BUSINESS SCHOOL

CAREER OF ADMINISTRATION AND

INTERNATIONAL BUSINESS

COURSE
INTERNATIONAL BUSINESS PLAN

THEME
WORK T4

TEACHER
NATIVIDAD GOMEZ PATRICIA ANDREA

MEMBERS
ANGELDONIS AUCAPIÑA, BRUNO
CASTAÑEDA ROMERO, JORGE ENRIQUE
MORALES MOLINA, CAROLINE ANTHUANE
OCAR ARANGO, FRANCESCA ALEXANDRA

2021
Contenido
CHAPTER I.............................................................................................................................................4
1. STRATEGIC PLANNING..............................................................................................................4
1.1. Description of the business......................................................................................................4
1.2. Strategic Planning of the Company........................................................................................4
1.2.1. Mission..............................................................................................................................4
1.2.2. Vision................................................................................................................................4
1.2.3. Philosophy or corporate values..........................................................................................4
1.2.4. Business Description..........................................................................................................4
1.2.4.1. Goals..........................................................................................................................4
1.2.4.2. Actions Plans.............................................................................................................5
1.2.4.3. Actions.......................................................................................................................5
1.2.4.4. Control.......................................................................................................................5
1.3. External Analysis of the Company (PESTEL).......................................................................5
1.3.1. Political..............................................................................................................................5
1.3.2. Economic...........................................................................................................................6
1.3.3. Social.................................................................................................................................6
1.3.4. Technological....................................................................................................................6
1.3.5. Environmental....................................................................................................................6
1.3.6. Legal..................................................................................................................................7
1.4. Internal Company Analysis (Porter's 5 Forces)....................................................................7
1.4.1. Buyers................................................................................................................................7
1.4.2. Suppliers............................................................................................................................7
1.4.3. Substitutes..........................................................................................................................8
1.4.4. New Entrants.....................................................................................................................8
1.4.5. Existing rivals....................................................................................................................9
1.5. Cross Swot..............................................................................................................................10
1.5.1. Strengths x Opportunities (OS)........................................................................................10
1.5.2. Weaknesses x Opportunities (WO)..................................................................................10
1.5.3. Strengths x Threats (ST)..................................................................................................10
1.5.4. Weaknesses x Threats (WT)............................................................................................10
1.6. CANVAS................................................................................................................................10
1.7. Brand......................................................................................................................................11
CHAPTER II.........................................................................................................................................12
2. MARKET ANALYSIS..................................................................................................................12
2.1. Evaluation of the international market................................................................................12
2.1.1. Main world exporters of the selected product..................................................................12
2.1.2. Main world importers of the selected product..................................................................12
2.1.3. Target market selection matrix.........................................................................................12
2.1.4. Market access barriers......................................................................................................13
2.1.4.1. Tariff Requirements.................................................................................................13
2.1.4.2. Non-Tariff Requirements.........................................................................................13
 2.1.4.3. Phytosanitary requirements......................................................................................14
2.1.4.4. Other requirements...................................................................................................14
CHAPTER III........................................................................................................................................14
3. MARKETING PLAN....................................................................................................................14
3.1. Marketing objectives.............................................................................................................14
3.2. Market entry strategy............................................................................................................14
3.3. Design of the strategic Marketing campaign (objectives, strategies, activities, tasks and
indicators to be evaluated) such as the assigned budget.................................................................15
3.4. Instruments to be used (survey and / or in-depth interview)..............................................17
.........................................................................................................................................................17
CHAPTER IV........................................................................................................................................18
4. OPERATIONS PLAN...................................................................................................................18
4.1. Function manuals and job profiles for the areas that they work in the company.............18
4.2. Process diagrams, layout of the company to work..............................................................20
4.3. Machinery and Equipment requirements............................................................................22
4.4. Matrix of macro and micro location of the business...........................................................23
CHAPTER V..........................................................................................................................................24
5. FINANCIAL PLAN.......................................................................................................................24
5.1. Initial Investment...................................................................................................................24
5.2. Projected Income Statement. (Previously, you must show detailed expenses of each
concept)..............................................................................................................................................24
5.3. Projected Balance Sheet........................................................................................................24
5.4. Projected Cash Flow. 5.5 Financial Evaluation Equilibrium point, NPV, IRR, WACC).24
Annexed..........................................................................................................................................24
Bibliographic References......................................................................................................................28
CHAPTER I

1. STRATEGIC PLANNING

1.1. Description of the business

Bio Berries is a company that is dedicated to the cultivation and commercialization of

blueberries, through its strategic partners who are the wholesalers who are in charge of
positioning their product in supermarkets and markets nationwide. In addition, due to the fact
that exports to the US market have been growing steadily, the company seeks to position its
product in that market, in order to increase the number of clients, which will generate higher
income for the company. Therefore, to internationalize the product, the company is
developing different strategies that allow it to position its product in the different markets of
the United States.

1.2. Strategic Planning of the Company

1.2.1. Mission

Satisfy and provide our customers and consumers around the world with healthy food
through operational excellence, innovation and sustainable practices.

1.2.2. Vision

To be a world leader in the cultivation and commercialization of high-quality blueberries,

based on ethical and efficient management that ensures the long-term sustainability of
our business.

1.2.3. Philosophy or corporate values

Our commitment is to quality, since our product will be an organic and natural product,
because less preservatives will be used, providing a better product to the consumer and
food safety goes hand in hand with the value we place on teamwork.

1.2.4. Business Description

1.2.4.1. Goals

 Increase sales to the United States of blueberries in disposable presentation of

one hundred grams by ten percent in three months.
  Increase by thirty percent the visits to the new export presentation three hundred
grams within our social networks and website in six months.

1.2.4.2. Actions Plans

 Participate in an international fair of agricultural and organic products, in the target

market in the course of the following year, attracting promotions or wholesalers

 Participate in an international fair for healthy lifestyle, in the target market in the
course of the following year.

1.2.4.3. Actions

 Develop export logistics based on US requirements, effectively fulfilling it.

 Carry out a study of the target market (USA) considering the seasons of the year for
consumption programming during the next year.

 Strategic Alliances, which will allow us to have quick access to the market objective
and distribution channels

1.2.4.4. Control

 Sales volume

 Maintain and improve the efficiency of good HACCP and BMP practices, controls

 Achieve compliance with the requirements sanitary ware of the American market,
looking for external consultancies and / or programs provided by the condition.

1.3. External Analysis of the Company (PESTEL)

The US market was chosen to make the pestel because it is the largest importer of blueberries
in the world. In addition, Perú already exports fresh blueberries to this country, which allows
us as a company to easily position ourselves in this market.

1.3.1. Political

 In this space of analysis, we find a government that generates a favorable climate for
investment and, in general, for the free market.

 It has a stable fiscal monetary policy.

 Due to the free trade agreement that exists between our country and the United
States, blueberries have a preferential tariff of zero percent.
1.3.2. Economic

 The economy maintains its orthodox bias and favors macroeconomic stability. In
this sense, inflation will be within the target range of 1% to 3% after several years
and will not affect the progress of business.

 Main variables, interest rate, inflation, exchange rate, stable outlook.

 It has a monetary and price stability, which will favor our exports.

1.3.3. Social

 The United States has a very varied culture, due to the great demand for immigrants
that this country has.

 Growing trend of consumption of organic and healthy products.

 There is a greater responsibility of the consumer, who is willing to pay an additional

price for certified products.

 The sense of social and environmental responsibility, on a personal and business

level, has also determined that the demand for certified products, such as Fair Trade
and Organic, registers growing trends.

1.3.4. Technological

 In terms of technology in agricultural operations, the use of weather projections,

irrigation technology and the use of drones are required to provide security and obtain
information on the line of the facilities.

 In the case of the Peruvian geography, with desert areas on the coast and dry lands in
the highlands, regions where blueberries grow, there are solutions such as sprinkling
or drip irrigation.

 Agricultural Research Service (ARS) is currently conducting research to decode the

blueberry genome, with the objective of improving its resistance to extreme
temperatures, pest resistance, predicting harvest dates, and improving and
identifying determinants of fruit quality.

1.3.5. Environmental

 Environmental factors are extremely important in the agricultural sector, both for the
adverse effects they can have and for the opportunities they offer.
  According to the Food and Agriculture Organization of the United Nations (FAO),
the following environmental benefits of organic agriculture are recognized: Long
Term sustainability, soil management, care of groundwater sources, air and climate
change and biodiversity.

 The product to be exported will be certified organic by the USDA, which provides
the final consumer with the assurance of responsible management in the use of
chemicals, pesticides and environmental care.

1.3.6. Legal

 USDA regulations on the requirements for the entry of products included in the
FAVIR (Fruits and Vegetables Import Requirements), which establish quarantine
periods, certifications of pest-free zones at origin and the use of fertilizers, among
other conditions.

 The United States and Peru signed the Trade Promotion Agreement. This agreement
has been a great opportunity for blueberry producers, who have strengthened their
shipments of blueberries to the U.S. market.

 In addition, this product is 100% free, i.e., the tariff paid is 0%.

1.4. Internal Company Analysis (Porter's 5 Forces)

1.4.1. Buyers

Buyers' bargaining power is based on their knowledge and access to the next link in the
chain, the end consumer. The American market is very demanding. It is necessary to have
them to enter a market in which there is no commercial experience, therefore the help of
intermediaries is sought in the months of scarcity, which are the most important and
advantageous for Peruvian and Mexican producers. A stable relationship that provides
blueberries for 12 months of the year.

In short, there is high bargaining power for buyers, which is reversed in the lean months in
the US market. This opens the possibility of establishing more equitable relations and
creating alliances with other countries that favor both.

1.4.2. Suppliers

Currently, there are only two suppliers representing US companies. Although importation
is an alternative possibility to local purchase, not all of them
 manage to complete the harvest on time, since they wait several months to have the 8,000
bushes per hectare that are required to produce efficiently.
It is then that the alliance between Inka's Berries and Camposol, suppliers of in vitro
breeding shrubs and producers, respectively, was created in order to supply.

In summary, in the case of shrub suppliers, there is evidence of strategic alliances with
existing producers and relatively long deadlines to supply, so it can be said that there is
concentration of power.

1.4.3. Substitutes

If we talk about substitute products, in the blueberry market we will find many of them.
These belong to the family of berries or fruits of the forest: strawberries, raspberries,
blackberries. These will be evaluated based on their availability, prices, properties and the
consumer's willingness to substitute or not the product will be identified.

 The differences in the nutritional properties and health benefits of the blueberry
make substitution low. The blueberry is a fruit that is not consumed precisely for
its taste. The consumer of this fruit analyzes, in a conscious way, the properties it
possesses and that is why he/she buys it.

 Having an organic or fair-trade certification can change the appreciation of the

product in consumers who are more committed to the environment and to the
labor rights of those who work in production.

 In the U.S. market there are enough local, Mexican, Argentines and Chilean
suppliers. The latter are the ones who dominate imports of fresh and organic
blueberries. During the September-October window, when local suppliers do not
have sufficient production, supply is reduced, as only Mexicans and Peruvians
supply the market during the first two months and Chileans enter in November.

1.4.4. New Entrants

Having new entrants in this market depending on the investment made, the scale of
production, the loyalty of customers to existing products or brands and how available the
distribution channel operators are to accept a new competitor in the market.
 In the Peruvian environment there are two companies (Talsa and Camposol) that
concentrate more than 60% of the country's production and exports, there are also small
exporters that have entered the North American market and, despite not dominating it, the
current profitability of the curten product can absorb the fixed costs associated with
smaller plots, which favors their viability.

In the North American environment, there are competitors from companies from countries
such as Chile, Australia, Argentina and New Zealand.

The product will be organic and, as mentioned previously, it will be awarded a certificate
by the USDA, which will differentiate it from other blueberries; However, making it
organic and including this additional certification adds costs, especially associated with
increased investment in the production stage.

If necessary, the possibility of vertical integration will be analyzed, that consist in

establishing a commercial office at the destination, which will open possibilities of direct
and personalized sales to supermarkets and retail agents in general.

In conclusion, there are high entry barriers determined by investment amounts, irrigation
technology, distribution channels and the time in which blueberry suppliers supply the
demand. As such, the threat of new entrants is low.

1.4.5. Existing rivals

Rivalry among competitors will impact the profitability of the sector. The number of
competitors in the current sector is large, we have mainly Mexico, Chile and Argentina.

Competitors in Perú: Camposol, Agrícola Athos, Intipa Food, Vegetables Flores, La

Joyita.

There are also U.S. suppliers that complete the players in this market. In this context, the
profitability of the sector is stable based on the growing demand, the entry of China as a
very important buyer and productivity improvements.

Imports from the United States have been registering significant growth rates, which
encourages greater supply. In the case of the United States, 73% of the population
consume organic products and the groups that consume these fruits most frequently have
been increasing steadily since 2000. These conditions make it possible to foresee a growth
in demand at least in the medium term.
 Organic blueberries have parameters established by the market for entry into the United
States, in terms of fruit diameter, a quality that is worked on by post- harvest selection
teams.

In conclusion, market stability seems to be guaranteed by the increase in imports of

blueberries and the low rivalry of competitors, since there is no price war.

1.5. Cross Swot

1.5.1. Strengths x Opportunities (OS)

 Strategy for propening expansion and increasing production with the rental of more
hectares for possible new markets

 Product differentiation strategy through iso organic certification and fair trade.

1.5.2. Weaknesses x Opportunities (WO)

 Join venture strategy with another company and take advantage of its knowledge of
the market and distribution channels.

 Use of genetically improved plants to obtain better fruit, greater flavor and greater
resistance to climate changes.

1.5.3. Strengths x Threats (ST)

 Implementation of agricultural coverage policies to mitigate the risks of climate

change

 Acquisition of reserves of natural resources to anticipate future events that may

affect production.

1.5.4. Weaknesses x Threats (WT)

 Constant training and motivation of employees with specialized personnel,

additionally the implementation of meshing to counter excess of rain or heat.

 Implementation of technology to maximize production and supply.

1.6. CANVAS

 https://canvanizer.com/canvas/wufDhIx3FfeXH
1.7. Brand
CHAPTER II

2. MARKET ANALYSIS

2.1. Evaluation of the international market

2.1.1. Main world exporters of the selected product.

According to TradeMap, until 2018 Chile was the country that most exported blueberries
worldwide (see picture N°2 y N°4), positioning itself in various markets and generating
alliances so that its product achieves the acceptance and support of its consumers.

However, Peru was gaining position in various markets and, given the great reception of
our blueberries, exports of this product were growing. Therefore, as of 2019, we moved
Chile to second place in blueberry exporters.

Finally, we believe that Peru should continue to strengthen the alliances it has with its
main buyers, this is achieved through the quality of the product they sell. In addition,
continue looking for new markets where to position this product.
2.1.2. Main world importers of the selected product.

According to TradeMap (see picture N ° 1), the United States is the largest importer of
blueberries worldwide, this because it does not produce the quantity demanded by its
consumers, so it imports this product to satisfy said demand.

In addition, the main blueberry exporting countries to the United States are the
following: Peru, Mexico, Chile, Canada, among others.

Finally, it can be deduced that Mexico has increased its exports (see picture N ° 3) and
this may affect future sales of Peruvian blueberries to the United States, since due to the
geographical proximity of both countries, the cost of transportation of merchandise or
other factors, impacting the final sale price.

2.1.3. Target market selection matrix.

To carry out the market selection matrix, first, three countries were selected, which are
the United States, China and South Korea, and the following categories were used as a
basis; Political-economic criteria, demographic-cultural factor, analysis of demand and
market access. Then, the most important or outstanding subcategories of these were
defined, thus completing the entire matrix (see table N°5). It is worth mentioning that all
these categories and subcategories are related to our product, which is the blueberry.

In addition, once the matrix is defined, we proceed to the investigation of all the
subcategories to have more exact terms at the time of putting the qualification for each
 country and in this way focus our exports on the country that obtains the highest score.

Finally, the country with the highest rating weighting in the matrix was the United States
with 2.67. It also highlights that this country was superior in all categories with respect
to the other countries. Likewise, China had a rating weight of 1.85 and South Korea of
1.66, therefore, we will focus our exports to the United States, however, we must take
into account these countries as possible potential markets, for future exports and thus be
able to cover more international markets.
2.1.4. Market access barriers.
2.1.4.1. Tariff Requirements

There is a Peru-United States Trade Promotion Agreement that entered into force on
February 1, 2009, which grants tariff preferences when different products are traded
between the two countries.

In the case of blueberry exports, they are one hundred percent free, that is, they do not
pay tariffs. However, for the product to benefit from the tariff preferences assigned by
the free trade agreement, it must originate in the countries in question.

In addition, you must meet the qualification criteria of origin indicated in said
Agreement and present the Certificate of Origin or Declaration of Origin if necessary.
2.1.4.2. Non-Tariff Requirements
 Law against Bioterrorism: all products that enter the United States are required
to comply with the Law against Bioterrorism, which is intended to protect the
production, distribution and sale of food of North American and imported origin,
against possible attacks terrorists.
 The Food Facilities Registry, where facilities are manufactured, processed,
packaged, or stored for human or animal consumption that will be marketed
within the United States must register with the FDA. In addition, the facility's
registration with the FDA must be made by the owner, operator, or agent in
charge of a facility that manufactures, processes, packages, or stores food that
will be consumed in the United States, or an authorized individual.
 The Bioterrorism Act requires FDA to receive prior notification of food
imported into the United States. Much of the information required by prior
notification is usually provided by importers or brokers to the United States
Customs service. However, the law requires that this information also be
provided to the FDA in advance, prior to the arrival of food in the United States.
The FDA will use this information to review, evaluate, and judge the
information before the food arrives in the US port.
 2.1.4.3. Phytosanitary requirements
You must have the phytosanitary permit and certificate issued by SENASA, since it
certifies that the plants and plant products have been inspected and are considered free of
pests, diseases, quarantine pests and other harmful pests. In the event that the product
arrives in the United States without the Phytosanitary certificate from Peru, this shipment
has two options: re-export it or destruction.
2.1.4.4. Other requirements
It is also required that the products to be exported have certain characteristics in their
containers, packaging, brand, labeling, among others.

CHAPTER III

3. MARKETING PLAN

3.1. Marketing objectives.

Increase sales to the United States of one-hundred gram disposable blueberries by ten percent
in two months.

Carry out a study of the target market (USA) considering the seasons of the year for
consumption programming during the next year.

Increase by thirty percent the visits to the new export presentation three hundred grams within
our social networks and website in four months.

Develop export logistics based on US requirements, effectively fulfilling it.

Participate in an international fair of agricultural and organic products, in the target market in
the course of the following year, attracting promotions or wholesalers.

Participate in an international fair for healthy lifestyle, in the target market in the course of the
following year.
3.2. Market entry strategy.

According to the trend of the profile of the American consumer, for them the quality of the
product is important and now more than anything they are based on the consumption of
products that are associated with improving the well-being of their health. Therefore, the
following market segmentation was made:
 Demographic Segmentation: It is aimed at young people and older adults, who
are between 20 and 64 years old.

 Psychographic Segmentation: People of high, upper middle and middle social

 class who have the money to buy our product. Also, that they have a lifestyle
and are interested in taking care of their health and taste for organic food.

 Behavioral Segmentation: Make people aware of the benefits that blueberries

provide and thus acquire our product.

In addition, the positioning strategy will be based on the following types:

 Price - quality: we will seek to put a low price on our product in order to make it
accessible to all our customers, in addition, various offers and promotions will
be made to attract or retain our customers. Finally, quality is something that will
characterize our product, since it will be an organic and natural product, since
fewer preservatives will be used, providing a better product to consumers.

 Product Benefit: Our product has various health benefits such as; an excellent
source of vitamin C, a good source of dietary fiber, an excellent source of
manganese, protection against ovarian and colon cancer, among others, it also
contains antioxidant properties, being something very important and
fundamental for the health of consumers.

3.3. Design of the strategic Marketing campaign (objectives, strategies, activities, tasks and
indicators to be evaluated) such as the assigned budget.
OBJECTIVE STRATEGY ACTIVITY INDICATOR
To have a greater number of Product Strategy Our packaging and Increased number of U.S.
blueberry orders in the packing of customers, resulting in
medium term. blueberries will higher demand for the
meet the needs of product.
the U.S. market,
having
presentations of
100 grams and 300
grams.
Reach our selected target Positioning We will try to price Increased acceptance of
audience Strategy our product at a low the product in retail
- Gender: Male and female. price in order to outlets, increasing
- Age Range: From 25 to 64 make it accessible demand for blueberries
years old. to all our
- Geographic Location: customers.
Residents of the United States.
- Social Class: Middle and
upper middle class.
Reach a larger number of our Communication Communicate in a To have a greater
target audience, which are strategy clear, concise and acceptance in our social
men and women between 25 direct way, the networks, and that orders
and 64 years old, who like to health benefits of increase every week.
lead a healthy life. our product,
highlighting that it
has an accessible
price for everyone,
and that it is an
organic, natural and
quality product.
Reach a larger number of Promotion Samples and Increased number of
customers each month-end. strategy coupons will be followers on social
handed out, and networks, increased
contests and number of
sweepstakes will be recommendations and
held for followers positive comments on our
 of the social social networks.
networks.
Reach 100 000 thousand Recruitment Advertising on Number of followers on
followers on Facebook, strategy Facebook and Facebook and Instagram
Instagram Instagram ads
Penetrate the market quickly Pricing strategy  Increase the Maximize the company's
and deeply to attract sales volume of profits.
customers. our product in
the target
market.
 To face the
competition.
 To create
loyalty with our
customers.
To place the product in as Intensive The sale is made To have a greater number
many stores as possible in the distribution through multiple of supermarkets and
U.S. market. strategy agents allied stores in the U.S.
market.

PRICE OF THE PRODUCT:

Final price for middle class population
 Our product for this sector will be in supermarkets that have several points of sale,
mostly in supermarkets located in rural areas.

Final price for the upper-class population

 This price will be fixed for supermarkets located in central areas, i.e., supermarkets
located only in the downtown area, which have few points of sale and are focused
on this sector.
Classes Media High

Prices
100gr $ 4.20 $ 5.20
300gr $ 9.99 $ 11.99
Pack 300gr $ 26.99 $32.99

For both classes, the price to be considered has been evaluated based on production,
transportation, and storage costs, among others, obtaining the unit price for each
presentation. Although the price of the middle class compared to the high class has a
range of 1 to 4 additional dollars, in both cases the company generates profits equivalent
to at least 45%.

Total market potential:

Focused on the sale of blueberries to supermarkets or wholesalers in the United States in

100-gram presentation.

 The goal is to supply the entire country, with a population of 327,252,000 people
(2021).

 73% of the population usually consumes blueberries.

  The price of blueberries quantity of 100 grams is $ 4.20

 Per capita consumption of 450 grams per month.

327.252.000*73%

$ 4.20

450 grams per month

238.893.960*4.2*450= $ 451.509.584.400(earnings per year)

Legend:
N = number of possible buyers for the same type of product in each market.
P= average price of the product in the market.
Q= average quantity consumed per capita in the market.
3.4. Instruments to be used (survey and / or in-depth interview)

It is essential to have knowledge about the tastes and preferences of our clients, therefore, it is
necessary to carry out surveys to them in order to measure the different indicators that our
company has.

In addition, these customer surveys will be given every month in order to improve the
different aspects of our product in order to retain our customers.
CHAPTER IV

4. OPERATIONS PLAN

4.1. Function manuals and job profiles for the areas that they work in the company.

The organization structure will begin as follows:

Then, as the company continues to grow, new areas will be added as subareas to have a better
distribution and performance of our workers.

Function manuals Job profiles

Degree in Business
Administration,
Plan, propose, organize, approve, direct,
International
coordinate and control the administrative,
Business or related
operational, financial and commercial activities
careers, with at least
of the organization. In addition, giving
CEO 5 years of experience
Directives in accordance with the policies and
in the agro-industrial
objectives of the company, as well as the
sector. Also, have a
guidelines for the continuous improvement of
Master of
the organization's processes.
International
Business.
 Participate in planning the strategies to be Degree in Business
carried out by the organization. Administration,
Supervise and control activities related to the International
development of human, logistics and legal Business or related
talent, in accordance with the political careers, with at least
regulations of the organization. 4 years of experience
ADMINISTRATION
Propose and advise the CEO, regarding policies as an Administration
MANAGER and standards aimed at the continuous Manager. In
improvement of administrative processes. addition, have
Analyze and supervise the process of diplomas or courses
purchasing goods and services. in human resources
Supervise, control and manage to maintain the and international
assets of the company in adequate conditions. logistics.

Manage financial information and raise reports,

analyze trends and evaluate the performance of
the company. Degree in Business
Estimate costs and profits to foresee the Administration,
achievement of the established objectives. International
Periodically evaluate the financial procedures Business or
and give the corresponding recommendations economics, with at
FINANCE MANAGER or suggest possible improvements. least 6 years of
Guarantee that economic activities comply with experience as a
applicable regulations. Finance Manager in
Come up with alternatives to minimize costs agro-industrial
and losses. companies.
Provide advice and assistance in the execution
of financial plans and goals to the CEO.
Evaluation and development of the marketing
strategy and plan.
Planning, direction and coordination of
marketing efforts.
Communication of the marketing plan.
Development of pricing strategies in
conjunction with the sales department, in order
to maximize profits and market share, while Degree in Marketing,
maintaining customer satisfaction. with at least 6 years
Identification of potential clients. of experience as a
Development of promotions with advertising Marketing Manager.
MARKETING managers. Also, have a Master's
MANAGER Understand and develop budgets and finances, Degree in Strategic
including expenses, research and development Marketing
credits, return on investments, and profit and Management,
loss projections. Business Intelligence
Supervision of the marketing strategy in social or E-Commerce.
networks and content marketing.
Attend international trade shows.
Plan and execute marketing plans for various
crops.
Supervise and optimize the management of
export processes, complying with the
established deadlines.
Direct and control the work teams of the Agricultural
operation. Engineer or related
OPERATIONS
Develop and execute the annual production careers, with at least
MANAGER plan and monitoring of the previously approved 7 years of experience
budget. as Operations or
 Manage costs and budgets of the operation.
Supervise the management of personnel and
resources with indicators of efficiency,
performance and productivity.
Prepare reports and present the results to the
CEO on field performance.
Carry out the production plan, the operating
budgets. Agroindustrial
Ensure compliance with Policies, Standards, Manager.
Procedures, Instructions (Quality, Health and
Safety at Work)
Find new procedures so that there is an
adequate use of resources.
Supervise the agricultural operations of the
company.
Control budget limits.

4.2. Process diagrams, layout of the company to work.

Link: https://lucid.app/lucidchart/9b9c0063-397c-4db8-abbb-22075cc2a3f6/edit?viewport_loc=-
314%2C63%2C2265%2C994%2C0_0&invitationId=inv_4c214389-16d5-4ec7-933d-9ab0ed2c4be7
 Raw Material Reception: The fruit arrives in trays at the reception area, where they are
inspected and then placed on pallets to be weighed. All the product at reception is identified
with an alphanumeric code.
  Weighing of raw materials: Weighing is performed on an electronic scale to determine the
quantity entering the warehouse and whether it meets the minimum standards.
 Washing and Drying: It is washed in a tub containing a special disinfectant solution, in order to
eliminate impurities and microbes. Then it goes through a spray shower with brushes to clean
the fruit. Then it goes through a drying tunnel where it gets that natural shine, it can be with hot
or cold air.
 Sorting: It is a process where damaged or defective products are eliminated. This operation
saves time, since the waste products will not be handled later. It also eliminates any type of
infection to the fruits that are in good condition. The person in charge selects it with the
following requirements:
o Healthy fruit
o Absence of holes
o State of maturity
o Color, size and textura
 Packaging: The blueberries are placed in clamshells that have a capacity of 125 grams and each
package has a label indicating the total weight, then these are placed in corrugated cardboard
boxes where they can be stored up to 12 clamshells.
 Palletizing: The finished boxes are placed on pallets and are placed contiguous and alternating,
at a rate of 12 per floor and 22 floors per-pallet.
 Cold Storage: The storage is done in a reefer chamber between -10 to 5° C, until required.
 Dispatch: The product is marketed in different markets either nationally or internationally, in
this case the USA.
Activity scheduling
Job Description Immediate Normal Control
Predecessors time(minutes)
A Start 0
B Receipt of A 42 Inventor y of
goods production
C Selection and AB 60 Product quality
classification of inspection
goods
D Clamshell BC 60 Verification of
labeling labels and
packaging
E Sorting and CD 60 Inspection and
weighing quality
F Box assembly DE 40 Correct labeling
and labeling of the boxes,
meeting quality
standards
G Packing EF 60 Package making
H Palletizing FG 40 Inspection and
quality
I Cooling GH 40 Inspection and
quality
J Dispatch I 60 Product traking
K Finish J 0 Product traking

Layout
The proposed route diagram implies the sequential arrangement of the production processes, where the
movement of the material passes from one process to another, eliminating idle times.
The implementation of technology in the BioBerries company seeks to increase productivity and
improve quality, so personnel must be reassigned according to the needs of attention at each stage of the
production process, speeding up the delivery of export orders. The number of operators for the raw
material reception, labeling, packaging, strapping and cooling stages will be maintained with constant
changes, since the implementation of the technology does not affect these stages.

4.3. Machinery and Equipment requirements

 Blueberry sorter
 Pallet
 Blueberry grader
 Transporter car
 Mobile container
 Platform Scale
 Water pressure system
 Compressor
 Laboratory Equipment: Microscope, Balance, Tubes
  assay, reagents among others-
 Electronic scale
 HEKROTEX 5 KG - 2.5 Vacuum Sealer
 Cold room
 Cooling equipment
 Low profile cold diffuser, to achieve
 average temperature
 Lift truck
 Gas station and automatic transmission.
 Electric pump
 Water tank
 Generator set

4.4. Matrix of macro and micro location of the business.

After the study carried out to establish the region where the processing plant will be located,
the regions with the highest blueberry production during the last year were first identified. It is
known that La Libertad is the department in which the largest amount of blueberry production
in Peru is concentrated. Here we can see it in the following table:

REGIONS HECTARES % TOTAL

La Libertad 5600 35.00%
Ancash 3040 19.00%
Lambayeque 2080 13.00%
Lima 1600 10.00%
Ica 1280 8.00%
Arequipa 960 6.00%
Junín 800 5.00%
Cuzco 640 4.00%
TOTAL 16000 100.00%

We also take into account the following factorsFruit production levels:

 Producers, collectors
 Qualified labor availability
 Transport and user accessibility
 Environmental aspects
 Cost and availability of land.

Micro location

In the department of freedom we evaluate the sectors with the highest availability of compliance with
the main factors.
One of the main factors of micro-location is the export of the product to the US since that would be our
greatest source of income and the objective of our company, since the company is very close to the
shipping ports which will be very beneficial for the exports of our product.
CHAPTER V

5. FINANCIAL PLAN

5.1. Initial Investment.

5.2. Projected Income Statement. (Previously, you must show detailed expenses of each
concept)
5.3. Projected Balance Sheet.

5.4. Projected Cash Flow.

5.5. Financial Evaluation Equilibrium point, NPV, IRR, WACC).
Annexed
Picture N°1

Fuente: TradeMap
Picture N°2

Fuente: TradeMap
Picture N°3

Fuente: TradeMap
 Picture N°4

Fuente: TradeMap

Picture N°5
Picture N°6
Bibliographic References
 Seis regiones del Perú cultivan 102 hectáreas de arándanos. (2019, 19 noviembre). Agencia
Peruana de Noticias. https://andina.pe/agencia/noticia-seis-regiones-del- peru-cultivan-102-
hectareas-arandanos- 436531.aspx#:~:text=En%20Per%C3%BA%20existen%20102%20hect
%C3%A1reas
,Sierra%20Exportadora%2C%20inform%C3%B3%20la%20entidad.
 Google Trends. (s. f.). Interés a lo largo del tiempo – producto arándano.
https://trends.google.es/trends/explore?q=arandanos
 Transparency International. (s. f.). Índice de percepción de la corrupción 2019.
Recuperado 07 de mayo de 2021, de https://www.proetica.org.pe/wp-
content/uploads/2020/01/CPI2019_Report_ES-WEB.pdf

 Promperú. (2014). Arándanos - Estados Unidos.

http://www.siicex.gob.pe/siicex/resources/estudio/89003529radF936F.pdf

 TradeMap. (s. f.). Lista de los mercados importadores para un producto exportado por Perú.
https://www.trademap.org/Country_SelProductCountry_TS.aspx?nvpm=3%7c604%7c%7c
%7c%7c081040%7c%7c%7c6%7c1%7c1%7c2%7c2%7c1%7c2%7c1%7c1%7c1
 Export Potencial. (s. f.). Potencial Exportador.
https://exportpotential.intracen.org/en/markets/analyze?
whatMarker=k&what=081040&fromMarker=i&exporter=604&toMarker=j

 Google Trends. (s. f.). Interés a lo largo del tiempo – producto arándano.
https://trends.google.es/trends/explore?q=arandanos

 Arándanos. (s. f.). Arándanos Perú. Recuperado 07 de mayo de 2021, de

https://arandanosperu.pe/