years, Falabella has been one of the companies that has been most concerned with innovation and new
technologies, developing a large number of projects that have given great results.

The Holding was awarded first place in the Perception of Innovation Ranking in the Retail category, organized by
Best Place to Innovate 2013, in addition to receiving a special award for its advances in the field of e-commerce.

For Ricardo Alonso, Falabella's corporate e-commerce manager, innovation has been one of the pillars of the
conglomerate and that they have managed to make the retailer what it is today. “The growth we have experienced
in recent years has been largely due to the incorporation of new technology, which allows us to coordinate millions
of customers, with thousands of products in hundreds of stores. The processes have been systematized and we
have more sophisticated technological solutions,” said the executive.

The technologies implemented by Falabella

Click And Collect: The system was implemented in 2007 and consists of buying online and collecting in store.
Falabella is the only retailer nationwide to use this method. This system has been replicated in other countries
where Falabella operates, obtaining very good results.

Mobile adaptation: Falabella is the only Chilean retailer that has created a mobile version of its website.
Falabella.com is completely adapted to be viewed through mobile devices.

Technology in the sales area: Devices have been placed to support the sale of sneakers that simplify the process of
searching for sizes and colors. The seller scans the product and you can find out availability and stock, without
having to go to the warehouse. It allows you to offer better customer service by providing instant information
about the product.

E-commerce: In recent years, work has been done to strengthen the technological infrastructure and processes in
order to guarantee the quality and speed necessary in the implementation of services and functionalities.
Logistics: We have made significant technological improvements throughout our shipping system, which allows us
to have dynamic control of delivery capacities where precise delivery times for our clients' orders can be
established and thus significantly improve compliance with delivery deadlines. delivery agreed with customers.

REPUTATION

Finally, the reputation variable was developed based on the Walsh & Beatty (2007) model, which consists of five
variables: customer orientation, good employer, reliable and financially solid company, product quality and
customer service, and responsibility. social and environmental. For this research, customer orientation and the
quality of the product perceived by the customer were considered as subvariables of the reputation of the online
store.

The online store is concerned about its customers, they treat them fairly, considering their rights, above and
beyond the money that customers spend in the online store. On the other hand, the perceived product quality
subvariable considers the extent to which the online store supports its products and services offered.

DESCRIPTIONS:
Every company, whether large or small, has its resources, capabilities and shortcomings.
In this part we will see the shortcomings of the company we are analyzing, Saga Falabella.

 Segmentation of its styles: Saga Falabella, compared to other department stores, has a very poor
segmentation of styles, which many people distinguish and prefer over the competition.
 Better Communication with its customers: Saga Falabella has had many problems with the delivery
of its products or the refund of money to its customers, something that is very important for the
consumer, making them prefer the competition.

An approach based on the Theory of Resources and

capabilities for Strategic Analysis.
A Practical Framework (GRANT, 1991).
 Open more stores for its public, taking
advantage of the reception it has with Peru
and thus continue growing as a company
STRATEGY

One of its great resources is the reception it

has by Peruvian citizens and being among
the Great Place to Work makes people POTENTIAL FOR One of the shortcomings
prefer it and take advantage of the SUSTAINABLE of its resources would be
competition . COMPETITIVE ADVANTAGE the lack of style
segmentation and more
variety of products.
Which we, as analysts,
The company has the ability to greatly
believe should be added
influence people, which means they have a
series of programs (“I am F, I am Green”,
volunteering, workshops and various
CAPABILITIES and improved in order to
continue being preferred
trainings). by their clients.

Its strengths are: The reception it has in Peru for

the quality of its products and the good service
they have with them, among others, and among
its weaknesses would be: the inconveniences
RESOURCES
they have when delivering orders online
BIBLIOGRAPHIC REFERENCES:
History, mission and vision:
https://www.academia.edu/12359119/SAGA_FALABELLA
https://www.falabella.com.pe/static/staticContent/content/minisitios/Inversionistas/pdf/
FP_Clasificacion_Class_-_4Q_2018.pdf
https://es.slideshare.net/OscarSantosPeriche/saga-falabella
https://www.falabella.com.pe/static/staticContent/content/minisitios/Inversionistas/pdf/
SF_ClasificacionJun17_4Q2017.pdf
https://es.scribd.com/doc/231619904/FINAL-DO-2-docx
https://www.peru-retail.com/factores-debilitan-ventas-saga-falabella-ripley-peru/
Model Canvas: https://www.falabella.com.pe/static/staticContent/content/minisitios/
Inversionistas/pdf/SF_ClasificacionJun17_4Q2017.pdf
https://www.falabella.com.pe/static/staticContent/content/minisitios/Inversionistas/pdf/
FP_Clasificacion_Class_-_4Q_2018.pdf
Organization chart:
https://www.falabella.com.pe/static/staticContent/content/minisitios/Inversionistas/Directorio/
Directorio-SA.html
External and internal factors:
https://infomercado.pe/indecopi-bcp-saga-falabella-y-ripley-son-las-empresas-con-mas-quejas/
https://www.peru-retail.com/noticias-sector-retail-10/
https://www.falabella.com.pe/static/RDF/site/home-new/assets/img/PLAN-PARA-LA-VIGILANCIA-
PREVENCION-Y-CONTROL-DE-COVID-19-EN-EL- WORK.pdf?v5
https://www.larepublica.co/globoeconomia/dardos-del-candidato-presidencial-peruano-pedro-
castillo-contra-latam-y-falabella-3153488
https://www.falabella.com.pe/static/RDF/site/home-new/assets/img/PLAN-PARA-LA-VIGILANCIA-
PREVENCION-Y-CONTROL-DE-COVID-19-EN-EL- WORK.pdf?v5
Main jobs:
https://camaraperuchile.org/saga-falabella/
https://pe.linkedin.com/in/alex-zimmermann-franco-1a92519
https://pe.linkedin.com/in/oscar-lauz-901ba318
https://pe.linkedin.com/in/edmundo-mu%C3%B1oz-deza-63a19873#:~:text=Edmundo%20Mu
%C3%B1oz%20Deza%20%2D%20Gerente%20Comercial%20%2D %20Saga%20Falabella%20%7C
%20LinkedIn
https://www.infocapitalhumano.pe/recursos-humanos/equipos-rr-hh/equipo-rr-hh-saga-falabella-2/
https://pe.linkedin.com/in/030404
https://pe.linkedin.com/in/cesar-hashimoto-kuroda-80b59a109
https://pe.linkedin.com/in/walter-r%C3%ADmac-narro-265a4857