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Fernández Delgado Ronal - One of the best experts on this subject based on the ideXlab platform.

  • Implementación de un Plan estratégico para incrementar las ventas en la empresa Ecosistemas Perú S.A.C. (Trabajo de suficiencia profesional - Parcial)
    'Dipartimento di Economia Universita di Perugia (IT)', 2019
    Co-Authors: Fernández Delgado Ronal
    Abstract:

    ABSTRACT Based on the evaluation of the Business problem of Ecosistemas Perú S.A.C. It was found a lack of horizon that indicates a direction for the Business, in a highly competitive environment and with a favorable environmental condition, for air conditioning and ventilation companies. The main problems we found were: • Lack of a Strategic Business Plan with a customer focus • Overload of work of the owner and Manager of the company Mr. Eusebio Vergara Delgado. It was convenient to structure a Strategic Plan, which allows to organize the company, eliminate customer complaints, respect the environment and obtain a continuous growth in sales. For all this, a Strategic Plan based on 2016 and projections for the 2017-2020 period was developed and implemented for Ecosistemas Perú. For the development of the Strategic Plan: 1. An external and internal audit was carried out to identify the opportunities and threats that the environment offered us and to evaluate our internal strengths and weaknesses in order to take advantage of the opportunities and prevent the threats from harming us. 2. The statements of the Mission and Vision of the company were lifted and dissemination was carried out for all levels of the organization 3. It was determined the general objective and the Strategic objectives that contemplate the growth, sustainability, and profitability of the Business. 4. An analysis of the crossed SWOT matrix was carried out to generate and select the strategies Feasible that allow us to meet the objectives. For the implementation of the Strategic Plan: 5. The organizational structure of the company is restructured to make it more functional, customer-oriented, decrease maintenance complaints and relieve the owner of administrative and administrative overload operative 6. It was proposed to standardize the company to the requirements of customers with the company CGS. Finally, the most important conclusions are: the Strategic Plan with customer focus is a fundamental tool to give direction to the Business and allows structuring strategies that allow us to obtain competitive advantages. Regarding the recommendations, the following are highlighted: Ecosystems Peru S.A.C. must continue with the Strategic Plan designed until 2020 and permanently evaluate the achievement of the objectives, making the corresponding adjustments.TesisBasado en la evaluación de la problemática empresarial de Ecosistemas Perú S.A.C. se encontró una falta de horizonte que señale un rumbo para el negocio, en un medio altamente competitivo y con una condición ambiental favorable, para las empresas de aire acondicionado y ventilación. Los principales problemas que encontramos fueron:  Falta de un Plan estratégico empresarial con enfoque al cliente   Sobrecarga de labores del dueño y Gerente de la empresa Sr. Eusebio Vergara Delgado. Se vio conveniente estructurar un Plan estratégico, que permita organizar la empresa, eliminar las quejas de los clientes, respetar el medio ambiente y obtener un crecimiento continuo en las ventas. Por todo esto se desarrolló e implemento para Ecosistemas Perú, un Plan Estratégico con base en el año 2016 y proyecciones para el periodo 2017-2020. Para el desarrollo del Plan Estratégico: 1. Se realizó una auditoria externa e interna para identificar las oportunidades y amenazas que nos ofrecía el entorno y evaluar nuestras fortalezas y debilidades internas para aprovechar las oportunidades y evitar que las amenazas nos perjudicaran. 2. Se levantó las declaraciones de la Misión y Visión de la empresa y se realizó la difusión para todos los niveles de la organización 3. Se determinó el objetivo general y los objetivos estratégicos que contemPlan el crecimiento, sostenibilidad, y rentabilidad, del negocio. 4. Se realizó un análisis de la matriz FODA cruzada, para generar y seleccionar las estrategias Factibles que nos permitan cumplir los objetivos Planteados. Para la implementación del Plan estratégico: 5. Se reestructuro el organigrama de la empresa para hacerlo más funcional, orientado al cliente , disminuir las quejas por mantenimiento y liberar al dueño de la sobrecarga administrativa y operativa. 6. Se Planteó homologar la empresa a los requerimientos de los clientes con la empresa CGS. Finalmente, las conclusiones más importantes son: el Plan Estratégico con enfoque al cliente, es una herramienta fundamental para darle rumbo al negocio y permite estructurar estrategias que nos permitan obtener ventajas competitivas. En cuanto a las recomendaciones se resaltan las siguientes: Ecosistemas Perú S.A.C. debe seguir con el Plan Estratégico diseñado hasta el año 2020 y evaluar permanentemente el logro de los objetivos, realizando los ajustes correspondientes

  • Implementación de un Plan estratégico para incrementar las ventas en la empresa Ecosistemas Perú S.A.C.
    Universidad Privada del Norte, 2019
    Co-Authors: Fernández Delgado Ronal
    Abstract:

    RESUMEN Basado en la evaluación de la problemática empresarial de Ecosistemas Perú S.A.C. se encontró una falta de horizonte que señale un rumbo para el negocio, en un medio altamente competitivo y con una condición ambiental favorable, para las empresas de aire acondicionado y ventilación. Los principales problemas que encontramos fueron: Falta de un Plan estratégico empresarial con enfoque al cliente Sobrecarga de labores del dueño y Gerente de la empresa Sr. Eusebio Vergara Delgado. Se vio conveniente estructurar un Plan estratégico, que permita organizar la empresa, eliminar las quejas de los clientes, respetar el medio ambiente y obtener un crecimiento continuo en las ventas. Por todo esto se desarrolló e implemento para Ecosistemas Perú, un Plan Estratégico con base en el año 2016 y proyecciones para el periodo 2017-2020. Para el desarrollo del Plan Estratégico: 1. Se realizó una auditoria externa e interna para identificar las oportunidades y amenazas que nos ofrecía el entorno y evaluar nuestras fortalezas y debilidades internas para aprovechar las oportunidades y evitar que las amenazas nos perjudicaran. 2. Se levantó las declaraciones de la Misión y Visión de la empresa y se realizó la difusión para todos los niveles de la organización 3. Se determinó el objetivo general y los objetivos estratégicos que contemPlan el crecimiento, sostenibilidad, y rentabilidad, del negocio. 4. Se realizó un análisis de la matriz FODA cruzada, para generar y seleccionar las estrategias Factibles que nos permitan cumplir los objetivos Planteados. Para la implementación del Plan estratégico: 5. Se reestructuro el organigrama de la empresa para hacerlo más funcional, orientado al cliente , disminuir las quejas por mantenimiento y liberar al dueño de la sobrecarga administrativa y operativa. 6. Se Planteó homologar la empresa a los requerimientos de los clientes con la empresa CGS. Finalmente, las conclusiones más importantes son: el Plan Estratégico con enfoque al cliente, es una herramienta fundamental para darle rumbo al negocio y permite estructurar estrategias que nos permitan obtener ventajas competitivas. En cuanto a las recomendaciones se resaltan las siguientes: Ecosistemas Perú S.A.C. debe seguir con el Plan Estratégico diseñado hasta el año 2020 y evaluar permanentemente el logro de los objetivos, realizando los ajustes correspondientes. PALABRAS CLAVE: llan estratégico, ventas, mantenimiento, orientación al cliente.ABSTRACT Based on the evaluation of the Business problem of Ecosistemas Perú S.A.C. It was found a lack of horizon that indicates a direction for the Business, in a highly competitive environment and with a favorable environmental condition, for air conditioning and ventilation companies. The main problems we found were: • Lack of a Strategic Business Plan with a customer focus • Overload of work of the owner and Manager of the company Mr. Eusebio Vergara Delgado. It was convenient to structure a Strategic Plan, which allows to organize the company, eliminate customer complaints, respect the environment and obtain a continuous growth in sales. For all this, a Strategic Plan based on 2016 and projections for the 2017-2020 period was developed and implemented for Ecosistemas Perú. For the development of the Strategic Plan: 1. An external and internal audit was carried out to identify the opportunities and threats that the environment offered us and to evaluate our internal strengths and weaknesses in order to take advantage of the opportunities and prevent the threats from harming us. 2. The statements of the Mission and Vision of the company were lifted and dissemination was carried out for all levels of the organization 3. It was determined the general objective and the Strategic objectives that contemplate the growth, sustainability, and profitability of the Business. 4. An analysis of the crossed SWOT matrix was carried out to generate and select the strategies Feasible that allow us to meet the objectives. For the implementation of the Strategic Plan: 5. The organizational structure of the company is restructured to make it more functional, customer-oriented, decrease maintenance complaints and relieve the owner of administrative and administrative overload operative 6. It was proposed to standardize the company to the requirements of customers with the company CGS. Finally, the most important conclusions are: the Strategic Plan with customer focus is a fundamental tool to give direction to the Business and allows structuring strategies that allow us to obtain competitive advantages. Regarding the recommendations, the following are highlighted: Ecosystems Peru S.A.C. must continue with the Strategic Plan designed until 2020 and permanently evaluate the achievement of the objectives, making the corresponding adjustments. KEYWORDS: Strategic Plan, sales, maintenance, customer orientation

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  • Strategic API Analysis and Planning: APIS Technical Report
    arXiv: Software Engineering, 2019
    Co-Authors: Jennifer Horkoff, Juho Lindman, Imed Hammouda, Eric Knauss
    Abstract:

    Traditionally, software APIs (application programming interfaces) have been viewed from a technical perspective, as a means to separate implementation from functional calls, and as a way to define a contract of software functionality. The technical benefits of APIs have been reported in numerous studies. Several reports from industry offer useful practical design considerations for APIs, including advice on collecting usage data, monetization strategies, and at what point to open an API to external parties. Although this advice can be useful, the focus is still often on the API, only without considering the role the API plays in the wider organization or how it fits into an organizational strategy. Our industrial experiences show that more information is needed about the challenges and best practices of API design and management in an organizational context. Furthermore, it has become apparent that APIs are able to play a key role as part of a Strategic Business Plan for software-intensive companies. In this report, we present the results of our work with companies to build a framework that synthesizes and summarizes API strategies from several perspectives, including: Strategic API lifecycle, lifecycle stage characteristics, lifecycle use cases and transition points, API layered architecture, BAPO, value modeling, ecosystem mapping with goal models, API metrics, goal models with metrics, and API governance guidance. Our research was carried out with an industry-academic collaboration. The framework was developed iteratively through workshops and discussions with company partners. We show how conceptual frameworks can be used to drive API strategy development, drawing on our research with several companies in practice.