Business Plan

BUSINESS PLAN
“COMMERCIAL STRENGTHENING AND ADDED VALUE TO

THE PRODUCTIVE CHAIN OF AROMATIC HERBS IN
THE PROVINCE OF SIHUAS – ANCASH REGION”
Huaraz – Ancash – Peru

2014
INDEX
PRODUCTIVE PROPOSAL......................................................................................3
1 BUSINESS IDEA................................................................................................3
1.1 BUSINESS DEFINITION...............................................................................3
b) References of the productive proposal................................................................4
c) Experience...........................................................................................................4
1.2 DEFINITION OF THE NAME............................................................................5
2 MARKET RESEARCH...........................................................................................5
Aromatic and Medicinal Plants: Tariff Classification................................................5
Evolution of Peruvian Exports....................................................................................5
1211909090 - OTHER PLANTS, PARTS OF PLANT, SEEDS AND FRUITS.......6
OF USES IN PERFUMERY, MED............................................................................6
2.1 COLLECTION OF SECONDARY AND PRIMARY INFORMATION.......8
• Secondary Information........................................................................................8
• Primary information:...........................................................................................8
■ Demand :.................................................................................................................8
2.3 COMPETITOR ANALYSIS...........................................................................9
■ Offer :..................................................................................................................9
Rosemary..................................................................................................................10
Thyme.......................................................................................................................10
■ Marketing analysis.............................................................................................10
INTERNATIONAL AROMATIC HERBS MARKET............................................11
MAIN WORLD IMPORTERS.................................................................................12
2.5.2 Market Structure ........................................................................................12
2.6 DETERMINATION OF THE DEMAND-SUPPLY GAP............................13
3.3 AEO PARTICIPANTS..................................................................................15
3.4 PROFIT DISTRIBUTION STRUCTURE....................................................15
3.5 MEASURES TO AVOID MISMANAGEMENT OF AEO..........................18
THE GENERAL ASSEMBLY OF PARTNERS:....................................................21
The powers and functions of the President of the Board of Directors are:...............21
The powers and functions of the Vice President are:...............................................21
The functions of the Secretary are:...........................................................................22
The functions and powers of the Treasurer are:........................................................22
The functions and powers of the Member are:.........................................................22
The functions and powers of the Prosecutor are:......................................................22
4 BUSINESS PLANNING...................................................................................23
4.1 SITUATIONAL DIAGNOSTIC...................................................................23
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4.2 BUSINESS OBJECTIVES............................................................................23
SWOT ANALYSIS......................................................................................................24
SWOT MATRIX..........................................................................................................25
4.4 STRATEGIC ALLIANCES AND BUSINESS OPPORTUNITIES.............26
5 MARKETING PLAN........................................................................................27
5.1 PRODUCT STRATEGY...............................................................................27
5.2 PRICE STRATEGY......................................................................................27
5.3 PROMOTIONS STRATEGY........................................................................27
5.4 DISTRIBUTION STRATEGY......................................................................28
6 SALES PLAN....................................................................................................28
7 OPERATIONS PLAN.......................................................................................29
7.1 TECHNICAL ASPECTS PRIOR TO THE START OF PRODUCTION... .29
THYME....................................................................................................................29
ROSEMARY............................................................................................................30
MINT........................................................................................................................30
CHAMOMILE..........................................................................................................30
KEDRON..................................................................................................................31
7.2 DEFINITION OF THE PRODUCTION PROCESS.....................................31
Flow of the process...................................................................................................32
7.5 LABOR REQUIREMENT ...........................................................................36
7.6 OPERATIONAL REQUIREMENTS OF THE AEO....................................36
8 GENERAL FEATURES...................................................................................37
8.1 LICENSES AND RIGHTS............................................................................37
8.2 INCENTIVES, EXEMPTIONS AND LIMITATIONS................................37
8.3 ENVIRONMENTAL IMPACT PLAN.........................................................37
9 FINANCIAL ECONOMIC PLAN....................................................................39
9.1 INVESTMENT PLAN...................................................................................39
INVESTMENT.............................................................................................................41
Investment Schedule according to Items:.................................................................42
Schedule by items and goals.....................................................................................42
9.2 INVESTMENT FINANCING SOURCES....................................................43
9.3 ASPECTS OF CO-FINANCING.......................................................................45
9.3.1 JUSTIFICATION OF CO-FINANCING...................................................45
9.3.4 CONTRIBUTION OF THE AEO...................................................................45
9.4 OPERATION AND MAINTENANCE COSTS...........................................46
9.5 DETERMINATION OF INCOME................................................................47
9.5.1 SALE PRICE..............................................................................................47
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Sale Prices In Sihuas............................................................................................47
9.5.2 DETERMINATION OF INCOME............................................................47
9.6 BREAKEVEN ANALYSIS...........................................................................49
■ Marginal Contribution.......................................................................................49
■ Breakeven..........................................................................................................49
■ Profit and Loss Statement..................................................................................49
■ Projected Cash Flow..........................................................................................50
■ Profitability Assessment....................................................................................50
10.1 BASELINE INDICATORS...........................................................................51
11 CONCLUSIONS..................................................................................................54
Technical record...............................................................................................................61
Construction of Aromatic Plant Dryer.............................................................................61
PHOTO PANEL.......................................................................................................70
1
PRODUCTIVE PROPOSAL
1 BUSINESS IDEA
The business consists of strengthening the Association of Organic Producers of

Aromatic Plants in the area of marketing and added value of the productive chain of
aromatic herbs that they manage, with the aim of promoting economic and social
development in the area. With the acquisition of materials and equipment in this
link, the aim is to provide sustainability to the association that has been producing
aromatic herbs and with this contribution it will significantly contribute to improving
the quality of the product and therefore entering better national and international
markets.
1.1 BUSINESS DEFINITION
The Association of Organic Producers of Aromatic Plants - SIHUAS, aims to

improve the marketing of a wide variety of aromatic herbs, for culinary use,
preparation of aromatic and medicinal drinks in Peruvian homes. We seek to
reach the consumer's kitchen directly with a durable product for the moment of
preparation, with a product that, due to its presentation, can be kept on hand
and can be easily preserved in kitchens.
The differentiating element of APEPA lies in the fact that aromatic herb plants
are currently sold directly fresh, therefore there must be a very clear need to
go and look for them. With our proposal we want to be close to the consumer,
in the places that they frequent when making their purchases, in a place where
they can see them and the need to purchase them is generated, they include
them as a product in their basket and see them as a Excellent alternative to
replace other products that are normally found in supermarkets and stores,
such as condiments, sauces, dried herbs, fresh herbs and aromatic drinks,
among others.
Its presentation will be an important element to make the product attractive:
• Variety of species offered
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• Presentation of the dry plant
• Sticker with the name of the species
• Label with the name of the plant, its description, origin, uses, properties,
care and recipes
a) Location of the proposal in the production chain
Location of the Productive

Tick
Chain
Production
Transformation x
Commercialization x
b) References of the productive proposal
The increase in consumers, in the United States and Europe, for herbs or
species that are used as food infusions, medicinal or as a condiment to
season meals.
Consumer concern about preserving their health, the growing preference
for organic products, the spread of native species and the dispersion of
Asian and Latin American ethnic groups around the world are some of the
factors that explain the increase in the use of these herbs. .
The processing of medicinal herbs remains concentrated in Europe,
especially France, as well as in some Asian countries. Other production
areas include Yugoslavia, Germany, Bulgaria and Hungary.
Brazil is a strong supplier to the European Economic Community and
Japan, starting in the 1980s, giving impetus to the planning of the
cultivation of certain species. Brazil is the third largest exporter of herbs and
spices to the countries of the European Union.
The most important destination for aromatic products is the United States,
which concentrated 17% of the value and volume of world exports. Ten
countries imported 60% of the available volume and value, they were:
United States, Germany, Japan, United Kingdom, France, Singapore,
Malaysia, Spain, Netherlands and India
c) Experience
Since 1996, the Association of Organic Producers of Aromatic Plants has

been promoting the development of the production of aromatic herbs, which
has had a growing trend in production and marketing. Currently it has
assumed the productive chain approach and generate added value to the
production of aromatic herbs, to improve its positioning in the national
market and market directly to the external market with the sponsorship and
support of Sierra Exportadora.
Hierbas Aromáticas de Sihuas Pachachin SA - HAPSSA is a local company
established in 2004 that has machinery and that, in agreement with
APEPA, will be in charge of providing processing and packaging services
for the production and APEPA, with the support of Sierra Exportadora, will
carry out the marketing. internal and external aromatic herbs
1.2 DEFINITION OF THE NAME
“COMMERCIAL STRENGTHENING AND ADDED VALUE TO THE
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PRODUCTIVE CHAIN OF AROMATIC HERBS IN THE PROVINCE OF
SIHUAS – ANCASH REGION”
2 MARKET RESEARCH
Peru is a country rich in natural resources and its wealth is based on its great biodiversity;
having contributed to the world with around 2,000 plants with healing properties. The
mountainous part of Peru has a very important diversity of aromatic and medicinal plants.
In recent years, interest in natural products has been increasing significantly, mainly
medicinal plants and aromatic herbs for their healing properties, whose consumption does
not cause harmful effects on human health and consequently does not present side effects
or sequelae.
Currently we are witnessing the boom of medicinal plants and aromatic herbs in the World
Market due to the preference in their consumption, having seen a notable development as
alternative medicine in various countries around the world. Likewise, Peruvian companies
with export experience are introducing these value-added products into the international
market, which is a good indication that we can successfully venture into this business
alternative.
Aromatic and Medicinal Plants: Tariff Classification

In the tariff classification, heading 1211 whose tariff description consists of “ Plants,
parts of plants, seeds and fruits of species used mainly in perfumery, medicine or
for insecticidal, parasiticide or similar uses, fresh or dried, whether or not cut,
broken or powdered .” Contains products such as ginseng, coca leaf, oregano, cat's
claw and lemon verbena; These products have a specific subheading which is
detailed below, and others such as basil, chamomile, boldo, eucalyptus, horseleaf
and others grouped under the stock subheading 1211.90.90.90.
Item 1211 also contains Peretro (Peritro) whose plant is used as an insecticide and
Poppy Straw from which opium is extracted; For the latter, no production and export
data have been recorded in our country.
Evolution of Peruvian Exports

One of the main exported products of item 1211 is oregano, which exceeds the
export values year after year; During 2011, exports of this product exceeded 11.4
million dollars, increasing the amount by 4.4% compared to the previous year.
As for cat's claw, although it reached an exported amount of US$ 454 thousand
during 2011, this decreased by -25.5% compared to 2010. On the other hand,
lemon verbena exports have been increasing, as has oregano, year after year;
However, this product has shown notable growth in recent years; So much so that
in 2011 exports increased by 58% as can be seen in the following table, exceeding
US$ 108 thousand.
For the subheading of other plants, a growing trend is also observed for exports of
various varieties of aromatic and medicinal plants, among those exported are
chancapiedra, boldo, annatto leaves, basil, ayahuasca, molle, muña, chuchuhuasi ,
graviola leaves, palo santo, valerian, chamomile, calaguala, camomille,
chancalagua, chacruma, culen, cuti cuti, dandelion, eucalyptus, valerian, lemon
verbena, sand flower and many others; Overall, exports during the last year
exceeded US$ 5 million, growing by 36.5% compared to 2010, whose exports
amounted to almost US$ 4 million.
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1211909090 - OTHER PLANTS, PARTS OF PLANT, SEEDS AND FRUITS
OF USES IN PERFUMERY, MED
MAIN EXPORTING COMPANIES

%Var 12-
Company %Part. 12
11
COUNTRY HOME SA 4% 39%
ECOMPAL SAC -- 7%
ORGANIK COSMETICS SAC 1574% 6%
PRODUCTS OF THE COUNTRY SA 65% 5%
ECOLOGICOS COMPAL DEL PERU SAC -11% 4%
CGS GENERAL DISTRIBUTION SAC 63% 4%
AMAZON HEALTH PRODUCTS SOCIEDAD A... 24% 3%
AGRISALBA SA -74% 3%
VR PERU EXPORT EIRL 166% 3%
Other Companies (126) -- 21%
Source: SUNAT
MAIN MARKETS
%Var %Part. FOB-12
Market
12-11 12 (thousands
USA -4% 65% US$)
3,487.30
Bangladesh 136% 11% 592.09
Canada -14% 4% 209.98
China -57% 3% 171.76
Germany 23% 3% 167.76
Chili -33% 2% 85.75
Mexico -45% 2% 85.49
New Zealand 1646% 1% 75.44
Vietnam -- 1% 56.64
Other Countries -- 8% 452.72
Source: SUNAT (31)
TOP 10 IMPORTING COUNTRIES

Total Tax
%Var %Part
No. Country 2012
12-11 12
(million
1 USA 16% 16% US$)
272.48
2 Japan 6% 10% 198.51
3 Germany -8% 10% 224.55
4 Singapore -5% 5% 113.57
5 Hong Kong -5% 5% 100.03
6 China 44% 4% 62.91
7 France 7% 4% 81.80
8 South Korea 2% 4% 78.09
9 Malaysia 10% 4% 66.92
10 Canada 2% 4% 71.38
1000 Other Countries -9% 34% 743.47
Source: COMTRADE (134)
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TOP 10 E XPORTING COUNTRIES
Total Exp.
%Var %Part
No. Country 2012
12-11 12
(million
1 China US$)
11% 36% 652.81
2 India 19% 10% 165.03
3 Germany -5% 7% 143.26
4 Egypt -33% 4% 123.55
5 USA -13% 4% 87.79
6 Hong Kong 7% 3% 59.83
7 Poland 5% 3% 59.37
8 Singapore -11% 3% 61.74
9 France 2% 3% 51.69
10 Mexico 19% 3% 42.85
1000 Other Countries -8% 25% 546.16
Source: COMTRADE (120)
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2.1 COLLECTION OF SECONDARY AND PRIMARY INFORMATION
To collect the information, primary and secondary sources were used, all in order to
obtain as much information as possible to prepare the business plan.
• Secondary Information
Consisting of statistical information from Minagri, ADEX, SIICEX and studies on
various economic, social, cultural, legal, technological topics linked to the chain of
aromatic herbs in Peru, which can influence the business proposal, this information
must be selected from reliable, official sources that are verifiable.
• Primary information:
This information was obtained through the meeting with the board and producers of
APEPA Association of Organic Producers of Aromatic Plants held on 12/11/13 at
6:00 PM in the town of Sihuas. In this meeting, the SWOT of the Association was
worked on with the participation of the producers.
Surveys were carried out, obtaining descriptive and quantitative information from the
106 partners, and verifying their plantations. This information was processed to
deduce the relevant indicators of the business and socioeconomic situation of the
association.
2.2 DEMAND ANALYSIS
■ Demand :
The consumption of aromatic plants has experienced sustained growth due to their
nutraceutical nature, that is, they satisfy nutritional needs and have benefits that also
promote health.
Aromatic plants have versatility in presentation and use: they are consumed fresh,
dried and ground; It is used for direct feeding, it is medicinal and for the
pharmaceutical and food industries. They have advantages for marketing: they can
be stored for long periods, they have few problems with pest attacks – rodents and
others. , higher price margins are obtained for added value.
In the case of Sihuas, the production of oregano, rosemary and thyme is mainly
aimed at the national market. Currently, the production of aromatic species is being
commercialized in the markets of Lima, Chimbote and Trujillo.
Currently, APEPA has managed, with the support of Sierra Exportadora, to articulate
the productive chain of the aromatic herbs of rosemary and thyme with the Company
Inka Fresh SAC, to the US market and there is demand from the European market
that can be met with the increase in new growing areas and new varieties of
aromatic herbs. The current demand for the foreign market from companies linked to
Sierra Exportadora is 150 tons of dried herbs.
The demand for new environmental dryers comes from new producers who will
expand their crops with aromatic herbs.
Format for analysis of demand and potential client

ANALYSIS OF THE DEMAND AND PROFILE OF THE POTENTIAL
No Required information Description
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In 2013: 150 tons
to) Demand size
Company that currently
b)
buys wholesale.
Inka Fresh SAC
Company dedicated to the export of aromatic
c) Potential client profile
herbs
■ Who are they?
■ Years of experience in 5 years
the market
■ When do they buy? All year
■ Why do they buy? To export to the international market
■ What do they use the The export they make goes for direct
product for? consumption
Lime
■ Where do they live or LIME. PASEO PARODI STREET #387
work?
cell phone Tel.: 2215585
E-mail
2.3 COMPETITOR ANALYSIS
It is currently known that the areas producing aromatic herbs are Tacna, Moquegua
(oregano), Arequipa, Cajamarca and Ancash. It is estimated that the cultivated area of
this product reaches 750 hectares, with an average annual production of 3,220 kg per
hectare-year. Their production is mainly aimed at the Lima market and they also serve
the large cities of the Peruvian coast.
With respect to rosemary, thyme, mint, chamomile and lemon verbena, there are
production areas in Huancavelica, Ayacucho, Arequipa, Junín and Ancash, but with
non-significant areas.
The strategy to face internal competition is based on the following aspects:

• Direct our production to the foreign market and in the national market to the markets
of Lima, Chimbote and the northern markets (Trujillo, Chiclayo and Piura);
• Continue improving technology to increase productivity;
• Post-harvest handling (drying and storage) to guarantee a good quality product;

• Generate added value to production, through rigorous selection, classification and
appropriate packaging.
• Diversify the supply of dried herbs, in addition to exotic ones, incorporate native
herbs.
The strategy to face external competition is based on the following aspects:

• Continue with production with organic management and manage organic
certification in the future.
• Diversify production through added value (for example oils, vacuum
packaging, etc.).
■ Offer :
It is currently known that the oregano producing areas are Tacna, Moquegua,
Arequipa, Cajamarca and Ancash. It is estimated that the cultivated area of this
product reaches 750 hectares, with an average annual production of 3,220 kg per
hectare-year.
With respect to rosemary and thyme, there are references to production areas in
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Huancavelica, Arequipa, Junín and Ancash, but with non-significant areas.
To supply the national market such as Lima, Chimbote and Huaraz, APEPA sells
3,000 kilograms of dehydrated leaves (oregano, rosemary and thyme) annually. We
must also indicate that there are producers who go directly to the Chimbote market,
with oregano and rosemary.
The supply of dried aromatic herbs comes from the production areas located in the
districts of Sihuas, Cashapampa, Ragash, San Juan, Quiches and Cusca. Currently
there are 30 hectares and at the end of the 2015 agricultural campaign it is projected
to reach 100 hectares.
Rosemary
Two types of rosemary are sold: whole green dried rosemary and ground dried
rosemary. In addition, it is sold fresh and also mother plants for propagation.
Thyme
Two types of thyme are sold: whole green dried thyme and ground dried thyme. In
addition, it is sold fresh and also mother plants for propagation.
The crops of mint, chamomile and lemon verbena to date are not significant, it is
expected with the present PN to increase and motivate their production considering
the great demand for these products.
■ Price analysis.
Sale Prices In Sihuas

Product Unit of Sale Price 1/
measure
S/.
ment
Dried Thyme kg 7.15
Dried Rosemary kg 7.20
Mint kg 9.00
Chamomile kg 11.20
Kidron Kg. 14.00
1/ Placed in Plant (Sihuas), without VAT.
Preparation: Consultant
Source: Regional Directorates of Agrarian Information of the Ministry of Agriculture and Irrigation
■ Marketing analysis
The production of dried herbs is family plots. It is organized by a production committee
at the village level with the purpose of facilitating technical assistance and training,
the provision of inputs and implementing the internal control system for future organic
certification.
APEPA is the union that at a general level represents its partners in negotiations with
other actors, such as local governments, and also coordinates purchase and sale
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prices with the market. Manage and administer the productive inputs intended for
producers of aromatic herbs (organic fertilizers, rooted cuttings, drying materials, etc.)
APEPA, with the support and sponsorship of the Sierra Exportadora Program, has the
role of articulating the national and external market, in addition to managing and
operating the future organic certification. In addition to the collection, processing and
marketing of dried herbs.
2.4 ANALYSIS OF SUPPLIERS
CONCEPT DESCRIPTION
Characteristics of the supplier There are 50 hectares planted and in

market (quantity, size and power). production of aromatic herbs
Presence of substitutes in the They do not exist for the industry

supplier market.
Interest in supplying new Yeah
economic units.
Dependence on critical input, Plastic packaging
offered by a supplier.
None
The cost of changing suppliers.
2.5 MARKET STRUCTURE
2.5.1 Previous analysis
INTERNATIONAL AROMATIC HERBS MARKET
The international herbs and spices market is traditionally destined for expert consumers
with extensive experience. The trade structure and marketing channels are the same for
aromatic herbs and medicinal species. There are very few who only deal with medicinal
plants.
Producers interested in being an active part of this market can join it if their production
responds to good quality and with distinctive properties to those already existing, in
terms of aroma, flavor, color, content of essential oils and fundamentally presentation of
the product. to compete with traditional suppliers. The growing conditions are also very
important since high levels of organic components are required for these products;
practically the market does not accept products with chemical concentrations.
It is a difficult market for those who want to enter directly without the intermediation of
traditional or established ones. Importers require commercial references from new
suppliers and are paid after receiving the merchandise, but not traditional suppliers, who
are normally paid. against the presentation of shipping documents.
Contracts are made based on samples of 20 to 100 grams, with a CIF quote for the port
of destination. There are contract models that specify quality, presentation, price,
transportation conditions, arbitration and payment conditions.
It is estimated that spices move around US$6 billion in the global market and that the
sector is growing 5 to 6% per year.
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In the international spice trade, a value of more than 1.5 billion dollars is traded
annually. The three countries with the largest participation in the supply, according to
the average figures exported between 1997 and 2005, were Indonesia, with an average
annual amount of 144 million dollars; India, with 126, and Brazil, with 97 million.
Within Latin America and the Caribbean, Brazil, with the amount just indicated, is the
only country of importance in the global spice trade. The next countries in the region
export much lower quantities: Guatemala, 33 million dollars, and Mexico and Jamaica,
only 6 million each.
In terms of demand, the United States is the main importer, since it purchases
approximately 20% of the herbs traded in the world. Of that total, approximately 15%
generally comes from Latin America and the Caribbean.
The current market for culinary aromatic herbs has a sufficient supply in the EU market,
therefore the entry of new suppliers will have to displace existing ones by offering at
least the following:
o Better quality and without microbiological or chemical contamination

o Volume
o Stability in the offer
o Competitive prices, which implies that costs must be at least equal to those of
competitors.
MAIN WORLD IMPORTERS

The first 10 importing countries concentrate 61% of the total imported:
or United States : 18,6
or Germany : 7.8 %
or Japan : 7.8 %
or Singapore : 7,1 %
or France : 4,1 %
or Netherlands : 3,8 %
or Saudi Arabia : 3,4 %
or United Kingdom : 3,2 %
or Hong Kong : 3,2 %
or Spain : 3,0 %
2.5.2 Market Structure .
Below is a table that summarizes the main characteristics of the various market
structures:
Markets
Characteristic Perfect Monopolistic
Competition Competition Oligopoly Oligopsony
Monopoly Monopsony
Number of
Many - - - - -
Claimants
Number of
bidders in the Many - - - - -
industry
Product Feature Homogeneou
- - - - -
s
Barriers to entry Free entry
- - - - -
and exit. and exit
Price Accepting
- - - - -
determination price
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Availability of
information
Complete - - - - -
(prices, goods
and supplies)
Concentration
zero - - - - -
coefficient
In Peru, perfect competition develops, where the demand for this product is greater
than the supply at the national level, hence the increase in imports in recent years.
According to national agricultural data, we do not record production of aromatic herbs,
but some productive areas have been identified in the country.
2.6 DETERMINATION OF THE DEMAND-SUPPLY GAP
At the national level there is a supply that does not exceed the country's internal
demand; part of the national production has always been destined for the foreign
market.
In the national market, the demand for thyme and rosemary is low, and there is
currently an overproduction of oregano that is driving the price down. Surpluses of this
product are being exported.
The consumption of organic products worldwide has a growing trend. The

consumption of aromatic plants has experienced sustained growth due to their
nutraceutical nature, that is, they satisfy nutritional and health needs as well.
The expansion of the cultivated area of rosemary and thyme and the new areas of
mint, chamomile and lemon verbena are motivated by the good prices they currently
have, especially by the proven quality obtained in the Sihuas area.
Page | 13
3 ORGANIZATION
3.1 LOCATION OF THE AEO
Department ANCASH
Province SIHUAS
Districts Ragash, Cashapampa, Quiches,

San Juan
Address Sihuas Town
Populated Center Sihua
Does the population center belong to
the district capital? NO
Is the population center rural or urban? RURAL
3.2 COMPOSITION OF THE AEO BOARD OF DIRECTORS
Names and surnames ID

President Daniel Chavarria Dela Cruz 33240708
Secretary Demetrio Isabel Castillo Fabián 33242471
Treasurer Gumersindo Estrada Córdova 40648766
Fiscal Socimo Idelfonso Estrada 33243236
Vocal
- Legal Representative of the Legal Entity:
Names and surnames DANIEL CHAVARRIA DELA CRUZ

Post PRESIDENT
- Data of the person with whom the communication must be made
Vladimi Caceres Salazar
Jr. Eulogio From the 1063

river
943229925
Vladimiralex50@hotmail.com
Names and
surnames
Exact direction
Cell phone
Email
Page | 14
3.3 AEO PARTICIPANTS
Kind of person Number
Associated natural persons 106
Men who integrate 104

Women who integrate 2
3.4 PROFIT DISTRIBUTION STRUCTURE
Profit Distribution Period

Annu
al
No. BENEFICIARY Sex District Populated Center ID UTILITIES
1 Mario Liborio Barros Jesus V Ragash tucush 33242337 0.94

2 Julian Pedro Sanchez Vega V Ragash tucush 80498118 0.94
3 Aquiles Cervantes Sevillano Mori V Ragash tucush 33242528 0.94
4 Tomas Aquino Rosales Sevillano V Ragash tucush 33240163 0.94
Doroteo Alejos Rojas V Ragash tucush
5 33240220 0.94
Salome Alejos Rojas M Ragash tucush
6 33243391 0.94
Rolando Oyola Machado V Ragash tucush
7 41717077 0.94
Gregorio Oyola Machado V Ragash tucush
8 33243090 0.94
Marcelino Velasques Jesus V Ragash tucush
9 10576015 0.94
Walter Jamanca Roman V Ragash tucush
10 80510874 0.94
Ambrocio Acuña Sánchez V Ragash tucush
11 33242816 0.94
Francisco Fredy Barros Agreda V Ragash tucush
12 41500561 0.94
Augusto Barros Jesus V Ragash tucush
13 33243273 0.94
Baltazar Poma Córdova V Ragash tucush
14 33240327 0.94
Alejandro Flores Barrionuevo V Ragash tucush
15 33241036 0.94
Nemecio Martines Fabian V Ragash tucush
16 33240145 0.94
Eusebio Barros Jesus V Ragash tucush
17 33240722 0.94
Hermógenes Cresencio Puri Ágreda V Ragash tucush
18 33240945 0.94
Cosmer Rolando Quezada Córdova V Ragash tucush
19 41375241 0.94
Gumercindo Estrada Cordova V Ragash tucush
20 40648766 0.94
Daniel Chavarria De La Cruz V Ragash
21 Collot 33240708 0.94
Noel Chavarria Estrada V Ragash
22 Collot 48197429 0.94
Elias Fabián Córdova V Ragash
23 Collot 33243630 0.94
Pedro Teófilo Puri Agreda V Ragash
24 Collot 33243252 0.94
Floiran Valverde Izaguirre V Ragash
25 Collot 33242950 0.94
Demetrio Isabel Castillo Fabián V Ragash
26 Collot 33242471 0.94
Manuel Santos De La Cruz Jesus V Ragash
27 Collot 42425460 0.94
Socimo Idelfonso Estrada V Ragash
28 Collot 33243236 0.94
Page | 15
Antonio Margel Vasquez Ponte V Ragash
29 Collot 33240111 0.94
Gaudencio Velazques Rojas V Ragash
30 Collot 33240629 0.94
Bernandino Sevillano Ildefonso V Ragash
31 Collot 42977982 0.94
Irenio Estrada Machado V Ragash
32 Collot 33242595 0.94
Damián Florencio De la Cruz Minaya V Ragash
33 Collot 33243572 0.94
Elmer Estrada Espinoza V Ragash
34 Collot 41500565 0.94
Ruben Sevillano Estrada V Ragash
35 Collot 47130336 0.94
Edgar Sevillano Estrada V Ragash
36 Collot 33243699 0.94
Justo Morillo De la Cruz V
37 Ragash Quingao 33253288 0.94
Cleber Morillo Roman V Ragash
38 Quingao 40648779 0.94
Wilson Yuli Morillo Roman V
Agusto Teodoro Cuevas Morillo V Ragash
40 Quingao 33253340 0.94
Amelio Moises Cuevas Liñan V Ragash
41 Quingao 40105999 0.94
Andrés Fermín Velásquez Aguilar V Ragash
42 Quingao OO994045 0.94
Miguel Ángel Velásquez Liñán V Ragash
43 Quingao 43158586 0.94
Sebastian Aparicio Flores Chasin V
Felipe Chavarria Villanueva V Ragash
45 Quingao 33253169 0.94
Baldomero Leandro, Acuña Vidal V Ragash
46 Quingao 33253332 0.94
Eucebio Acuña Castillo V Ragash
47 Ullucutay 33243635 0.94
Gregorio Francisco Vidal Acuña V
48 Ragash Ullucutay 33252978 0.94
Juan Cipriano Casahuamán Obregón V
49 Ragash Ullucutay 33246782 0.94
50 Agustin Cordova Alejos V Ragash Huayllapampa 33253072 0.94
51 Manuel Braulio Flores Villanueva V Ragash Huanza 33240323 0.94
52 Sergio Robustino Flores Villanueva V Ragash Huanza 33240324 0.94
53 Gaston Alfredo Aysanoa Cordova V Ragash Paicaran 33243214 0.94
54 Emilio Quiñones Meza V Ragash Blanket 32802888 0.94
Edwin Gabriel Castillo Espinoza V
55 Ragash Lachoj 33252809 0.94
Magno Poma Carrillo V
56 Sihua Puyuguero O3696447 0.94
Eduardo Jesus Agreda V
57 Sihua Puyuguero 43286132 0.94
Bernabé Ágreda Puri V
58 Sihua Puyuguero 40445583 0.94
59 Oscar Ventura Quezada V Sihua Agoshirca O6913600 0.94
Elmer Montero Obregon V
60 Cashapampa Cashapampa 32226313 0.94
61 Pedro N. Delacruz Chavarria V Cashapampa Beautiful view 32795515 0.94
Artemio Vega Rojas V
62 Cashapampa Pauca 33241945 0.94
Gregorio Edmundo Vega Ramírez V
Claudio Roman Mendez V
65 Casablanca APEPA Fund V Cashapampa pariah 0.94
66 Luciano Romám Vasquez V Quiches White House 33251366 0.94
Loyol Roque De la Cruz V
67 Quiches White House 33250896 0.94
Marcial Roque Dela Cruz V
Asencio Roque Dela Cruz V
Claudio Alonso López Verde V
Nestor Bonifacio Lopez V
Hernan Delacruz Alcantara V
Valentin Quiñones Vasquez V
Page | 16
Wilmer Quiñones Vasquez V
75 Candelario Quiñones Sabino V Quiches White House 33251570 0.94
Claudina Delacruz Lopez M
77 Antolino Anatolio Quezada Bonifacio V Quiches White House O7647306 0.94
78 Angeles Roque Bonifacio V Quiches White House 33251798 0.94
79 Senon Delacruz Bonifacio V Quiches White House 40598919 0.94
8 Alfredo Verde Quezada V Quiches White House 80683175 0.94
81 Limaco Delacruz Lopez V Quiches White House 80683174 0.94
82 Simeon Quezada Quispe V Quiches White House 33252128 0.94
83 Ramiro Delacruz Matos V Quiches White House 42428587 0.94
84 Eleuterio Tantas Melgarejo V Quiches White House 33251045 0.94
85 Maximo Teofilo Delacruz Lopez V Quiches White House 33251347 0.94
86 Wensislao Azaña Quezada V Quiches White House 33251015 0.94
Walter Pomaquispe Luera V
87 Quiches Jocosbamba 44832003 0.94
Dario Colchado Valerio V
Alberto Tantas Paz V
Reynerio Quispe Crisanto V
Alejandro Quispe Crisanto V
Alex Samuel Tantas Estrada V
Cesar Acuña Bonifacio V
Rosendo Castro Dionicio V
Wilson Pomaquispe Cordova V
Aldo Luera Crisanto V
Cresencio Luera Quispe V
97 Quiches Jocosbamba OO978781 0.94
Edinson Acuña Bonifacio V
Antolin Esteban Miranda Paz V
Medardo Paz Luera V
Rómulo Macario Alvarez Carranza V
101 San Juan Villegas 33254967 0.94
Rubén Lázaro Vergaray Alvarez V
102 San Juan Villegas 42297340 0.94
Alipio Cirilo Buiza V
103 San Juan cars 33255235 0.94
Tolentino Estrada Acuña V
104 San Juan Yanahirca 33255021 0.94
Hipólito Aguilar Estrada V
Orlando Estrada Acuña V
Page | 17
3.5 MEASURES TO AVOID MISMANAGEMENT OF AEO
Is fulfilled (Yes
Situation
or No)
Periodically inform natural persons or shareholders of the
YEAH
situation of the AEO
Inform the amendments to the statutes that are carried out YEAH
Periodic rotation of the board of directors YEAH
Partners or natural persons must have the right to call a board

YEAH
meeting whenever they see fit.
Partners or natural persons must be treated equitably. YEAH
3.6 WORK STRUCTURE IN THE AEO

Center Position in
No. BENEFICIARY Sex District ID
Populated the AEO
1 Mario Liborio Barros Jesus V Ragash tucush 33242337 Partner
2 Julian Pedro Sanchez Vega V Ragash tucush 80498118 Partner
3 Aquiles Cervantes Sevillano Mori V Ragash tucush 33242528 Partner
4 Tomas Aquino Rosales Sevillano V Ragash tucush 33240163 Partner
5 Doroteo Alejos Rojas V Ragash tucush 33240220 Partner
6 Salome Alejos Rojas M Ragash tucush 33243391 Partner
7 Rolando Oyola Machado V Ragash tucush 41717077 Partner
8 Gregorio Oyola Machado V Ragash tucush 33243090 Partner
9 Marcelino Velasques Jesus V Ragash tucush 10576015 Partner
10 Walter Jamanca Roman V Ragash tucush 80510874 Partner
11 Ambrocio Acuña Sánchez V Ragash tucush 33242816 Partner
12 Francisco Fredy Barros Agreda V Ragash tucush 41500561 Partner
13 Augusto Barros Jesus V Ragash tucush 33243273 Partner
14 Baltazar Poma Córdova V Ragash tucush 33240327 Partner
15 Alejandro Flores Barrionuevo V Ragash tucush 33241036 Partner
16 Nemecio Martines Fabian V Ragash tucush 33240145 Partner
17 Eusebio Barros Jesus V Ragash tucush 33240722 Partner
18 Hermógenes Cresencio Puri Ágreda V Ragash tucush 33240945 Partner
19 Cosmer Rolando Quezada Córdova V Ragash tucush 41375241 Partner
20 Gumercindo Estrada Cordova V Ragash tucush 40648766 Treasurer
21 Daniel Chavarria De La Cruz V Ragash Collot 33240708 President
22 Noel Chavarria Estrada V Ragash Collot 48197429 Partner
23 Elias Fabián Córdova V Ragash Collot 33243630 Partner
24 Pedro Teófilo Puri Agreda V Ragash Collot 33243252 Partner
25 Floiran Valverde Izaguirre V Ragash Collot 33242950 Partner
26 Demetrio Isabel Castillo Fabián V Ragash Collot 33242471 Secretary
27 Manuel Santos De La Cruz Jesus V Ragash Collot 42425460 Partner
Page | 18
28 Socimo Idelfonso Estrada V Ragash Collot 33243236 Fiscal
29 Antonio Margel Vasquez Ponte V Ragash Collot 33240111 Partner
30 Gaudencio Velazques Rojas V Ragash Collot 33240629 Partner
31 Bernandino Sevillano Ildefonso V Ragash Collot 42977982 Partner
32 Irenio Estrada Machado V Ragash Collot 33242595 Partner
33 Damián Florencio De la Cruz Minaya V Ragash Collot 33243572 Partner
34 Elmer Estrada Espinoza V Ragash Collot 41500565 Partner
35 Ruben Sevillano Estrada V Ragash Collot 47130336 Partner
36 Edgar Sevillano Estrada V Ragash Collot 33243699 Partner
37 Justo Morillo De la Cruz V Ragash Quingao 33253288 Partner
38 Cleber Morillo Roman V Ragash Quingao 40648779 Partner
39 Wilson Yuli Morillo Roman V Ragash Quingao 33254113 Partner
40 Agusto Teodoro Cuevas Morillo V Ragash Quingao 33253340 Partner
41 Amelio Moises Cuevas Liñan V Ragash Quingao 40105999 Partner
42 Andrés Fermín Velásquez Aguilar V Ragash Quingao OO994045 Partner
43 Miguel Ángel Velásquez Liñán V Ragash Quingao 43158586 Partner
44 Sebastian Aparicio Flores Chasin V Ragash Quingao 33253866 Partner
45 Felipe Chavarria Villanueva V Ragash Quingao 33253169 Partner
46 Baldomero Leandro, Acuña Vidal V Ragash Quingao 33253332 Partner
47 Eucebio Acuña Castillo V Ragash Ullucutay 33243635 Partner
48 Gregorio Francisco Vidal Acuña V Ragash Ullucutay 33252978 Partner
49 Juan Cipriano Casahuamán Obregón V Ragash Ullucutay 33246782 Partner
50 Agustin Cordova Alejos V Ragash Huayllapampa 33253072 Partner
51 Manuel Braulio Flores Villanueva V Ragash Huanza 33240323 Partner
52 Sergio Robustino Flores Villanueva V Ragash Huanza 33240324 Partner
53 Gaston Alfredo Aysanoa Cordova V Ragash Paicaran 33243214 Partner
54 Emilio Quiñones Meza V Ragash Blanket 32802888 Partner
55 Edwin Gabriel Castillo Espinoza V Ragash Lachoj 33252809 Partner
56 Magno Poma Carrillo V Sihua Puyuguero O3696447 Partner
57 Eduardo Jesus Agreda V Sihua Puyuguero 43286132 Partner
58 Bernabé Ágreda Puri V Sihua Puyuguero 40445583 Partner
59 Oscar Ventura Quezada V Sihua Agoshirca O6913600 Partner
60 Elmer Montero Obregon V Cashapampa Cashapampa 32226313 Partner
61 Pedro N. Delacruz Chavarria V Cashapampa Beautiful view 32795515 Partner
62 Artemio Vega Rojas V Cashapampa Pauca 33241945 Partner
63 Gregorio Edmundo Vega Ramírez V Cashapampa Pauca 33241035 Partner
64 Claudio Roman Mendez V Cashapampa Pauca 33240071 Partner
65 Casablanca APEPA Fund V Cashapampa pariah Partner
66 Luciano Romám Vasquez V Quiches White House 33251366 Partner
67 Loyol Roque De la Cruz V Quiches White House 33250896 Partner
68 Marcial Roque Dela Cruz V Quiches White House 33252005 Partner
69 Asencio Roque Dela Cruz V Quiches White House 33251318 Partner
70 Claudio Alonso López Verde V Quiches White House 33252057 Partner
71 Nestor Bonifacio López V Quiches White House 33251115 Partner
72 Hernan Delacruz Alcantara V Quiches White House 33251553 Partner
Page | 19
73 Valentin Quiñones Vasquez V Quiches White House 33251937 Partner
74 Wilmer Quiñones Vasquez V Quiches White House 33252062 Partner
75 Candelario Quiñones Sabino V Quiches White House 33251570 Partner
76 Claudina Delacruz Lopez M Quiches White House 45720605 Partner
77 Antolino Anatolio Quezada Bonifacio V Quiches White House O7647306 Partner
78 Angeles Roque Bonifacio V Quiches White House 33251798 Partner
79 Senon Delacruz Bonifacio V Quiches White House 40598919 Partner
8 Alfredo Verde Quezada V Quiches White House 80683175 Partner
81 Limaco Delacruz Lopez V Quiches White House 80683174 Partner
82 Simeon Quezada Quispe V Quiches White House 33252128 Partner
83 Ramiro Delacruz Matos V Quiches White House 42428587 Partner
84 Eleuterio Tantas Melgarejo V Quiches White House 33251045 Partner
85 Maximo Teofilo Delacruz Lopez V Quiches White House 33251347 Partner
86 Wensislao Azaña Quezada V Quiches White House 33251015 Partner
87 Walter Pomaquispe Luera V Quiches Jocosbamba 44832003 Partner
88 Dario Colchado Valerio V Quiches Jocosbamba 33250893 Partner
89 Alberto Tantas Paz V Quiches Jocosbamba 33252239 Partner
90 Reynerio Quispe Crisanto V Quiches Jocosbamba 33251220 Partner
91 Alejandro Quispe Crisanto V Quiches Jocosbamba 80484957 Partner
92 Alex Samuel Tantas Estrada V Quiches Jocosbamba 42015353 Partner
93 Cesar Acuña Bonifacio V Quiches Jocosbamba 33252127 Partner
94 Rosendo Castro Dionicio V Quiches Jocosbamba 80512390 Partner
95 Wilson Pomaquispe Cordova V Quiches Jocosbamba 33252211 Partner
96 Aldo Luera Crisanto V Quiches Jocosbamba 44682777 Partner
97 Cresencio Luera Quispe V Quiches Jocosbamba OO978781 Partner
98 Edinson Acuña Bonifacio V Quiches Jocosbamba 44030618 Partner
99 Antolin Esteban Miranda Paz V Quiches Jocosbamba 33251996 Partner
100 Medardo Paz Luera V Quiches Jocosbamba 33251331 Partner
101 Rómulo Macario Alvarez Carranza V San Juan Villegas 33254967 Partner
102 Rubén Lázaro Vergaray Alvarez V San Juan Villegas 42297340 Partner
103 Alipio Cirilo Buiza V San Juan cars 33255235 Partner
104 Tolentino Estrada Acuña V San Juan Yanahirca 33255021 Partner
105 Hipólito Aguilar Estrada V San Juan Yanahirca 33255020 Partner
106 Orlando Estrada Acuña V San Juan Yanahirca 32968978 Partner
In addition, the names of the external people who work in the AEO must be
indicated:
Person Position in the AEO
1. Jesús Guerra Quilca None

3.7 AEO ORGANIZATION CHART
Page | 20
THE GENERAL ASSEMBLY OF PARTNERS:
It is the meeting of all the members of the organization established by the statutes, it
establishes the number of meetings and the form of the call, the percentage of members, the
ordinary or extraordinary general assembly is the highest authority of the organization.
The board of directors is elected by the partners, which represents the “organization” and to
provide coherence, consists of the following members: a president, a Vice President, a
Secretary, a Treasurer and two members.
The powers and functions of the President of the Board of Directors are:
1) He legally represents the organization and is elected by universal vote in accordance
with the statute.
2) Directs the management of the organization; conducts the assemblies, signs and
authorizes the documents of the central board of directors, proposes, plans and
organizes the work.
3) Signs jointly with the Treasurer checks and other documents of an economic nature that
are used to pay third parties and for acquisition and purchase for the benefit of the
organization.
4) Sign contracts, agreements, authorizations, commitments, etc. on behalf of the
organization. before other organizations or entities.
5) Calls the Board of Directors to ordinary and extraordinary meetings.
6) Coordinate the work of the other members of the leadership.
7) Proposes and initiates changes in management, and presents the annual report and
financial balance of its management.
8) Monitor compliance with the statute and others
9) Others that the statute authorizes.
The powers and functions of the Vice President are:
1) Replaces the President in case of impediment, leave or temporary absence with the
same powers and responsibilities.
2) Supports and reinforces the work of the President, energizes the internal work of the
organization.
Page | 21
The functions of the Secretary are:
1) It is responsible for strengthening and supporting the work carried out by the leaders of
the different specialties or areas in charge of the organization.
2) Write official correspondence of the organization.
3) Registers and maintains records of the membership registers.
4) Writes and authorizes the minutes of general assemblies and those of the organization's
board of directors.
5) Maintains the organization's books and files correctly.
6) Monitors compliance with the organization's statutes and work plans.
7) Monitors compliance with report presentations, the work of committees and other
responsibilities agreed upon by the assembly and meetings of the board of directors and
assigned to managers or members of the organization.
8) Writes the organization's official communications and publications.
The functions and powers of the Treasurer are:
1) Organizes and is responsible for the economic resources that the organization has.
2) Controls the monetary and economic income that the organization has and all the
documents that support it.
3) It is responsible for direct management and with the support of the accounting
professional, of the accounting part of the organization.
4) Sign jointly with the president, checks, promissory notes, bills of exchange, etc. and
other documents of an economic nature, also authorizes and/or carries out banking
movements of all types, if the organization requires it.
5) Formulates tonnages and balances of the economic movement and the archive
respectively.
6) Authorizes and controls the organization's expenses.
7) Prepare the general budget of the organization.
8) Monitor and take care of cash flow.
9) Pay the organization's hired staff.
The functions and powers of the Member are:
1) They regularly assume the functions of replacing or representing other leaders in their
absence.
2) Supports the duties of the secretary.
3) They assume responsibilities for specific tasks entrusted to the board of directors or the
general assembly. It serves as a “fuse” in the task assigned to it.
The functions and powers of the Prosecutor are:
1) Its basic function is to monitor the general progress of the organization and its members.
2) Supervises the performance of managers in their duties and requests the intervention of
the leadership or the assembly to review and correct errors committed by members of
the organization, even if they are managers.
Page | 22
4 BUSINESS PLANNING
4.1 SITUATIONAL DIAGNOSTIC
- Productive impact: Increase in production, improve product quality through better drying
in environmental dryers (green color and greater aroma).
- Economic impact: Increase in supply, improvement in the price for a quality product
(green color and greater aroma), reduction in losses due to poor drying and increase in
the producer's income.
- Social impact: improvement in the productive practices of the members of the peasant
family.
- Environmental impact: nil, since we use solar energy and plant remains are recycled as
fertilizer.
Indicators x Peasant Family – 1st year

Unit of
Indicators measureme Initial value Final value
nt
Average annual sales volume (dry kg 0 662.5
herbs)
Total average annual income of the S/. 4800.00 7,523.75
peasant family
Annual income generated from the S/. 2640.00 5,400.00
sale of dried herbs
Wages generated by the cultivation of Wage 948 13,950.00
aromatic herbs
Technical, organizational and market Workshop 0 4
training
4.2 BUSINESS OBJECTIVES
Increase the production of aromatic herbs up to 150 tons per year of dry matter, achieving
income of more than one million soles annually that will directly benefit 106 small
producers and their respective families, located in the districts of Ragash, Cashapampa,
Quiches and San Juan , in the province of Sihuas.
Page | 23
4.3 SWOT ANALYSIS
SWOT ANALYSIS
Positive Negative
Internal Origin
Weaknesses
Strengths 1. Weak organization.
1. Favorable agroclimatic conditions for the 2. Little information on market prices
cultivation of different species of aromatic herbs
that have commercial demand, both for fresh 3. Little knowledge of marketing and
consumption and for processing throughout the commercialization strategies
year. 4. Little knowledge of management and
2. There is germplasm of aromatic herb cultivars governance instruments
that can potentially be used in agroindustry, 5. Limited access to financing
special markets, genetic improvement programs, 6. Little post-handling knowledge harvest.
etc. 7. Lack of business vision of the producer
3. Products with high nutritional value, amino acid and low self-esteem.
content, existing in various forms of fresh
8. Poor coordination to market aromatic
consumption, industry and cosmetology.
herbs
4. There are soil, climate and technology
conditions for the production of quality seed. 9. The illiteracy of some producers.
5. Organization of small producers for the
production of aromatic herbs with active partners
and capable managers
External Origin Threats
1. Increase in the consumption of
Opportunities substitutes for aromatic herbs (change in
1. Existence of a local, regional, national and consumption habits in the local market).
international market for organic aromatic herbs 2. Increase in the incidence of pests and
2. Increase in local, regional, national and diseases.
international demand for the consumption of 3. Occurrence of abiotic factors:
ecological and organic products. hailstorms, frosts, droughts, floods, El Niño
3. Existence of companies that industrialize Phenomenon.
aromatic herbs
4. Not approving the risk analyzes carried
4. Existence of supermarkets that have included
out by countries demanding aromatic
aromatic herbs among the products they offer to
herbs
the consumer public 5. Globalization: opening of
markets for fresh and processed aromatic herbs 6. 5. Presence of intermediaries
Ability to provide technical assistance at the local 6. Unstable prices.
level with MINAG Agencies, presence of NGOs, 7. Government policies that allow the
Regional Government and other institutions importation of substitute goods
involved in agriculture
Page | 24
Based on the previous information, the following matrix is prepared, on which the
interaction between strengths, weaknesses, opportunities and threats is analyzed, in order
to identify strategy embryos.
SWOT MATRIX
Opportunities (O) Threats (A)
FA
• Development and diffusion of varieties
FO with commercial demand resistant to
• Identification of markets for adverse conditions (climate, pests,
export of fresh and processed diseases)
aromatic herbs. • Training for high producers
• Improve product management Andean crops for the improvement of
with primary processing: marketing, crops under ecological-organic
presentation, packaging, conditions of aromatic herbs
preparation, etc. • Execution of risk analysis to
Strengths (F) .. • Production, marketing and export in main producing areas and
joint planning of regional and management of international
national production by producer certifications.
organizations. • Execution of marketing campaigns
• Find technology packages of nutritional and culinary qualities of
to improve the profitability of small aromatic herbs and derivatives.
producers • Installation of pilot fields for
• Establishment of agreements experimentation of promising crops of
between research centers, MINAG aromatic herbs
and producers to replicate
experiences of successful farmers.
DO GIVES
• Seek financing with low
interests, which allow the farmer to
compete within globalization by
signing pre-sale contracts with
potential clients.
• Continue the process
producer organization to overcome
the lack of business vision and
improve technical assistance.
• Provision of information to
producers to improve their
Weaknesses (D) articulation to the market.
• Commercial management training
of the crop (post-harvest, financing,
sales, information)
• Preparation of studies
market for the promotion of
consumption and export of
aromatic herbs and derivatives
Page | 25
4.4 STRATEGIC ALLIANCES AND BUSINESS OPPORTUNITIES
We have the following strategic alliances:

Is the alliance
Description of the
Company or Characteristics or opportunity
strategic alliance or Purpose
organization of the company probable or
business opportunity
or organization concrete?
Company It is concrete
1.- Purchase and sale Commercializatio Private company
INKA FRESH (commitment
intentions. n that buys
SAC letter)
aromatic herbs
State entity
dedicated to
promoting the
Technical advice, production of
2.- Alliance to provide Sierra
Associativity and peaches in the
technical assistance with Exportadora It's concrete
market Sierra region of
medium – high technology. Program
articulation Peru for the
local, national
and export
markets.
In charge of the
Implementation District administrative
3.- Alliance for
of a technical Municipality of and economic It's concrete
Business co-financing
irrigation system Sihuas management of
the Sihuas
PrivateDistrict
entity that
will support a PN
4.-Alliance to improve Antamina
against
productive and Trainings Mining In process
agroideas to
production conditions Company
improve
productivity.
Agrobank and
Technical Agrobank state
5.- Alliance for Provincial Agreement to
assistance and entity that
Business co-financing Municipality of sign
financing provides capital
Sihuas
for the business
Page | 26
5 MARKETING PLAN
5.1 PRODUCT STRATEGY
For the domestic market, the characteristics of a quality product are green color and good
aroma, in addition to being free of impurities.
For the external market, in addition to the above, proper selection, classification and
packaging are added, as well as future certification as an organic product.
5.2 PRICE STRATEGY
Prices are determined by production, marketing and transportation costs. And also
because of supply and demand.
It is essential that sales prices are based on production costs in order to guarantee levels
of profitability for all actors in the production chain.
This year the price of aromatic herbs has grown by 25%, due to the increase in planted
areas in southern Peru (departments of Arequipa and Moquegua, and to a lesser extent
other departments in the mountains of Peru).

measure
S/.
ment
Dried Thyme kg 7.15
Mint kg 9.00
Chamomile kg 11.20
Kidron Kg. 14.00
When the producer has organic certification, the purchase price to the producer will
increase by approximately 25%.
5.3 PROMOTIONS STRATEGY
It will occur through participation in local, regional, national and external fairs, with the
support of Sierra Exportadora.
The implementation of an APEPA website is also relevant.
Page | 27
5.4 DISTRIBUTION STRATEGY
To reach the consumer in the domestic market, commercial agreements will be established
with processing companies (e.g., filters, etc.), in the case of Guagua Sana, Herbi SA,
Duncan, and in the case of lower quality material, establish agreements with distributors
and/or merchants. wholesalers, so that the entire production of dried herbs can be sold.
For the external market, commercial agreements will be established with
importing/exporting companies, such as the company Inka Fresh SAC, Agro Business
Group, the Swiss company Silvia + Peter Lendi Erboristi SA. In this case, there will be top
quality production with added value that allows improving final prices. In the national
market, the wholesale market of medicinal and aromatic herbs in Lima and Northern Peru
will be taken into account.
Below is the distribution scheme in the domestic market:
6 SALES PLAN
In the business plan, it is proposed to carry out the sales plan over an evaluation horizon of 5
years.
Below is the sales plan:
DRIED THYME
Year 1 Year 2 Year 3 Year 4 Year 5
Quantity sold 750.00 1,125.00 1,500.00 1,500.00 1,500.00
Quantity sold 8.00 ha
6,000.00 9,000.00 12,000.00 12,000.00 12,000.00
Unit Price (S/.) 7.15 7.15 7.15 7.15 7.15
Total gross sales (S/.) 36,355.93 54,533.90 72,711.86 72,711.86 72,711.86
VAT (18) 965.25 965.25 965.25 965.25 965.25
Total Net Sales (S/.) 37,321.18 55,499.15 73,677.11 73,677.11 73,677.11
DRIED ROSEMARY
Quantity sold 2,604.00 5,280.00 6,600.00 6,600.00 6,600.00
13,020.00 26,400.00 33,000.00 33,000.00 33,000.00
Unit Price (S/.) 7.20 7.20 7.20 7.20 7.20
VAT (18) 3,374.78 3,374.78 3,374.78 3,374.78 3,374.78
Total Net Sales (S/.) 82,818.85 164,459.53 204,730.72 204,730.72 204,730.72
Page | 28
MINT
Quantity sold 450.00 675.00 900.00 900.00 900.00
3,600.00 5,400.00 7,200.00 7,200.00 7,200.00
Unit Price (S/.) 9.00 9.00 9.00 9.00 9.00
VAT (18) 729.00 729.00 729.00 729.00 729.00
Total Net Sales (S/.) 28,186.63 41,915.44 55,644.25 55,644.25 55,644.25
CHAMOMILE
Quantity sold 892.00 1,785.00 2,500.00 2,500.00 2,500.00
4,460.00 8,925.00 12,500.00 12,500.00 12,500.00
Unit Price (S/.) 4.50 4.50 4.50 4.50 4.50
VAT (18) 722.52 722.52 722.52 722.52 722.52
Total Net Sales (S/.) 17,730.99 34,758.54 48,392.01 48,392.01 48,392.01
CEDRON
Quantity sold 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00
1,500.00 1,500.00 1,500.00 1,500.00 1,500.00
Unit Price (S/.) 14.00 14.00 14.00 14.00 14.00
VAT (18) 3,780.00 3,780.00 3,780.00 3,780.00 3,780.00
Total Net Sales (S/.) 21,576.61 21,576.61 21,576.61 21,576.61 21,576.61
7 OPERATIONS PLAN
7.1 TECHNICAL ASPECTS PRIOR TO THE START OF PRODUCTION.
THYME
Thyme is a common kitchen herb in Europe and the United States. The thyme produced in
Sihuas comes primarily from the terminal flowers of the common thyme (Thymus vulgaris).
It has a wide range of culinary, medicinal and decorative uses. The herb is commonly used
for fillings and as an essential component of bouquet garni and herbal blends. It is widely
used to season soups, cheeses, liver and pork sausages, legumes and vegetables, fish,
game, poultry, pizzas, Italian sauces and some liqueurs.
The thymol content of the plant provides pronounced germicidal and antiseptic properties.
Thyme is used, therefore, to treat coughs and colds, as a fungicide ingredient, and in many
Page | 29
anti-mold preparations.
The essential oil is used above all for the medicinal and germicidal purposes already
mentioned. It is also used in perfumery, to make bath preparations, toothpaste and
mouthwash liquids, and widely in food dressings.
The meat industry uses very small amounts of thyme oleoresin as a flavoring agent.
ROSEMARY
Rosemary (Rosmarinus officinalis) is a versatile herb that is used somewhat in Spanish,
French, Greek, North African and Portuguese cuisines, and much more in British and
Italian cuisine.
The herb dresses meats, including lamb and sausages, sauces, legume and vegetable
dishes, poultry, seafood, stews, marinated products, etc. It often appears in boquet garni
and in herbal mixtures, but it must be used with care, because if the quantity goes too far,
the other ingredients in the recipe would be nullified.
Rosemary is also used for its antioxidant properties in the industrial manufacturing of meat
products.
Rosemary leaves allow the vapor of a yellowish essential oil to be obtained by distillation.
This oil is widely used in hair shampoos, bath essences, deodorants, cosmetic products,
perfumes (especially cologne) and insect repellents.
MINT
Mint is one of the aromatic plants most used in sweet dishes. It is an edible herb with
multiple properties beyond those related to gastronomy, which is why below we briefly
describe its effects on the body.
It facilitates digestion and helps eliminate gas and flatulence while relieving heartburn,
discomfort and nausea.
It has relaxing in the central nervous system action. It is analgesic and reduces pain due to
its refreshing effect and by stimulating blood circulation in the affected area, which is why
many muscle relaxants or gels contain its essence. It decongests the respiratory tract and
helps relieve colds and flu.
It has a refreshing effect and combats bad breath or halitosis.
It is a source of potassium, calcium, folic acid and vitamin A with antioxidant action. Mint is
an herb that can be used as an ingredient in a sauce, as part of a filling or cake, or to
decorate and color desserts or other sweet preparations. We can also obtain infusions with
it with all the aforementioned properties.
It is an herb with a great aroma and valuable nutritional properties that, together with
others, contribute to benefiting the body in different aspects.
CHAMOMILE
Chamomile has been used for centuries for its many medicinal properties. It was already
known in ancient Greece, Egypt and Rome and applied to treat a diverse variety of
ailments. Its use became popular during the Middle Ages, when it was consumed to relieve
different conditions such as asthma, nausea, nervous problems, skin problems, among
others.
Nowadays you can find chamomile in practically any country, since it is a very resistant
plant, which adapts to practically all climates. Its main properties are; anti-inflammatory,
antibacterial, anti-allergic and sedative properties, among others.
Chamomile also has important digestive properties . Consuming a cup of chamomile tea
after meals helps improve digestion and relieve stomach pain, as well as calm the nausea
caused by vomiting. The consumption of chamomile is ideal in treatments for gastritis or
stomach ulcers.
Thanks to its antibacterial and anti-inflammatory properties, chamomile is used to treat all
types of respiratory conditions and cold symptoms, such as asthma and bronchitis, high
Page | 30
fever.
Chamomile has important sedative properties , so if you have trouble sleeping you can
drink a cup of tea every night, and your sleep will be deeper. This relaxing property of
chamomile is also very effective in soothing menstrual pain.
KEDRON
Lemon verbena, also known as lemon verbena, whose scientific name is Aloysia triphylla ,
has many properties. Among others, it is attributed to antispasmodic and carminative
properties, as it promotes the elimination of gases accumulated in the digestive tract. In
addition, it has digestive and, to a lesser extent, sedative properties.
As an antispasmodic, lemon verbena is very useful for treating cases of diarrhea, both in
children and adults.
Due to the carminative properties of lemon verbena, it is recommended to treat cases of
gas accumulation, being very suitable for flatulence or bloating.
On the other hand, lemon verbena is very useful for controlling nerves and reducing anxiety
levels, since due to its properties, it acts as a sedative. Other medicinal properties of lemon
verbena are: Antihistamine: It has properties that reduce the effects caused by the release
of histamine, making it very useful for treating allergic reactions. Antiseptic: Lemon verbena
has properties that help prevent wound infections. Local analgesic: Due to its composition,
lemon verbena is sedative and analgesic, which reduces the sensation of pain caused by a
wound or injury.
7.2 DEFINITION OF THE PRODUCTION PROCESS
Minimum quality requirements for dried herbs:

• Free of dust, stems and other impurities.
• Green color.
• Strong aroma.
Production of seedlings in the nursery of the peasant farm:

• Nursery location.
• Cleaning and leveling.
• Excavation of pools (10 cm low relief): 5 m x 1 m
• Substrate preparation: agricultural land, sand, peat; 3:1:1
• Acquisition of cuttings.
Page | 31
• Planting cuttings.
• Periodic irrigation.
• Weeding.
• Harvesting seedlings.
Production of dried leaves of rosemary/thyme/mint and chamomile/cedron, on the peasant

farm:
• Location of the plots.
• Cleaning and conditioning of the plot.
• Fallow.
• Sowing seedlings.
• Periodic irrigation.
• Fertilization.
• Weeding.
• Court.
• Drying.
• Cleaning and packaging.
• Transfer to the collection center.
Collection of aromatic herbs from producers:

Reception of the product at any time of the year, according to the following procedure:
• receipt of the product,
• quality inspection and price determination,
• heavy,
• change of bags,
• valuation of the total volume,
• advance, the balance within 20-30 days.
Cleaning, classification and packaging:
Flow of the process
Reception, 1st classification and weighing
Storage
Cleaning
2nd fication
class
Packing, packed
Storage
Page | 32
7.3 SIZING OF MACHINERY AND TOOLS
General information about the screen is given below.
Total
Specification Amount Unit cost
Cost
Tools
For a 500 kg/hr Cylindrical
Screen with 1/32” stainless
steel plate and hopper of
200 liters of
capacity with 2” SCH 40 C- 304
stainless steel pipe shaft, the
mesh of 3 stainless steel
ROTARY CYLINDER sieves, supported on square
TYPE SHEEDER (500 tubes of 1 ½ x 2.0 mm
KG/H RAW MATERIAL) thickness and 1” x 1/8” of
commercial steel, with two
bearings of 2” of
diameter, 1.5 HP reducer motor
and air extractor, direct start
button panel.
1 16,500 16,500.00
TOTAL 16,500.00
7.4 SIZING OF RAW MATERIALS AND SUPPLIES
Information about the need for supplies is given below:
■ Determine the price per unit of purchase of inputs or materials.

■ Estimate the projection of the amount required for inputs or materials, over a
5-year horizon.
■ Add the required quantity of each input and materials, per annual period.
Page | 33
■ Estimate the projection of input or material requirements, based on the sales projection (5-year horizon).
Unit of Months Total Year
Requirements measurement 1 2 3 4 6 7 8 9 10 11 12 1
SUPPLIES:
REQUIREMENT 1: Seedlings and cuttings 153,700. 153,700.00
Rosemary seedlings 00 52,500.
Thyme Cuttings 00 36,000.
Mint Cuttings 00 36,000.
Chamomile Seed Kg. 00 4,200.
Kidron seedlings 00 25,000.
REQUIREMENT 2: Materials for the dryers (10 units) 00 19,610.00 19,610.00
4"x4"x3.05 uprights Lt 500.00
4"x4"x3.45 uprights Lt 500.00
Eucalyptus wood strap 2"x2" Lt 2,310.00
2"x2"x8m eucalyptus wood Lt 1,000.00
2"x2"x1.6m eucalyptus wood Lt 1,500.00
3"x3"x3.7m eucalyptus wood Lt 300.00
Calamine 0.22 x 0.83 m x 1.80 m Lt 9,450.00
Calamine nails 2 1/2" Lt 120.00
5" nails Lt 80.00
4" nails kg 180.00
3" nails kg 120.00
Fisherman's net (2nd use) kg 3,250.00
solid pitch lt 300.00
SERVICES
REQUIREMENT 3: Services
Service 3.1. Transport Global 4,000.00 4,000.00
Service 3.2. Preparation of the PN Unit 3,000. 3,000.00
Item 5: General Expenses Resident 00 2,500. 2,500. 2,500. 2,500. 2,500.00 2,500. 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 30,000.00
00 00 00 00 00
Trainings
Training 4.1: Handling of dryers Training 1,100. 1,100.00
Training 4.2: Marketing of aromatic herbs Training 00 1,100.00 1,100.00
Page | 34
Unit of
Requirements measurement Year 1 Year 2 Year 3 Year 4 Year 5
SUPPLIES:
REQUIREMENT 1: Seedlings and cuttings seedlings 153700.00 0.00 0.00 0.00 0.00
REQUIREMENT 2: Materials for the dryers (10 units) Global 19610.00 0.00 0.00 0.00 0.00
REQUIREMENT 3: Services Global 7000.00 0.00 0.00 0.00 0.00
Item 5: General Expenses Resident 30000.00 0.00 0.00 0.00 0.00
Trainings
Training 4.1: Handling of dryers Training 1100.00 1100.00 1100.00 1100.00 1100.00
Training 4.2: Marketing of aromatic herbs Training 1100.00 1100.00 1100.00 1100.00 1100.00
Requirements PU (S/.) Year 1 Year 2 Year 3 Year4 Year 5

Sales S/.
SUPPLIES:
REQUIREMENT 1: Seedlings and cuttings S/. 153,700.00
REQUIREMENT 2: Materials for the dryers (10 units) S/. 19,610.00
REQUIREMENT 3: Services S/. 7,000.00
Item 5: General Expenses S/. 30,000.00
Trainings S/. - - - -
Training 4.1: Handling of dryers S/. 1,100.00
Training 4.2: Marketing of aromatic herbs S/. 1,100.00
TOTAL 212,510.00 - - - -
Page | 35
7.5 LABOR REQUIREMENT .
The labor requirement will be in the construction of the dryers for the APEPA
Unit of Months Total AK 1

Requirements Total Year
Extent 1 23 4 5 6 7 8 9 10 11 12
1. LABOR:
Construction of the dryers Wage 110 110 220
LABOR PROJECTION
Unit of
Requirements Year 1 Year 2 Year 3 Year 4 Year 5
measuremen
REQUIREMENT 3: Labor
Construction of the dryers Wage 220 220 220 220 220
7.6 OPERATIONAL REQUIREMENTS OF THE AEO

In this section it is necessary to explain the requirements for training or technical
assistance, improvement of the product or service and resolution of production and
marketing problems.
Improvement of the product or service: Clarify the aspects in which the

requested co-financing will improve the product or service.
To 1. Rotary sieve: For drying aromatic herbs
i 2 Materials: For the construction of the dryers
s 3 PN Resident, is to efficiently monitor and control the execution of scheduled activities.
Technical assistance and/or training required by the AEO are:

To improve the process of:
Drying and giving added value to aromatic
1 Handling of dryers. herbs
Marketing, since at this stage management
is very important to avoid mistreatment of
the product, the objective is the export
2 Marketing market
Associative, Productive and Marketing,

since the assistance is to ensure that the
members of the Association have business
management that facilitates innovation,
technological transfer and the
3 Technical Assistance development of capabilities.
Page | 36
Resolution of production and marketing problems: Difficulties in the production and/or
marketing of the product or service and how they are planned to be solved.
Difficulties Solution found

1. It does not have credit support to Support from the Region through
promote, encourage and develop the PROCOMPITE in the acquisition of
potential of the area supplies and materials.
2. There is no continuous technical Have a professional at least for 12
assistance, which means that control and continuous months
monitoring is affected in production
3. PN resident,
Efficiently monitor and control the
execution of scheduled activities.
8 GENERAL FEATURES
8.1 LICENSES AND RIGHTS
APEPA producers have 5 years of experience in the production of aromatic herbs. In this
development process, APEPA was established by act; it currently has 106 producers as
partners.
8.2 INCENTIVES, EXEMPTIONS AND LIMITATIONS

■ Law for the promotion of productive activities in High Andean areas, Law No. 29482, a
Law that exempts:
8.3 ENVIRONMENTAL IMPACT PLAN
TABLE N° 35: DESCRIPTION OF THE ENVIRONMENTAL MANAGEMENT PLAN

ENVIRONMENTAL IMPACT INDICATOR FACTORS THAT WILL
ENABLE THE
ACTIVITY WITHOU WITH ACHIEVEMENT OF
DESCRIPTION T PNT THE GOALS
SOP
They will continue with
It consists of the applications of the same techniques
Control of pests and
chemical products to control pests that they have been
diseases
and diseases. developing
Minimum Minimum
Page | 37
They will continue with
It consists of the application of
the same techniques
Use of organic fertilizers organic fertilizer (island guano) in 60 tons 60 MT
that they have been
the plantations
developing
Implementation of
waste management by
Control of plastic waste each partner
Control percentage 70% 100%
Page | 38
9 FINANCIAL ECONOMIC PLAN
The financial economic plan integrates all the plans and strategies previously established in
the business plan. This plan reflects all the decisions that have been made throughout the
development of the Business Plan (introduce a new product, develop a new market, hire more
personnel, purchase greater inventories of raw materials, purchase new machinery, do more
advertising, make greater offers or discounts, etc.). All of these decisions will have a financial
economic impact, which is reflected in the financial statements.
9.1 INVESTMENT PLAN
- The initial investment includes the acquisition of all fixed (tangible), intangible
(deferred) assets and working capital, necessary to start the operations of the
economic unit in the AEO.
- They constitute fixed assets: machinery, equipment, tools, furniture. This type of
investment is characterized by being depreciable (except for land).
- They constitute Intangibles: technical assistance (transfer of
technology), personnel training and general expenses directly linked to the execution
of the investment of the productive proposal (resident of execution and unforeseen
events).
- Working capital. In that sense, consider the acquisition of supplies and materials.
Below is the structure of the investment budget:
- Investment budget
Below is an example of an investment budget structure:
Page | 39
INVESTMENT BUDGET
Unit of
CLASSIFICATION / ITEMS Amount Unit price Partial Budget Total budget
measurement
YO. CLASSIFICATION: FIXED ASSETS 16,500.00
Item 1: (Tools) 16,500.00
Tools 1.1: Rotary screen Unit 1 16,500.00 16,500.00
II. CLASSIFICATION: WORKING CAPITAL 184,410.00
Item 2: (Inputs and Materials) 184,410.00
REQUIREMENT 1: Seedlings and cuttings 153,700.00
Rosemary seedlings 105,000 0.5 52,500.00
Thyme Cuttings 7200 5 36,000.00
Mint Cuttings 7200 5 36,000.00
Chamomile Seed Kg. 280 15 4,200.00
Kidron seedlings 12,500 2 25,000.00
REQUIREMENT 2: Materials for the dryers (10 units) 19,610.00
4"x4"x3.05 uprights Unit 100 5 500.00
4"x4"x3.45 uprights Unit 100 5 500.00
Eucalyptus wood strap 2"x2" ml 1155 2 2,310.00
2"x2"x8m eucalyptus wood Unit 200 5 1,000.00
2"x2"x1.6m eucalyptus wood Unit 500 3 1,500.00
3"x3"x3.7m eucalyptus wood Unit 100 3 300.00
Calamine 0.22 x 0.83 m x 1.80 m Iron 630 15 9,450.00
Calamine nails 2 1/2" kg 40 3 120.00
5" nails kg 20 4 80.00
4" nails kg 60 3 180.00
3" nails kg 40 3 120.00
Fisherman's net (2nd use) kg 650 5 3,250.00
solid pitch kg 50 6 300.00
REQUIREMENT 3: Labor 11,100.00
Labour wage 222.00 50.00 11,100.00
III. CLASSIFICATION: INTANGIBLE ASSET - 39,200.00
Item 3: (Services) 7,000.00
Service 3.1. Transport Global 1 4,000.00 4,000.00
Service 3.2. Preparation of the PN Unit 1 3,000.00 3,000.00
Item 4: (Training) 2,200.00
Training 4.1: Handling of dryers training 1 1,100.00 1,100.00
Training 4.2: Marketing of aromatic herbs training 1 1,100.00 1,100.00
Item 7: (General Expenses linked to the execution of the investment) 30,000.00
Designation 7.1 (Resident of execution and technical assistance) Month 12 2,500.00 30,000.00
TOTAL INVERSION 240,110.00
Page | 40
INVESTMENT
Summary of type specification, by category, asset or service.
1. Fixed Asset Component Specify type

Item 1: Tools
Within this concept, a rotating screen is considered for the proper
drying of aromatic herbs.
2. Component Pre-operating expenses
Item 3: Services
The requirement for the transportation service is to be able to
carry all the materials for the construction of the dryers. In
addition, this component considers the preparation of the
business plan, which is essential for its execution.
Item 4: Training
The selected trainings are considered in the business plan as the

main ones required by the association. 1.- Management of dryers
and 2.- Marketing of aromatic herbs,
Item 5: General Expenses
Within this category, the Resident professional is considered,
responsible for the execution of the business plan, who will have
a professional profile, the professional career of Agronomy with 5
years of experience in managing aromatic herbs, his duties will
be to be a resident of the execution of the business plan,
coordinate all actions that the business plan entails and provide
technical assistance during the contracting period.
3. Working Capital Component
Item 6: Inputs and Materials
The supplies and materials detailed in the investment budget are
necessary for the construction of the dryers.
Item 6: Labor
The labor required is unskilled labor in the production of the
dryers.
Page | 41
Investment Schedule according to Items:
Months (new soles)

CLASSIFICATION / ITEMS Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Total by item
YO. CLASSIFICATION: FIXED ASSETS
Item 1: Tools 16,500.0 16,500.00
II. CLASSIFICATION: WORKING CAPITAL 0 -
Item 2: (Inputs and Materials) -
REQUIREMENT 1: Seedlings and cuttings 153,700.00 153,700.00
REQUIREMENT 2: Materials for the dryers (10 units) 19,610.00 19,610.00
REQUIREMENT 3: Labor 11,100.00 11,100.00
III. CLASSIFICATION: INTANGIBLE ASSET -
Item 3: (Services) 3,000.00 4,000.00 7,000.00
Item 4: Training 1,100.00 1,100.00 2,200.00
Item 5: General Expenses 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 30,000.00
Total per period 159,200.00 2,500.00 53,710.0 2,500.00 2,500.0 3,600.00 2,500.00 2,500.00 2,500.00 2,500.00 2,500.00 3,600.00 240,110.00
0 0
Schedule by items and goals
Months
UM Month Month Month Total by item
CLASSIFICATION / ITEMS Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 10 11 12
Item 1: Tools Percentage 100.00 100.00
II. CLASSIFICATION: WORKING CAPITAL -
Item 2: (Inputs and Materials) -
REQUIREMENT 1: Seedlings and cuttings Percentage 100.00 100.00
Percentage
REQUIREMENT 2: Materials for the dryers (10 units) 100.00 100.00
REQUIREMENT 3: Labor Percentage 100.00 100.00
III. CLASSIFICATION: INTANGIBLE ASSET -
Item 3: (Services) Percentage 50.00 50.00 100.00
Item 4: Training Percentage 50.00 50.00 100.00
Item 5: General Expenses Percentage 8.33 8.33 8.33 8.33 8.33 8.33 8.33 8.33 8.33 8.33 8.33 8.33 100.00
Page | 42
9.2 INVESTMENT FINANCING SOURCES
In relation to the co-financing requested, consider the following tables:
■ Summary of the Investment Budget, by financing source.

Total Investment Financing
Total
Amount Financed by Amount Financed Sierra
Investment (S/.) Contribution
ASSETS OR SERVICES
Item 1: Tools 16,500.00 16,500.00
II. CLASSIFICATION: WORKING CAPITAL
III. CLASSIFICATION: INTANGIBLE ASSET
Item 3: (Services) 7,000.00 2,000.00 2,000.00 3,000.00
Item 4: Training 2,200.00 2,200.00
Item 5: General Expenses 30,000.00 30,000.00
TOTAL INVERSION 240,110.00 191,810.00 15,300.00 33,000.00
CONTRIBUTION PERCENTAGES 100.00% 79.88% 6.37% 13.74%
Page | 43
■ Detail of the Investment Budget, by financing source.
Total Investment Financing
Total Amount Financed by the AEO

Unit of Investment Amount Financed by Sierra Exportadora In cash (S/.) In valuations Total
measurement (S/.) the GR or GL (S/.) Contribution (S/.) (S/.)
CLASSIFICATION / ITEMS Amount
Item 1: (Tools) 16,500.00
II. CLASSIFICATION: WORKING CAPITAL
Item 2: (Inputs and Materials) 184,410.00
Rosemary seedlings 105000 52,500.00
Thyme Cuttings 7200 36,000.00
Mint Cuttings 7200 36,000.00
Chamomile Seed Kg. 280 4,200.00
Kidron seedlings 12500 25,000.00
4"x4"x3.05 uprights Unit 100 500.00
4"x4"x3.45 uprights Unit 100 500.00
Eucalyptus wood strap 2"x2" ml 1155 2,310.00
2"x2"x8m eucalyptus wood Unit 200 1,000.00
2"x2"x1.6m eucalyptus wood Unit 500 1,500.00
3"x3"x3.7m eucalyptus wood Unit 100 300.00
Calamine 0.22 x 0.83 m x 1.80 m Iron 630 9,450.00
Calamine nails 2 1/2" kg 40 120.00
5" nails kg 20 80.00
4" nails kg 60 180.00
3" nails kg 40 120.00
Fisherman's net (2nd use) kg 650 3,250.00
solid pitch kg 50 300.00
Labour Wage 222.00 11,100.00
III. CLASSIFICATION: INTANGIBLE ASSET
Item 3: (Services) 7,000.00
Service 3.1. Transport Global 1 4,000.00 2,000.00 2,000.00
Item 4: (Training) 2,200.00
Training 4.1: Handling of dryers training 1 1,100.00 1,100.00
Training 4.2: Marketing of aromatic herbs training 1 1,100.00 1,100.00
Item 7: (General Expenses linked to the execution of the investment) 30,000.00
Designation 7.1 (Resident of execution and technical assistance) Resident 12 30,000.00 30,000.00
TOTAL 240,110.00 191,810.00 33,000.00 4,200.00 11,100.00
Page | 44
9.3 ASPECTS OF CO-FINANCING
9.3.1 JUSTIFICATION OF CO-FINANCING
Justification for co-financing: It is considered that co-financing

requested will help reinforce the following aspects
1. Rotating screen: For drying aromatic herbs 2 Materials: For the construction of the
dryers
3 PN Resident, is to efficiently monitor and control the execution of scheduled activities.
9.3.2 IMPROVEMENT OF THE PRODUCT OR SERVICE

Difficulties Solution found
1. It does not have credit support to Support from the Region through
promote, encourage and develop the PROCOMPITE in the acquisition of
potential of the area supplies and materials.
2. There is no continuous technical Have a professional at least for 12
assistance, which means that control and continuous months
monitoring is affected in production
3. PN resident,
Efficiently monitor and control the
execution of scheduled activities.
9.3.3 TECHNICAL ASSISTANCE AND/OR TRAINING REQUIRED

To improve the process of:
Drying and giving added value to aromatic
1 Handling of dryers. herbs
Marketing, since at this stage management
is very important to avoid mistreatment of
the product, the objective is the export
2 Marketing market
Associative, Productive and Marketing,

since the assistance is to ensure that the
members of the Association have business
management that facilitates innovation,
technological transfer and the
3 Technical Assistance development of capabilities.
9.3.4 CONTRIBUTION OF THE AEO.
The valued labor contribution for the following business plan is:
S/.11,100.00 Nuevos soles
Page | 45
9.4 OPERATION AND MAINTENANCE COSTS
UNIT OF UNIT COST
MEASUREMENT (S/.)
OPERATING COSTS QTY TOTAL COST Year 1 Year 2 Year 3 Year 4 Year 5
1. Indirect Costs
Resident 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00
Designation 7.1 (Resident of execution and technical assistance) Resident 12 30,000.00 30,000.00
2. Direct Costs
Supplies and materials

MATERIALS AND SUPPLIES 184,410.00 184,410.00 184,410.00 184,410.00 184,410.00 184,410.00
REQUIREMENT 1: Seedlings and cuttings 153,700.00

Rosemary seedlings 105000 0.50 52,500.00
Thyme Cuttings 7200 5.00 36,000.00
Mint Cuttings 7200 5.00 36,000.00
Chamomile Seed Kg. 280 15.00 4,200.00
Kidron seedlings 12500 2.00 25,000.00
REQUIREMENT 2: Materials for the dryers (10 units) 19,610.00
4"x4"x3.05 uprights Unit 100 5.00 500.00
4"x4"x3.45 uprights Unit 100 5.00 500.00
ml 1155 2.00 2,310.00

Eucalyptus wood strap 2"x2"
Unit 200 5.00 1,000.00
2"x2"x8m eucalyptus wood
Unit 500 3.00 1,500.00
2"x2"x1.6m eucalyptus wood
Unit 100 3.00 300.00
3"x3"x3.7m eucalyptus wood
Iron 630 15.00 9,450.00
Calamine 0.22 x 0.83 m x 1.80 m
kg 40 3.00 120.00
Calamine nails 2 1/2"
5" nails kg 20 4.00 80.00
4" nails kg 60 3.00 180.00
3" nails kg 40 3.00 120.00
kg 650 5.00 3,250.00

Fisherman's net (2nd use)
solid pitch kg 50 6.00 300.00
direct labor 11,100.00
Tools 16,500.00 16,500.00 16,500.00 16,500.00 16,500.00 16,500.00

Services 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00
Service 3.1. Transport Global 1 4,000.00 4,000.00

Training 2,200.00 2,200.00 2,200.00 2,200.00 2,200.00 2,200.00
Training 4.1: Fertilization in the crop training 1 1,100.00 1,100.00
Training 4.2: Pest and disease control training 1 1,100.00 1,100.00
Total Operating Costs 240,110.00 240,110.00 240,110.00 240,110.00 240,110.00
Page | 46
9.5 DETERMINATION OF INCOME
9.5.1 SALE PRICE

measure
ment S/.
Dried Thyme kg 7.15
Mint kg 9.00
Chamomile kg 11.20
Kidron Kg. 14.00
9.5.2 DETERMINATION OF INCOME

It is determined by multiplying the number of units that we have projected to sell, by
period of time (sales plan, market research and estimated production) and the
corresponding sales price. Below is a matrix that presents the income calculation
process throughout the evaluation horizon.
DRIED THYME
CONCEPT Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
(A) TOTAL INCOME (*) 42,900.00 64,350.00 85,800.00 85,800.00 85,800.00
TO. 1 Sales income (**) 42,900.00 64,350.00 85,800.00 85,800.00 85,800.00
A.1.1 Total Units Sold 6,000.00 9,000.00 12,000.00 12,000.00 12,000.00
A.1.2 Average price 7.15 7.15 7.15 7.15 7.15
DRIED ROSEMARY
Year 4 Year 5
CONCEPT Year 0 Year 1 Year 2 Year 3
(A) TOTAL INCOME (*) 93,744.00 190,080.00 237,600.00 237,600.00 237,600.00
TO. 1 Sales income (**) 93,744.00 190,080.00 237,600.00 237,600.00 237,600.00
A.1.2 Average price 7.20 7.20 7.20 7.20 7.20
Page | 47
MINT
(A) TOTAL INCOME (*) 32,400.00 48,600.00 64,800.00 64,800.00 64,800.00
TO. 1 Sales income (**) 32,400.00 48,600.00 64,800.00 64,800.00 64,800.00
A.1.2 Average price 9.00 9.00 9.00 9.00 9.00
CHAMOMILE
(A) TOTAL INCOME (*) 20,070.00 40,162.50 56,250.00 56,250.00 56,250.00
TO. 1 Sales income (**) 20,070.00 40,162.50 56,250.00 56,250.00 56,250.00
A.1.2 Average price 4.50 4.50 4.50 4.50 4.50
CEDRON
(A) TOTAL INCOME (*) 21,000.00 21,000.00 21,000.00 21,000.00 21,000.00
TO. 1 Sales income (**) 21,000.00 21,000.00 21,000.00 21,000.00 21,000.00
A.1.2 Average price 14.00 14.00 14.00 14.00 14.00
TOTAL
(A) TOTAL INCOME (*) 1 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Page | 48
9.6 BREAKEVEN ANALYSIS
The breakeven point is the amount of products or services that need to be sold to sustain
the business, that is, cover its fixed and variable costs. Likewise, it provides information
on the minimum quantity that must be produced and sold, in order not to win or lose.
■ Marginal Contribution.
Marginal Contribution = Sales Price - Unit Variable Cost
It is called "marginal contribution" or "contribution margin" because it shows

how much product prices contribute to covering fixed costs and generating
profits.
■ Breakeven.
The formula for calculating the balance point is as follows:
Fixed cost in the period ( t )

Equilibrium point, in the period ( t ) = —-----------3------—L—-— = Quantities in the period ( t )
Contribution margin,
in the period ( t )
Balance point inS/. = Quantities x Sales price
Where the time (t) can be: weeks, months, years, evaluation horizon (5 years) or useful
life of the production proposal.
9.7 PROFITABILITY EVALUATION
■ Profit and Loss Statement

Below is the projected Profit and Loss Statement
over a 5 year horizon:
Income Statement (S/.) Year 1 Year 2 Year 3 Year 4 Year 5

Sales 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Gross profit 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Resident 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00
Tool Expenses 16,500.00 16,500.00 16,500.00 16,500.00 16,500.00
Input Expenses 184,410.00 184,410.00 184,410.00 184,410.00 184,410.00
Service Expenses 7,000.00 7,000.00 7,000.00 7,000.00 7,000.00
Training expenses 2,200.00 2,200.00 2,200.00 2,200.00 2,200.00
Operating Profit -29,996.00 124,082.50 225,340.00 225,340.00 225,340.00
Financial Expense 0 0 0 0 0
Net Profit Before Taxes -29,996.00 124,082.50 225,340.00 225,340.00 225,340.00
Income Tax 15% -4,499.40 18,612.38 33,801.00 33,801.00 33,801.00
Net profit -25,496.60 105,470.13 191,539.00 191,539.00 191,539.00
Page | 49
Income Statement (S/.) Year 1 Year 2 Year 3 Year 4 Year 5
Sales 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Gross profit 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Tools and Supplies Expenses 200,910.00 200,910.00 200,910.00 200,910.00 200,910.00
Service and training expenses 9,200.00 9,200.00 9,200.00 9,200.00 9,200.00
Depreciation 0 0 0 0 0
Operating Profit 4.00 154,082.50 255,340.00 255,340.00 255,340.00
Financial Expense 0 0 0 0 0
Net Profit Before Taxes 4.00 154,082.50 255,340.00 255,340.00 255,340.00
Income Tax 15% 0.60 23,112.38 38,301.00 38,301.00 38,301.00
Net profit 3.40 130,970.13 217,039.00 217,039.00 217,039.00
■ Projected Cash Flow

Below is the structure of the Cash Flow, projected over a 5-year horizon:
Cash flow Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Sales revenue 0.00 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
Production costs -154,410.00 -154,410.00 -154,410.00 -154,410.00 -154,410.00
VAT taxes 18%
Operating Cash Flow -154,410.00 -154,410.00 -154,410.00 -154,410.00 -154,410.00
Investment
Fixed assets -16,500.00
Intangibles -39,200.00
Working capital -184,410.00
Flow of investment -240,110.00 - - - - -
Economic Cash Flow -240,110.00 55,704.00 209,782.50 311,040.00 311,040.00 311,040.00
SIMPLIFIED CASH FLOW

CONCEPT YEAR 0 YEAR 1 YEAR2 YEAR3 YEAR4 YEAR5
(A) TOTAL INCOME - 210,114.00 364,192.50 465,450.00 465,450.00 465,450.00
(B) TOTAL EXPENDITURE -240,110.00 55,704.00 209,782.50 311,040.00 311,040.00 311,040.00
(C) NET CASH FLOW -240,110.00 265,818.00 154,410.00 154,410.00 154,410.00 154,410.00
■ Profitability Assessment
In the evaluation of profitability, it is concluded that the business plan results in a NPV
of 130,357.90 which means that the project is accepted. An IRR OF 82% which means
that the project is accepted. The investment recovery period is 1.8 years.
Net present
value(NPV) 130,357.90
Internal Rate of
Return (IRR) 82%
Sales in the next 5
years (S/.) 1,970,656.50
Profits in the next 5
years (S/.) 643,348.00
10 INDICATORS OF IMPACTS OF THE PRODUCTION PROPOSAL
Page | 50
10.1 BASELINE INDICATORS
In the Baseline, a set of selected indicators are defined for the systemic monitoring and
evaluation of the productive proposal. For this purpose, before developing the business
plan, surveys were carried out on each member of the association, obtaining a diagnosis
of the chain. productive of aromatic herbs in the province of Sihuas.
The following details the concepts in which the information for the baseline was collected:
• Personal data and socioeconomic characteristics.

• Primary and secondary activities to which they are dedicated.
• Economic income.
• Property condition.
• Labor availability
• Edaphoclimatic characteristics, source of water resources in the area.
• Characteristics in the management of aromatic herbs
• Production characteristics (knowledge of harvest and post-harvest, production levels,
production costs, productivity level)
• Marketing characteristics, target market.
• Sales levels
• Number of jobs in the town
• Producer income levels
• Degree of customer satisfaction
• Public or private entities that support the productive chain.
• Potential of the area (services, access roads, etc.).
• Suppliers
• Among other indicators
Page | 51
10.2 IMPACT INDICATORS
Description of Enhanced Product Features vs. current product

Initial situation Before the Business Plan Final status After the implementation of
this Business Plan
Variation of The production of herbs Increase of the Through technical assistance

the production aromatics is low to medium, they production and proper management of
(% of the are provided with technical in quantity by 10% the plantations, it will be
units) assistance, a secure export market, per ha achieved carry out
and inadequate and timely control efficiently the technical tasks
of the plantations. and the use of
technical results.
Variation of Production costs are relatively low Budget of the The percentage of costs is
costs (%) and there is no efficient use of Costs will increase, but
resources. S/. 15,000 per hectare defined, with the It will depend on the variation
support of the in production. Initially,
Region HE production costs will be
would achieve reduced in some tasks, such as
60.00% efficiency. the amount of fertilizers,
controls preventive,
proper crop management.
Productivity The production of herbs Increase of the Through technical assistance

variation (%) aromatics is low to medium, having production and proper management of
a high % of losses. in quantity and the plantations, it will be
quality by 10% per possible to improve the
ha quantity and quality
Variation of Sales currently made are made to Alliances with Sales must be assured to the
sales (%) the company INKA FRESH SAC exporting customer
companies 100% through a purchase intention
effectiveness between the parties, achieve
alliances with the
exporting company.
Variation in Currently there is available labor, Biggest generation More hands will be needed
employment in the partners use their family labor of construction site
the for their employment in a especially
Page | 52
location (%) minimum tasks and hire labor in 50.80 % of harvest and drying
tasks such as harvesting and effectiveness
selection within of the
costs of
production
Variation of Currently the investments S/. Increase in income Under an adequate definition
the income 15,000 per hectare on average and by 20 % by of investment costs in the
of the their income S/. 20,000.00, Campaign 2014 campaign, it will be
producers (% generating a profit of 60.0% per possible to reduce costs and
per unit of time) campaign increase the
productivity
Degree of THE company Inka Fresh SAC It Be supplier Form an alliance with the
satisfaction of acquires the association's of the company company and take advantage
production, but its demand is and insert to the of the potential of the
customer: greater. export marketof runner
(%) shape direct economic of the area based
100% satisfied on profitability and
sustainability.
Variation of Women participate in the cultural Increase in Achieve equitable

Women's work that takes place during all women's participation of the women
participation (%) the stage of participation by within the association in 50
production. Current share 10% 20% % because the woman is
best administrator of the
economy.
Page | 53
12
11 CONCLUSIONS
ANNEXES
• Taking into account what has been described above, we conclude that it is
convenient to proceed with implementing the diversification of aromatic herbs
with mainly mint, chamomile and lemon verbena crops, which will increase the
crops that currently exist, which are thyme and rosemary. The producers
organized in the APEPA currently have the knowledge and experience in the
production of aromatic herbs, so the diversification and increase of production
areas will become profitable crops for small farmers in the provinces of Sihuas.
• We recommend that mint and lemon verbena crops are initially planted using
the seedbed logic. That is, producers install an average of 500 m2, so that from
there they can propagate and increase a larger area. This will also allow us to
observe the behavior and evolution of the price.
• According to historical studies of the price of aromatic herbs both in the national
and foreign markets, they have downward trends at certain times of the year;
however, the diversification and climatic conditions of the area allow for
production all year round, covering the market demand at the level of market
niches.
Page | 54
• LOCATION PLAN OF THE PRODUCTION PROPOSAL.
Page | 55
12
•
ANNEXES TECHNICAL SPECIFICATIONS FOR THE PROPOSED GOODS AND SERVICES
CONCEPT DESCRIPTION
Technology name Rotating Cylinder Type Screen (500 Kg/H

Raw Material)
Technology type Equipment
Technical specifications By a 500 kg/hr Cylindrical Screen with 1/32”

stainless steel plate and 200 liter capacity hopper
with 2” SCH 40 C-304 stainless steel pipe shaft, the
mesh of 3 stainless steel sieves, supported in
square tubes of 1 ½ x 2.0 mm thickness and 1” x
1/8” of commercial steel, with two 2” diameter
bearings, 1.5 HP reducer motor and air extractor,
direct start button panel
Compatibility with current technology It has compatibility, its use is to avoid damage to
the product in the harvest phase.
Difficulty level in application No
Difficulty level in use Minimum.
In-use training requirement This business plan has contemplated training on

the subject of harvest and post-harvest
management for good technical management.
Identified suppliers - Hidromec SAC

Address: Av. Parra 408, Arequipa
Telephone: 968147849
Supplier Selection Criteria The criteria to select are:
- Years of experience as suppliers

of inputs.
- Company reputation.
Identified Selection Criteria Supplier that supplies export companies dedicated

to this crop.
Impact of Technology on Sales It allows the most effective sifting of the product,
influencing the volumes sold of the production,
product quality, obtaining better prices and
increasing the profitability of the producers.
Page | 56
BUSINESS PLAN RESIDENT PROFILE
Concept Detail
Training It is required to have the services of a Resident with

the following qualifications:
Eng. Agronomist.
Experience
03 years of experience in the chain of aromatic herbs
Experience in integrated process management.
Experience in personnel management and field work in
the mountains.
Principal functions
The main functions should be those related to:
- Management and Management of People, team
work, management of workers.
- Compliance with financial objectives,
production and marketing.
- Compliance with the management system
implement.
Time of the work Stable job for an indefinite period depending on
performance. Duration 1 year.
Willing to travel and settle in the Sihuas District
Salary Proposal S/ 2,500.00 (Two thousand five hundred new soles)
CAPACITY DEVELOPMENT TRAINER PROFILE

Concept Detail
Training It is required to have the services of a trainer with the

following qualifications:
Eng. Agronomist.
Experience
03 years of experience in the chain of aromatic herbs
Experience in capacity development.
Experience in the cultural work of cultivating aromatic
herbs
Experience in personnel management and field work in
the mountains.
Principal functions The main functions should be those related to:
- Management and Management of People, team
work, management of workers.
- Herb dryer workshop development
aromatic
- Workshop development in harvest and post-
harvest and
marketing of aromatic herbs
Page | 57
Time of the work Consulting in the development of the two workshops for
a defined period of time. Duration 45 days.
Willing to travel and develop workshops in the Sihuas

district
Salary Proposal S/ 2,200.00 (Two thousand two hundred new soles for
the two workshops)
Page | 58
BUSINESS PLAN QUOTES
Page | 59
• TECHNICAL FILE OF THE AROMATIC PLANT DRYER
Technical record
Construction of Aromatic Plant Dryer
LOCATION
Districts: Sihuas, Ragash, Cashapampa, Quiches, San Juan
Province: Sihua
Region: Ancash
Sihuas – Peru
January 2014
Page | 60
Technical record
Construction of Aromatic Plant Dryer
I. GENERALITIES
Geographic location
In the districts of Sihuas, Ragash, Cashapampa, Quiches and San Juan in the province of
Sihuas.
Communication Routes
- Chimbote – Sihuas: paved road in a time of 9 hours

- Sihua – Manta: paved road in a time of 20 minutes.
- Blanket– Tucush: bridle path in a time of 2 hours.
- Sihuas – Cashapampa: paved road in a time of 45 minutes.
- Sihua – Paicarán: paved road in a time of 30 minutes.
- Sihua – Quingao: paved road in a time of 2 hours.
- Sihua – Quiches: paved road in a time of 3.5 hours.
- Sihua – Ullulluco: paved road in a time of 4 hours.
Climate
The climate of the aforementioned districts ranges from temperate – warm to temperate –
frigid, with rain from October to April and frost in the months of June – August.
Land Topography
The topography of the land where the dryers will be built is rugged between 2,500 and 3,800
meters above sea level. in the different hamlets.
Economy
The residents of the aforementioned districts are mainly dedicated to the production of
bread crops and pastures, and in recent years they have been developing alternative crops
such as aromatic plants (rosemary and thyme), which have been sold in the local market and
in the markets of Chimbote and Lima.
Predominant Diseases
The diseases with the highest incidence in the population of the aforementioned
Page | 61
hamlets are: dehydration, bronchitis and pneumonia.
Households
The houses in the different hamlets are 80% adobe and 20% rammed earth, covered
with tiles, straw and corrugated iron.
Beneficiary Contribution
The families of the different districts where the dryers will be installed will provide work
through communal tasks for leveling the land, opening holes, fixing posts, roofing and
assembling the drying platforms, in addition to providing the necessary wood according
to the measurements. indicated in the field and attached plan.
II. GEOGRAPHICAL DELIMITATION

The families benefiting from the drying infrastructure belong to the hamlets of Tucush,
Turuna, Huaylluran, Quingao, Paicarán, etc. from the districts of Sihuas, Ragash,
Cashapampa, Quiches and San Juan, in the province of Sihuas.
III. BACKGROUND AND JUSTIFICATION

The beneficiary families of the aforementioned hamlets have been cultivating aromatic
plants such as oregano, thyme and rosemary, whose areas have been increasing and
expanding with the species of mint, chamomile and lemon verbena, consequently there
is a need to have dryers to obtain a product of good quality, and that responds to
market demands (green color, good aroma and few impurities).
IV. GOALS
Improve the drying of aromatic plants and in this way contribute to increasing the
productivity and agricultural income of peasant families producing aromatic herbs.
V. BENEFICIARIES
The direct beneficiaries are the peasant families of the hamlets of Tucush, Turuna,
Huayllurán, Quingao, Paicarán, etc. from the districts of Sihuas, Ragash, Cashapampa,
Quiches and San Juan, in the province of Sihuas. All of them belong to the association of
aromatic plant producers. And as indirect beneficiary families we have the residents of
the aforementioned hamlets who in the future will establish new areas of crops with
aromatic plants, and/or will be suppliers of various inputs and services to the producers
of aromatic herbs.
VI. ENGINEERING AND TECHNICAL SPECIFICATIONS
Page | 62
VII. 1 Projected Works
# GAMES UNIT AMOUNT
1 DRYER CONSTRUCTION Unit 1
VIII. 2 Description of Drying Capacity
It has been designed to lay 500 kg of green on the eight pallets that the dryer will have, and
which will be removed dry after 7 days.
The drying platforms are 8 m. long by 1.5 m wide, the frame will be made of eucalyptus
wood on which the fisherman's mesh is fixed with 3" nails, and they will have a height
between platform and platform of 0.45 m.
IX. 3 Technical Specifications for the Construction of the Dryer
Preliminary Work
Location
The planned place where the dryer will be built must have a permanent air flow and be
close to plots with aromatic plants.
Land clearing
Cleaning must be carried out, eliminating bushes, roots, topsoil, debris, in the place where
the work will be carried out.
Stroke and layout
It includes the layout of the plans on the ground, fixing the reference axes and the leveling
stakes.
Earth movement
Hole digging
The excavation of holes will be 50 cm deep and 30 cm in diameter. The bottom of the
excavation will be clean, even and free of stones; any collapse or loose material must be
Page | 63
removed.
Leveling and tamping
The land where the dryer will be built must be leveled and compacted.
Wooden Structure and Roof
Placement and fixing of posts
The eucalyptus posts of 4”x 4”x 3.05 and 4”x 4”x 3.45 will be installed according to the
distances and specifications of the plan, the part that will be buried must be previously
bathed with tar.
ceiling beams
They are made of 3”x 3”x 3.7 eucalyptus wood, they will be installed according to the
distances and specifications of the plan.
Straps and braces
They are made of 2”x 2”x 11 eucalyptus wood, they will be installed according to the
distances and specifications of the plan.
Calamine coverage
1.86 x 0.83 x 0.22 slats will be used, which will be fixed on the straps with slat nails.
Assembly of Pallets
Assembly of Pallets
2”x 2”x 8” eucalyptus stringers and 2”x 2”x 1.6 transversals will be used, which will be fixed
with 3” nails. Then the fisherman's mesh will be stretched and fixed with 3” nails.
X. EXECUTION TIME
The project execution time is two months effective, without taking into account stoppages
due to rain or other reasons.
Page | 64
XI. FUNDING SOURCE
The financing is shared by both the ANCASH REGION PROCOMPITE Fund and the associated
producers in APEPA, direct beneficiaries of the dryers.
XII. ANNEXES
• Dryer plan.
Page | 65
Pa
ge
|
69
PHOTO PANEL.
Plots in the town of Sihuas
Beneficiaries of the town of Sihuas
Page | 70

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“COMMERCIAL STRENGTHENING AND ADDED VALUE TO

Huaraz – Ancash – Peru

The business consists of strengthening the Association of Organic Producers of

1.1 BUSINESS DEFINITION

The Association of Organic Producers of Aromatic Plants - SIHUAS, aims to

Its presentation will be an important element to make the product attractive:

• Variety of species offered

a) Location of the proposal in the production chain

Location of the Productive

Since 1996, the Association of Organic Producers of Aromatic Plants has

1.2 DEFINITION OF THE NAME

“COMMERCIAL STRENGTHENING AND ADDED VALUE TO THE

Aromatic and Medicinal Plants: Tariff Classification

Evolution of Peruvian Exports

MAIN EXPORTING COMPANIES

TOP 10 IMPORTING COUNTRIES

2.2 DEMAND ANALYSIS

Format for analysis of demand and potential client

2.3 COMPETITOR ANALYSIS

The strategy to face internal competition is based on the following aspects:

• Post-harvest handling (drying and storage) to guarantee a good quality product;

The strategy to face external competition is based on the following aspects:

Sale Prices In Sihuas

Dried Thyme kg 7.15

Dried Rosemary kg 7.20

Kidron Kg. 14.00

1/ Placed in Plant (Sihuas), without VAT.

2.4 ANALYSIS OF SUPPLIERS

Characteristics of the supplier There are 50 hectares planted and in

Presence of substitutes in the They do not exist for the industry

2.5 MARKET STRUCTURE

2.5.1 Previous analysis

INTERNATIONAL AROMATIC HERBS MARKET

o Better quality and without microbiological or chemical contamination

MAIN WORLD IMPORTERS

2.6 DETERMINATION OF THE DEMAND-SUPPLY GAP

The consumption of organic products worldwide has a growing trend. The

3.1 LOCATION OF THE AEO

Districts Ragash, Cashapampa, Quiches,

Names and surnames ID

- Legal Representative of the Legal Entity:

Names and surnames DANIEL CHAVARRIA DELA CRUZ

- Data of the person with whom the communication must be made

Vladimi Caceres Salazar

Jr. Eulogio From the 1063

Kind of person Number

Associated natural persons 106

Men who integrate 104

3.4 PROFIT DISTRIBUTION STRUCTURE

Profit Distribution Period

1 Mario Liborio Barros Jesus V Ragash tucush 33242337 0.94

Partners or natural persons must have the right to call a board

Partners or natural persons must be treated equitably. YEAH

3.6 WORK STRUCTURE IN THE AEO

Person Position in the AEO

1. Jesús Guerra Quilca None

The functions and powers of the Treasurer are:

The functions and powers of the Member are:

The functions and powers of the Prosecutor are:

4.1 SITUATIONAL DIAGNOSTIC

Indicators x Peasant Family – 1st year

4.2 BUSINESS OBJECTIVES