TY - GEN
T1 - Modelo Estratégico y su Impacto en la Gestión Comercial de una Empresa PYME del Sector Automotriz
AU - Florián Castillo, Odar R.
AU - Kou, Patricia Zanabria
AU - Deza Castillo, Juan M.
N1 - Publisher Copyright:
© 2020 Latin American and Caribbean Consortium of Engineering Institutions. All rights reserved.
PY - 2020
Y1 - 2020
N2 - The objective of the research was to determine the impact of a strategic model on the commercial management of an Pyme company in the automotive sector. The study was preexperimental pre-test and post-test. The population being 9277 customers and 34513 sales records. A reliable questionnaire (Cronbach's Alpha of 0.883) and validated by expert judgment was applied to 137 clients. The financial statements showed deficiencies in: use of resources, innovation in sales techniques and interaction with the client; impacting business management. The strategies developed considered internal and external analysis, aligning them to the fulfillment of six strategic objectives of the company. The average monthly purchase increased from S / 442838 to s / 492644, increasing by 11.2%. The average purchase ticket went from S / 101.0 to S / 116.1 with an increase of 14.9%. The NPV was 200363, the IRR of 190.72% and a B / C 1.14 index demonstrating the financial economic viability of the strategic model implemented. The hypothesis test using the Mann-Whitney U determined that the median monthly sales revenue has a significant difference (p = 0.00 <0.05) between traditional management versus management with the strategic model implemented in the company.
AB - The objective of the research was to determine the impact of a strategic model on the commercial management of an Pyme company in the automotive sector. The study was preexperimental pre-test and post-test. The population being 9277 customers and 34513 sales records. A reliable questionnaire (Cronbach's Alpha of 0.883) and validated by expert judgment was applied to 137 clients. The financial statements showed deficiencies in: use of resources, innovation in sales techniques and interaction with the client; impacting business management. The strategies developed considered internal and external analysis, aligning them to the fulfillment of six strategic objectives of the company. The average monthly purchase increased from S / 442838 to s / 492644, increasing by 11.2%. The average purchase ticket went from S / 101.0 to S / 116.1 with an increase of 14.9%. The NPV was 200363, the IRR of 190.72% and a B / C 1.14 index demonstrating the financial economic viability of the strategic model implemented. The hypothesis test using the Mann-Whitney U determined that the median monthly sales revenue has a significant difference (p = 0.00 <0.05) between traditional management versus management with the strategic model implemented in the company.
KW - Commercial management
KW - Competitiveness
KW - Continuous improvement
KW - Strategic model
KW - Strategic planning
UR - https://www.scopus.com/pages/publications/85096810702
U2 - 10.18687/LACCEI2020.1.1.164
DO - 10.18687/LACCEI2020.1.1.164
M3 - Contribución a la conferencia
AN - SCOPUS:85096810702
T3 - Proceedings of the LACCEI international Multi-conference for Engineering, Education and Technology
BT - 18th LACCEI International Multi-Conference for Engineering, Education Caribbean Conference for Engineering and Technology
T2 - 18th LACCEI International Multi-Conference for Engineering, Education Caribbean Conference for Engineering and Technology: "Engineering, Integration, and Alliances for a Sustainable Development" "Hemispheric Cooperation for Competitiveness and Prosperity on a Knowledge-Based Economy", LACCEI 2020
Y2 - 27 July 2020 through 31 July 2020
ER -