Phase 1

Analyze and evaluate organizations’ situation and position

Presented by:
Emilse Velandia Mora

Presented to:
Juan Miguel Olave
Tutor

Workgroup: 212053A _614

Universidad Nacional Abierta y a Distancia – UNAD

STRATEGIC MANAGEMENT
2019
 Table of Contents
Introduction …………………. Pagina 3

Objectives ………………… Pagina 4

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Concept map of each student ………………… Pagina 5
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Strategic internal and external analysis development ………………… Pagina 8
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• Strategic Director ………………… Pagina 8
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• Value Chain Analysis ………………… Pagina 9
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 CPM (Competitive Profile Matrix) ………………… Pagina 10
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• SWOT, using the Spain’s government tool ………………… Pagina 11
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Conclusions ………………… Pagina 12
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References ………………… Pagina 13
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 INTRODUCCION
At present, companies are practically obliged to make a constant generation of new ideas and strategies to be in the
global market, to have a positioning in the market environment, and in this way these companies obtain advantages in
the field of competitiveness; Therefore, companies focus all their interest and effort in the management of strategic
management, this has arisen from the combination of the best commercial practices in the world and technology.
Companies that have focused on improving strategic management, their processes and internal activities can see the
results of these changes reflected in the value of the company, the customer and the satisfaction of customer
expectations.

Taking into account that strategic management has been evolving and that now represents a competitive advantage in
organizations, it is of vital importance, for it to be an excellent management, it must adopt focused principles is the
implementation of mechanisms that allow to improve all the logistic performance in Each of the processes. or
commercial activities of the organizations, in this case we will take into account the strategic management of a
company with a very interesting model of necogio such as TOSTAO coffee and bread.
 OBJETIVES

General objective
Identify in the strategy for the organization.

Specific objectives

Identify the possibilities of organization and control of the company.

Generate value a in all processes.
Achieve a chain of simunistros in real time
 CONCEPT MAP
PROBLEMATIC
For the creators of TOSTAO, the problem that persisted
was that the basic products of the Colombian family
basket such as bread and coffee had become a taste that
only the middle and upper class could obtain, they only
had the bread that they sell in neighborhood bakeries or
coffee made in neighborhood cafeterias, access to places
where they sell these good quality products, is almost
impossible because of their high costs, then it is there
where TOSTAO decides to democratize the concumo of
coffee and bread in the whole country
Identify that there should be
TOSTAO stores in all areas of
Bogota from south to north, debn
ubicarse para ser accesibles a los
clientes, con locales pequeños de
atención rápida, que entreguen
servicios rapidos y de calidad a
abajos costos
They look for the solution to
this problem with the
function of managing
innovation strategies in
services.
SITUATION OF TOSTAO
Causes
Tostao, you have small shops without a bathroom or
mostly chairs, or Wi-Fi service, to prevent customers from
spending much more time acquiring their products.
Sales strategies
This can be an aspect that bothers customers who want to Expand and grow nationally
access their products. with different types of strategic
TOSTAO can be the best place to share a coffee of plans
excellent quality with friends and merendiar, in their goal
of ezpansion, they can have stores with spaces for their
customers, chairs, tables studying where they can do it
TOSTAO, would become the best
business to consume this type of Further expand the product line
porcucts (coffee and bread) have beyond breads and baking
expanded their product line to further products, lunch type
please their customers.
Provide a high quality service
TOSTAO, do not increase the prices with high standard products,
of your products as time goes by, as using a present that provides a
you lose credibility as your low-cost comfort alternative for
model. customers
Strategic internal and external analysis development
STRATEGIC DIRECTIONAL

We offer good quality Tostao coffee and bread products available to all citizens, with fair prices, in order to be more
pleasant on the days, enjoying the little moments that make life brighter

To be recognized nationally and internationally as one of the main coffee and bread production companies, reaching
600 to 700 stores in 2020 in the country, increasing exports and using technology innovation that keep prices low.
goals Reach a breakeven point with revenue financing. Establish new stores throughout the country. Provide an
optimal relationship between quality and price. Characterize the marketing policies adopted by the TOSTAO coffee
and bread chain. Assure customers with reliable and successful products It guarantees the provision of timely and
comprehensive timely service through humanized care. Provide and maintain adequate infrastructure in order to
provide comfort to customers and achieve efficiency in products. Increase the income obtained with the purpose of
expanding the business to other corners of the country and beyond Be generators of employment. Goals Close the
year with 242 stores.} By 2020, 600 to 700 stores are expected in different cities of Colombia with an expansion plan.
Build an exportable commercial firm to other regions of the country, easily reproducible and that counts on an
expansive business model. Expand the sale to other countries. Apply innovation and technology to premises.
Excellence in each of the activities carried out guarantees customers complete satisfaction through products and services of the highest quality.
Commitment to individual and organizational goals and aspirations highlights the important responsibility we have with our external and
internal clients.
Customer orientation The customer is the main reason for the existence of TOSTAO
Innovation differentiates us from the competition, so generating new processes, products and services allows us to be leaders in the sector in
which we operate.
Continuous learning Continuous learning through accumulated experiences allows Tostao and his team to achieve our successes and failures in
growth opportunities

Reach a breakeven point with revenue financing.

Establish new stores throughout the country.
Provide an optimal relationship between quality and price.
Characterize the marketing policies adopted by the TOSTAO coffee and bread chain.
Assure customers with reliable and successful products
Ensure the provision of timely and comprehensive timely service through humanized care.
Provide and maintain adequate infrastructure in order to provide comfort to customers and achieve efficiency in products.
Increase the income obtained with the purpose of expanding the business to other corners of the country and beyond
Be generators of employment.
 Strategic internal and external analysis development
VALUE CHAIN ANALYSIS
AFTER SALES SERVICE
High quality product delivery
Reasonable price
Customer service
Feedback
PQR mailbox
MARGI
N
Satisfy customers needs.
Delivery of the best quality products with the best customer service and attention.
Give customers an excellent experience when making the decision to enter a TOSTAO store.
Democratize access to this type of products in all areas of cities where TOSTAO is present
COMPANY INFRASTRUCTURE
Implementation of quality standards,
planning and organization of production
and sales, strategic management and cost
control development of commercial
strategies, production of quality
products at fair prices, growth and
expansion of stores, avoiding fees,
financial coordination of human
resources , accountant, investment of
own budgez
MARKETING AND SALES
Innovation, positioning and brand influence
Strengthening customer service.
Marketing strategies digitaLmarketing,
Advertising.
Fair prices and low-cost business model.
Experiences
Website strengthened, light application
accessible.
Cheaper tan
EXTERNAL LOGISTICS
Supply and purchases
Purchases of all supplies, tools,
equipment and services used before,
during and after the process.
Administration of said expenses.
Backup, Process structure.
Support Activities
INTERNAL LOGISTICS
Bread and coffee production processes
Communication system between areas of
TOSTAO.
Tostao coffee and bread supply chain
Recruitment, selection and training of Tostao
employees, who have the function of
interacting and meeting the needs of
customers.
Analysis of competitors strategies, prices and
percentages.
TECHNOLOGICAL
DEVELOPMENT
Software and- information system, billing
system, communication system in stores
and regions.
Optimization of technologies (machinery)
Production system (Panaficadora Toaster)
own brand 100% Colombian coffee.
Web site creation.
OPERATIONS
Supply purchasing process, production
and freezing process
Line Activities
Transportation of frozen product
(bread) to stores to be baked and
delivered to customers fresh and of
excellent quality.
Simbra, collection and delivery of
TOSTAO coffee by peasant
cooperatives to be processed (Toaster)
in the TOSTAO chain of stores.
Processes of preparation and delivery of
products (Sandwich, salads, coffees,
mocha, etc...) in the chain of stores
HUMAN RESOURCE
MANAGEMENT
TOSTAO coffee and bread has a general
orientation of human resources, is based
on a philosophy of self-management,
recruitment, recruitment and training of
the same, has a reinsertion program
 Development of internal and external strategic analysis
MATRIX OF COMPETITIVE PROFILE

WEAKNESSES
STRENGTHS New competitor strategies
TOSTAO, thanks to its excellent business plan and sales
structure, manages to offer its customers the best service, the best TOSTAO coffee and bread competes in a high quality
product of excellent quality at affordable prices compared to the market and years of experience, great brands such as
competition, its premises are well located and distributed for the Starbucks, Juan Valdez, Oma, Cafe Quindio, Pan Pa Ya,
access of all its customers these companies have brand positioning, customers,
strategies and excellent marketing
Creation and new entries to the market for low-cost
TOSTAO
brands
The business that revolutionized coffee
marking in Colombia

SWOT
OPPORTUNITIES
THREATS TOSTAO, will reach all its expansion goals, have presence
Competition of conpanies with the same low cost buciness throughout the COLOMBIAN TRRITORY
model It has a profitable and sustaunable business model
Lack implementing strategic plans and continuos improvement The proper management of your strategies and customer service
of tehe business model program
Dmolish customer service The production of products and sales of excellent quality at
Not asume a strategic management of the business model affordable price to all customers
 CONCLUSIONS
The strategic management in the organizations provides a concrete direction to fulfill the
objectives set, in the strategic management there are the market opportunities linked to the
commercial strengths of a company.
In an organization the strategic management fulfills important functions and is responsible
for carrying out a control of goals and objectives of each area and the internal processes of
the company.
The strategic plan of a company in this case TOSTAO coffee and bread includes objectives
and goals, among which are the administration sales, customers, services, finances among
others; These commercial areas are distributed in an integrated system that allows the
company to chart a successful route and aim to meet the goals.
In a company it is essential to carry out the strategic analysis every certain time, this allows
you to learn about the situations that are being carried out well and those that are not
working correctly, this is essential to maintain the operation and organization in an optimal
way.
The analysis should be focused on customers, their needs and motivations.
With strategic analysis it is possible to identify the competition and evaluate its
performance, objectives, structure, image, weaknesses and strengths.
 REFERENCES
Tirana Ortiz, k. (07,11,2018). virtual learning object strategy analysis tools. retrieved from: http://hdl.handle.net/10596/22209

Degeratu, A. M., Rangaswamy, A., & Wu, J. (2001). Consumer Choice Behavior in Online and Traditional Supermarkets.
International Journal of Research, 17, 55-78. Dinero. (2016). El modelo "sin estratos" de la cadena Tostao' Café y Pan. Revista
Diner Degeratu, A. M., Rangaswamy, A., & Wu, J. (2001). Consumer Choice Behavior in Online and Traditional Supermarkets.
International Journal of Research,17, 55-78. Dinero. (2016). El modelo "sin estratos" de la cadena Tostao' Café y Pan. Revista
Diner
BBI Colombia S.A.S.(1-13, Rep.). (2018). Emis Business Report.
El Tiempo. (2016). Lo que facturan Tostao, Pan Pa' Ya!, Juan Valdéz, Starbucks y Oma. Obtenido de:
http://www.eltiempo.com/economia/empresas/ventas-de-oma-pan-pa-ya-yjuan-valdez-98846 El Tiempo. (Marzo 25 de 2018).
Números que evidencian la guerra que desató Tostao en cadenas de café. Obtenido de:
http://www.eltiempo.com/economia/empresas/cifras-deventas-empleados-y-locales-de-cadenas-de-cafe-en-colombia-197732