INTERNATIONAL BUSINESS MANAGEMENT

EXPERIMENTAL AND PRACTICAL WORK

TECDIAR S.A.

MEMBERS:

NICOLLE CHANALATA

RICARDO JIMÉNEZ

ERICKA MARTÍNEZ

JORDAN POMBO

JOSÉ DAVID SEGOVIA

SEMESTER A 2021
 SO. ST, WO, WT strategies

SO Strategies
1.- Being a company with great experience in the sector, which complies with all its payments and
obligations in the agreed time, makes it a candidate to access a mortgage loan taking advantage of the lower
interest rates, and use those resources to improve the performance in communications through technology.
(S1, S3, S4, S6, S10, O2, O4, O7)
2.- Thanks to the good management of your financial resources, you can invest in acquiring technological
equipment taking advantage of the economic prices in the market to improve the service and attract more
customers as the demand for this service increases. (S2, S4, O3, O6, O7)
3.- Take advantage of the constant increase in marketing, taking advantage of coordinated work in said area
(S7, O10)

ST Strategies
1.- The experience in the sector, the guarantee of the services makes the company a leader before
companies with substitute services and new competitors. (S2, S3, T4, T10)
2.- Despite the pandemic crisis, and the low level of economic reactivation, you must continue with the good
management of your financial resources, paying salaries to employees and paying obligations to obtain work
commitment and material credits, guaranteeing a good productivity effectively and efficiently. (S4, S10, T2,
T7)
3.- We are currently in a transition process where a neoliberal government model will be seen, however this
has generated a decrease in country risk that will bring greater investment and consumption, which will be
used thanks to the service generated by the company that is always in constant demand (S9, O8)

WO Strategies
1.- Despite not having an adequate infrastructure, teleworking can be done by acquiring technological
equipment with adequate prices (W4, O7, O9)
2.- Determine a budget item to improve marketing through public relations and be able to offer promotions
taking advantage of the increase in demand together with the growth of marketing (W1, W2, W3, O6, O109
3.- Take advantage of the subsidy and low prices to acquire recycled materials to contribute to
environmental responsibility (W9, O2, O5, O8)

WT Strategies
1.- Carry out a reengineering of internal processes, to improve the relationship with customers, spend
resources on digital marketing, and publicity, through social networks such as instagram and facebook. (W1,
W3, W5, T9)
2.- By restructuring the processes, the company will obtain higher results in execution and income, having
more solvency that will improve the debt capacity and thus invest more in resources that will in turn
generate positive results in the short term (W8, T5, T9)
 QSMP MAXTRIX

For the creation of our QSPM matrix we have made use of our SWOP matrix, later the coinciding
results of the analysis of Stage 2 were used to objectively decide two strategies. Specifically, we
have detailed these alternative strategies based on previously identified internal and external key
success factors. The matrix is detailed below:

Implementation of a differentiation Create and implement a personalized

strategy in its services marketing plan for the company
Strengths Weight AS TAS AS TAS
1 Accesible prices with direct credit such as BIESS. 0,03 3 0,09 2 0,06
2 Guarante on their services. 0,06 4 0,24 3 0,18
3 Experience in the sector. 0,07 4 0,28 3 0,21
4 Controls on financial resources. 0,06 2 0,12 1 0,06
5 Workers may have sanctions if they do not fulfill their functions. 0,03 0 0,00 0 0,00
6 There are adequate teams for the development of communications. 0,01 1 0,01 3 0,03
7 The operations area coordinates its work with the marketing. 0,04 3 0,12 4 0,16
8 Up-to-date computer equipment. 0,06 1 0,06 3 0,18
9 You are at the forefront with the latest design and construction 0,07 4 0,28 3 0,21
10 The company complies with all its obligations and payment 0,10 0 0,00 0 0,00

Implementation of a differentiation Create and implement a personalized

strategy in its services marketing plan for the company
Weaknesses Weight AS TAS AS TAS
1 Don´t evaluate advertising. 0,06 2 0,12 4 0,24
2 It dos not promotions 0,05 2 0,10 4 0,20
3 Has not carried out public relations 0,02 3 0,06 2 0,04
4 The Construction Company does not have an adequate 0,06 0 0,00 0 0,00
5 There is not enough communication about the service in the media 0,07 1 0,07 4 0,28
6 Hight competition in the sector 0,07 4 0,28 2 0,14
7 Lack of coverage at the national level 0,03 3 0,09 4 0,12
8 Feedback on internal processes 0,03 0 0,00 0 0,00
9 They do not have a good program to protect the enviroment 0,07 2 0,14 1 0,07
10 Certain workers are unaware of the mission and vision 0,01 0 0,00 0 0,00

Implementation of a differentiation Create and implement a personalized

strategy in its services marketing plan for the company
Opportunities
Investors taking advantage of the crisis to obtain real estate at Weight AS TAS AS TAS
1 lower prices 0,04 2 0,08 1 0,04
2 Legality
Increase and state incentives
in purchasing powertodue
purchase a homedebt capacity of the
to a growing 0,03 0 0,00 0 0,00
3 population 0,05 3 0,15 4 0,20
4 The government promotes investment projects in the country 0,08 2 0,16 3 0,24
5 Suppliers granting lower prices 0,04 4 0,16 3 0,12
6 Increase in real estate demand 0,07 3 0,21 1 0,07
7 Greater variety and economical prices of technological equipment 0,02 2 0,04 4 0,08
8 Implementation
Increase of housing subsidies
in the socioeconomic in people
status of the country
living in multi- 0,06 1 0,06 2 0,12
9 family buildings 0,02 1 0,02 2 0,04
10 Possibility of expanding due to constant market growth 0,04 4 0,16 3 0,12
 Implementation of a differentiation Create and implement a personalized
strategy in its services marketing plan for the company
Threats Weight AS TAS AS TAS
1 Bank interest rate increase for real estate acquisitions 0,06 2 0,12 3 0,18
2 Economic crisis due to global pandemic 0,07 4 0,28 3 0,21
3 Decreased access to mortgage loans 0,05 0 0,00 0 0,00
4 Entryestate
Real of transnational
companies competitors
obtain a higher level of indebtedness for 0,03 4 0,12 3 0,09
5 wanting toofexpand
Inclusion specific service companies dedicated to surveillance 0,04 0 0,00 0 0,00
6 and administration in the market 0,05 4 0,20 2 0,10
7 Slow economic reactivation in the country 0,08 2 0,16 4 0,32
8 Change of economic policies for a new government 0,06 2 0,12 1 0,06
9 Decreasing trend of department sales or project execution 0,05 3 0,15 2 0,10
10 Threat of substitute services 0,06 4 0,24 3 0,18
STAS 4,49 3,58
 Recommendations

1. Implementation of a differentiation strategy in the services provided by the company

Currently, competition in the real estate market is high, so the Tecdiar Company must implement as
a strategy the differentiation in the services that it provides to its clients, so that it is able to stand
out significantly above the others. If this manages to be effective, it will allow the company to even
increase prices thanks to the valuation that customers give the company.

The company can improve its services by implementing software focused on the administrative
management of various real estate complexes that it owns. The development of this software will
cost $ 12,000. For this, the company ChetuInc will be hired as the software developer, which is a
custom software development company for companies in Latin America and around the world with
expert developers from the industry. The company and its real estate software development
solutions span the entire real estate industry, providing solutions for real estate management
software, property management, and HOA management systems.

2. Create and implement a personalized digital marketing plan for the company

There are several types of digital marketing; each one can come in packages. The Tecdiar Company
only has a presence in social networks but does not have an official website; therefore you must
create your own page. Also make use of a digital marketing package of "Web Positioning (SEO)",
which is based on positioning your website in search engines such as Google; this consists of
placing the website in the first places when someone performs a search related to our offer. Both
marketing plans will have a total cost of $ 1500.

3. Implement a real estate CRM to maintain company customers

Through the implementation of a CRM (Customer Relationship Management) system, the company
can establish new strategies through the respective follow-up of the contacts that the company has.
Through daily monitoring, the company can analyze the best way to maintain the relationship with
its customers and how to make them grow. CRMs usually have a free option. However, the price
can vary from $ 12 to $ 160 per month approximately. In Tecdiar’s case, the approximate cost is
$120 per month.

4. Participate in social events and sponsorships to gain greater recognition and market
share

A strategy to ensure the growth of the company in the market can be collaborative work between
companies related to the activity in which the company is engaged. Holding social events with
connections related to the activity of the company will allow the company to become known in the
market. Additionally, you can sponsor sports groups or athletes, as Banco Pichincha does with
Barcelona. Another example is the case of Adidas, which sponsors one of the most important clubs,
Real Madrid, for a total of 110 million euros a year. In the case of Tecdiar, it could sponsor not only
sporting events, but also educational ones, starting with sponsorships of about $ 200 so that it does
not affect their incomes.

EPS/ EBIT ANALYSIS

 Common Stock Financing Debt Financing
Recession Normal Boom Recession Normal Boom
EBIT $217.500 $250.000 $282.500 $217.500 $250.000 $282.500
Interest 0 0 0 2.033 2.033 2.033
EBT 217.500 250.000 282.500 215.467 247.967 280.467
Taxes 54.375 62.500 70.625 53.867 61.992 70.117
EAT 163.125 187.500 211.875 161.600 185.975 210.350
# Shares 1.039 1.039 1.039 510 510 510
EPS $156,95 $180,40 $203,85 $316,86 $364,66 $412,45

Stock 0% Debt 0%
Recession Normal Boom
EBIT $217.500 $250.000 $282.500
Interest 0 0 0
EBT 217.500 250.000 282.500
Taxes 54.375 62.500 70.625
EAT 163.125 187.500 211.875
# Shares 510 510 510
EPS $319,85 $367,65 $415,44

SPACE MATRIX

Space matrix has internal dimensions like Competitive position (CP), Financial position (FP) on the
other hand also the space matrix has external dimensions like Stability position (SP) and Industry
position (IP). These factors will allow the team to know the strategic position of the organization

TECDIAR S.A. Internal Dimension: financial position (FP) and Competitive position (CP)

For TECDIAR S.A., the result for competitive position CP gave an average of -3 points and in
Financial position CP an average of 5.6 On the other hand our competitor AMBIENSA S.A.
obtained a total of -2 points in CP and in FP a total 6 for the second competitor CORPACEL, It
obtained a total of 7 points in FP and CP -1

TECDIAR S.A. External Dimension: Stability position (SP) and Industry position (IP)
 For TECDIAR S.A., the result for Stability position SP gave an average of -4.8 points and in
Industry position IP an average of 4.8 On the other hand our competitor AMBIENSA S.A. obtained
a total of -3 points in SP and in IP a total 6 for the second competitor CORPACEL, It obtained a
total of -3 points in SP and IP 5

Internal Analysis: External Analysis:

Financial Position (FP) Stability Position (SP)
Return on Investment (ROI) 6 Rate of Inflation -4
Leverage 5 Technological Changes -4
Liquidity 5 Price Elasticity of Demand -4
Working Capital 6 Competitive Pressure -6
Cash Flow 6 Barriers to Entry into Market -6
Financial Position (FP) Average 5,6 Stability Position (SP) Average -4,8

Internal Analysis: External Analysis:

Competitive Position (CP) Industry Position (IP)
Market Share -5 Growth Potential 5
Product Quality -2 Financial Stability 6
Customer Loyalty -2 Ease of Entry into Market 4
Technological know-how -3 Resource Utilization 4
Control over Suppliers and Distributors -3 Profit Potential 5

Competitive Position (CP) Average -3,0 Industry Position (IP) Average 4,8

In the following graph we can see that TECDIAR SA is in a lower category than its competitors in
the aggressiveness quadrant, but despite this, the company maintains a level establishing its internal
strengths and taking advantage of its extern opportunities, on the other hand, the company must
avoid its weaknesses internal and counteract their external threats

FP
Conservative 7,0 Aggressive

5,0
CORPACEL
3,0 AMBIENSA

1,0 TECDIAR S.A.

CP IP
-7,0 -5,0 -3,0 -1,0
-1,0 1,0 3,0 5,0 7,0

-3,0

-5,0

Defensive -7,0 Competitive

SP
 1. the strategic management Budget

STRATEGIC PLANNING BUDGET

Long Term Objective: _________ Year 1 Year 2 Year 3 Year 4 Year 5
Annual Objective 1: ________
System Departament: $ -
Action 1: Development of this software $ 12.000,00

Marketing Department: ____________

Action 1: Create and implement a personalized $digital
1.500,00
Action 2: Implement a real estate CRM to maintain
$ company
1.440,00 customers
$ 1.440,00 $ 1.440,00 $ 2.880,00 $ 5.760,00
Action 3: Participate in social events and sponsorships
$ 1.200,00
to gain $greater
2.400,00
recognition
$ 2.400,00
and market$ share
4.800,00 $ 4.800,00
….
….. $ -
TOTAL YEAR 1 $ 16.140,00 $ 3.840,00 $ 3.840,00 $ 7.680,00 $ 10.560,00
Annual Objective 2: ________
Annual Objective 3: ________
Annual Objective 4: ________
Annual Objective 5: ________
TOTAL $ 16.140,00 $ 3.840,00 $ 3.840,00 $ 7.680,00 $ 10.560,00
STRATEGIC PLANNING TOTAL AMOUNT $ 42.060,00

The budget of implemented strategies that we made was based on the recommendations of task 6, in this way we were more specific to
solve the problem and improve the situation of the company in the different aspects that we learned about. on the other hand,
other aspects will be financially calculated to know if the project to be carried out is optimal or not in the next 5 years.
 2. the  financial statements projected

PROJECTED INCOME STATEMENT

PERIOD 1 PERIOD 2 PERIOD 3
Sales $ 628.000,00 $ 733.600,00 $ 923.680,00
(-) Cost of Goods Sold $ 90.880,00 $ 113.056,00 $ 122.972,80
Gross Margin $ 537.120,00 $ 620.544,00 $ 800.707,20
(-) Selling Expense $ 78.940,00 $ 73.360,00 $ 92.368,00
(-) Administrative Expense $ 31.400,00 $ 31.400,00 $ 31.400,00
Earnings Before Interest and Taxes $ 426.780,00 $ 515.784,00 $ 676.939,20
(-) Interest $ 14.540,80 $ 18.088,96 $ 19.675,65
Earnings Before Taxes $ 412.239,20 $ 497.695,04 $ 657.263,55
(-) Taxes $ 10.905,60 $ 13.566,72 $ 14.756,74
Net Income $ 401.333,60 $ 484.128,32 $ 642.506,82

PROJECTED BALANCE SHEET

PERIOD 1 PERIOD 2 PERIOD 3
Assets
Cash $ 284.954,00 $ 471.172,00 $ 715.829,40
Accounts Receivable $ 54.568,00 $ 36.768,00 $ 38.568,00
Inventory $ 38.000,00 $ 54.000,00 $ 65.000,00
Total Current Assets $ 377.522,00 $ 561.940,00 $ 819.397,40
Land $ 30.000,00 $ 30.000,00 $ 30.000,00
Plant and Equipment $ 30.000,00 $ 30.000,00 $ 30.000,00
(-) Less Depreciation $ 5.400,00 $ 5.400,00 $ 5.400,00
Net Plant and Equipment $ 24.600,00 $ 24.600,00 $ 24.600,00
Total Fixed Assets $ 54.600,00 $ 54.600,00 $ 54.600,00
Total Assets $ 432.122,00 $ 616.540,00 $ 873.997,40
Liabilities
Accounts Payable $ 127.737,00 $ 125.737,00 $ 125.737,00
Notes Payable $ 12.000,00 $ 12.000,00 $ 11.000,00
Total Current Liabilities $ 139.737,00 $ 137.737,00 $ 136.737,00
Long-term Debt $ 14.000,00 $ 10.500,00 $ 10.500,00
Additional Paid-in-Capital $ 126.100,00 $ 126.100,00 $ 126.100,00
Retained Earnings $ 161.825,00 $ 351.443,00 $ 610.900,40
Total Liabilities and Net Worth $ 441.662,00 $ 625.780,00 $ 884.237,40
 In part 2 we show the income statement and the initial balance in this way we can observe the 3 periods and
their movements of both assets and liabilities, on the other hand, we will also obtain the value of their income
and their exit from assets, it is worth emphasizing that in the accounts you can see what has been
implemented in those 3 periods

3. the cash flow projection for scenarios with implementation and without implementation

FLUJO DE EFECTIVO SIN IMPLEMENTACIÓN Año 1 Año 2 Año 3 Año 4 Año 5

Inversion Inicial $ -
Ingresos $ 628.000,00 $ 733.600,00 $ 923.680,00 $ 929.440,00 $ 1.100.400,00
Costos de Venta $ 90.880,00 $ 113.056,00 $ 122.972,80 $ 134.502,40 $ 169.584,00
(=) Utilidad Bruta $ 537.120,00 $ 620.544,00 $ 800.707,20 $ 794.937,60 $ 930.816,00
Gastos Administrativos $ 94.200,00 $ 104.760,00 $ 123.768,00 $ 124.344,00 $ 141.440,00
Sueldos y Beneficios Sociales $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00
Gastos de Ventas $ 62.800,00 $ 73.360,00 $ 92.368,00 $ 92.944,00 $ 110.040,00
Otros GGP $ - $ - $ - $ - $ -
(=) Utilidad Operacional $ 442.920,00 $ 515.784,00 $ 676.939,20 $ 670.593,60 $ 789.376,00
Gastos No Operacionales $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 21.520,38 $ 27.133,44
Gastos Financieros $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 21.520,38 $ 27.133,44
(=) Resultado antes de impuestos $ 428.379,20 $ 497.695,04 $ 657.263,55 $ 649.073,22 $ 762.242,56
Participacion de Trabajadores 15% $ 64.256,88 $ 74.654,26 $ 98.589,53 $ 97.360,98 $ 114.336,38
Impuesto a la Renta 22% $ 94.243,42 $ 109.492,91 $ 144.597,98 $ 142.796,11 $ 167.693,36
Resultado Neto $ 269.878,90 $ 313.547,88 $ 414.076,04 $ 408.916,13 $ 480.212,81
(+)/(-) Ajustes
(+) Gastos de Depreciación y Amortización $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00
Flujo de Efectivo Neto $ - $ 275.278,90 $ 318.947,88 $ 419.476,04 $ 414.316,13 $ 485.612,81
FLUJO DE EFECTIVO CON IMPLEMENTACIÓN Año 1 Año 2 Año 3 Año 4 Año 5
Inversion Inicial $ (42.060,00)
Ingresos $ 628.000,00 $ 733.600,00 $ 923.680,00 $ 929.440,00 $ 1.100.400,00
Costos de Venta $ 90.880,00 $ 113.056,00 $ 122.972,80 $ 134.502,40 $ 169.584,00
(=) Utilidad Bruta $ 537.120,00 $ 620.544,00 $ 800.707,20 $ 794.937,60 $ 930.816,00
Gastos Administrativos $ 126.480,00 $ 108.600,00 $ 127.608,00 $ 155.911,20 $ 152.000,00
Sueldos y Beneficios Sociales $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00
Gastos de Ventas $ 78.940,00 $ 73.360,00 $ 92.368,00 $ 116.831,20 $ 110.040,00
Otros GGP $ 16.140,00 $ 3.840,00 $ 3.840,00 $ 7.680,00 $ 10.560,00
(=) Utilidad Operacional $ 410.640,00 $ 511.944,00 $ 673.099,20 $ 639.026,40 $ 778.816,00
Gastos No Operacionales $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 21.520,38 $ 27.133,44
Gastos Financieros $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 21.520,38 $ 27.133,44
(=) Resultado antes de impuestos $ 396.099,20 $ 493.855,04 $ 653.423,55 $ 617.506,02 $ 751.682,56
Participacion de Trabajadores 15% $ 59.414,88 $ 74.078,26 $ 98.013,53 $ 92.625,90 $ 112.752,38
Impuesto a la Renta 22% $ 87.141,82 $ 108.648,11 $ 143.753,18 $ 135.851,32 $ 165.370,16
Resultado Neto $ 249.542,50 $ 311.128,68 $ 411.656,84 $ 389.028,79 $ 473.560,01
(+)/(-) Ajustes
(+) Gastos de Depreciación y Amortización $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00
Flujo de Efectivo Neto $ (42.060,00) $ 254.942,50 $ 316.528,68 $ 417.056,84 $ 394.428,79 $ 478.960,01
SENSIBILIZACIÓN OPTIMISTA Año 1 Año 2 Año 3 Año 4 Año 5
Inversion Inicial $ (42.060,00) 8% 9% 8% 11% 12%
Ingresos $ 678.240,00 $ 799.624,00 $ 997.574,40 $ 1.031.678,40 $ 1.232.448,00
Costos de Venta $ 98.150,40 $ 123.231,04 $ 132.810,62 $ 149.297,66 $ 189.934,08
(=) Utilidad Bruta $ 580.089,60 $ 676.392,96 $ 864.763,78 $ 882.380,74 $ 1.042.513,92
Gastos Administrativos $ 126.480,00 $ 108.600,00 $ 127.608,00 $ 149.596,00 $ 152.000,00
Sueldos y Beneficios Sociales $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00
Gastos de Ventas $ 78.940,00 $ 73.360,00 $ 92.368,00 $ 110.516,00 $ 110.040,00
Otros GGP $ 16.140,00 $ 3.840,00 $ 3.840,00 $ 7.680,00 $ 10.560,00
(=) Utilidad Operacional $ 453.609,60 $ 567.792,96 $ 737.155,78 $ 732.784,74 $ 890.513,92
Gastos No Operacionales $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 23.887,63 $ 30.389,45
Gastos Financieros $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 23.887,63 $ 30.389,45
(=) Resultado antes de impuestos $ 439.068,80 $ 549.704,00 $ 717.480,13 $ 708.897,11 $ 860.124,47
Participacion de Trabajadores 15% $ 65.860,32 $ 82.455,60 $ 107.622,02 $ 106.334,57 $ 129.018,67
Impuesto a la Renta 22% $ 96.595,14 $ 120.934,88 $ 157.845,63 $ 155.957,36 $ 189.227,38
Resultado Neto $ 276.613,34 $ 346.313,52 $ 452.012,48 $ 446.605,18 $ 541.878,41
(+)/(-) Ajustes $ - $ - $ -
(+) Gastos de Depreciación y Amortización $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00
Flujo de Efectivo Neto $ (42.060,00) $ 282.013,34 $ 351.713,52 $ 457.412,48 $ 452.005,18 $ 547.278,41
SENSIBILIZACIÓN PESIMISTA Año 1 Año 2 Año 3 Año 4 Año 5
Inversion Inicial $ (42.060,00) -5% -3% -8% -5% -8%
Ingresos $ 596.600,00 $ 711.592,00 $ 849.785,60 $ 882.968,00 $ 1.012.368,00
Costos de Venta $ 86.336,00 $ 109.664,32 $ 113.134,98 $ 127.777,28 $ 156.017,28
(=) Utilidad Bruta $ 510.264,00 $ 601.927,68 $ 736.650,62 $ 755.190,72 $ 856.350,72
Gastos Administrativos $ 126.480,00 $ 108.600,00 $ 127.608,00 $ 149.596,00 $ 152.000,00
Sueldos y Beneficios Sociales $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00 $ 31.400,00
Gastos de Ventas $ 78.940,00 $ 73.360,00 $ 92.368,00 $ 110.516,00 $ 110.040,00
Otros GGP $ 16.140,00 $ 3.840,00 $ 3.840,00 $ 7.680,00 $ 10.560,00
(=) Utilidad Operacional $ 383.784,00 $ 493.327,68 $ 609.042,62 $ 605.594,72 $ 704.350,72
Gastos No Operacionales $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 20.444,36 $ 24.962,76
Gastos Financieros $ 14.540,80 $ 18.088,96 $ 19.675,65 $ 20.444,36 $ 24.962,76
(=) Resultado antes de impuestos $ 369.243,20 $ 475.238,72 $ 589.366,98 $ 585.150,36 $ 679.387,96
Participacion de Trabajadores 15% $ 55.386,48 $ 71.285,81 $ 88.405,05 $ 87.772,55 $ 101.908,19
Impuesto a la Renta 22% $ 81.233,50 $ 104.552,52 $ 129.660,73 $ 128.733,08 $ 149.465,35
Resultado Neto $ 232.623,22 $ 299.400,39 $ 371.301,19 $ 368.644,72 $ 428.014,41
(+)/(-) Ajustes
(+) Gastos de Depreciación y Amortización $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00 $ 5.400,00
Flujo de Efectivo Neto $ (42.060,00) $ 238.023,22 $ 304.800,39 $ 376.701,19 $ 374.044,72 $ 433.414,41
Normal Scene

Resumen de la Evaluación
Valor Actual Neto Financiado 21.761 El Proyecto ES VIABLE, SE ACEPTA
Valor Actual Neto PURO 21.761 El Proyecto ES VIABLE, SE ACEPTA
Tasa Interna de Retorno -9% NO es adecuada
Beneficio / Costo 0 : 1 NO se Acepta el Proyecto
VAN 9.821 Comprobación
Tiempo promedio recuperación inversión #¡NUM! 2.770,38 AÑOS 7 MESES 1 DIAS
Optimistic Scene

Resumen de la Evaluación
Valor Actual Neto Financiado 0 El Proyecto ES VIABLE, SE ACEPTA
Valor Actual Neto PURO 72.582 El Proyecto ES VIABLE, SE ACEPTA
Tasa Interna de Retorno 65% SI es adecuada
Beneficio / Costo 2 : 1 Se Acepta el Proyecto
VAN 8.264 Comprobación
Tiempo promedio recuperación inversión 1 572 AÑOS 6 MESES 24 DIAS
Pesimistic Scene

Resumen de la Evaluación
Valor Actual Neto Financiado (56.554) El Proyecto NO ES VIABLE, NO SE ACEPTA
Valor Actual Neto PURO (56.554) El Proyecto NO ES VIABLE, NO SE ACEPTA
Tasa Interna de Retorno 62% SI es adecuada
Beneficio / Costo 0 : 1 NO se Acepta el Proyecto
VAN 7.572 Comprobación
Tiempo promedio recuperación inversión 1 660 AÑOS 9 MESES 20 DIAS
 Beneficio
Escenario Ventas VAN TIR Calificación
Costo
Real 2.285.280 9.821 -9% - a 1 No conveniente
Optimista 2.475.438 8.264 65% 1,9 a 1 Viable
Pesimista 2.157.978 7.572 62% - a 1 No conveniente

VAN TIR
Real 9.821 -9,3%
Optimista 8.264 65,3%
Pesimista 7.572 62,0%
In part 3 we project the cash flows for the next 5 years. the
cash flows are with implementation and without
implementation, this means without implementation of the
budgeted strategies in order to obtain the improvements that
are needed. and with the implementation of the budgeted
strategies that is of an initial value of $ 42060. In addition,
different scenarios will be proposed that together with the engineering economy part will go and we will know if
the project is viable in a pessimistic, normal or optimistic scenario. In this way, the project shows us that the best
scenario and the one that is viable for the project is the optimistic scenario, since in the other scenarios the tir comes
out negative while in the optimistic the tir comes out positive, although in the pessimistic scenario the tir comes out
positive but we will have losses at the end of the period.
4. historical and projected financial ratios

RAZONES DE LIQUIDEZ 2018 2019 Ye ar 1 Year 2 Ye ar 3

LIQUIDEZ CORRIENTE AC TIVO S C OR R IENTE 2,01 1,64 2,70 4,08 5,99

P A S IVO C OR R IENTE

AC TIVO C OR R IENTE-INVENTAR IO 1,84 1,47 2,43 3,69 5,52

RA ZON RA PIDA (PRUEBA DE ACIDO)
P A S IVO C OR R IENTE
RAZONES DE ACTIV IDAD
C O S TO DE LOS B IENES VENDIDOS 6,30 4,08 2,39 2,09 1,89
ROTACIÓN DE INVENTARIO
IN VEN TAR IOS

C UENTAS P OR C OB R AR 60,50 40,28 31,72 18,29 15,24

PERIODO PROMEDIO DE COBRO
VENTAS DIAR IAS P OR P R OM EDIO

VENTAS 1,49 1,64 1,45 1,19 1,06

ROTACION DE ACTIV OS TOTALES
TOTAL A C TIVOS
RAZONES DE ENDEUDAMIENTO
TOTAL P AS IVOS 0,46 0,53 0,36 0,24 0,17
INDICE DE ENDEUDAMIENTO
TOTAL A C TIVOS
RAZONES DE RENTABILIDAD
UTILIDAD B R UTA 0,73 0,79 0,86 0,85 0,87
MARGEN DE UTILIDAD BRUTA
VENTAS

UTILIDA D OP ER ATIVA 0,43 0,49 0,68 0,70 0,73

MARGEN DE UTILIDAD OPERA TIV A
VENTAS

GA NAN C IA S DIS P ONIB LES P AR A LOS

AC C IONIS TAS C OM UNES 0,22 0,27 0,66 0,66 0,70
MARGEN DE UTILIDAD NETA
VENTAS

GA NAN C IA S DIS P ONIB LES P AR A LOS

RENDIMIENTO SOBRE LOS A CTIV OS AC C IONIS TAS C OM UNES 0,32 0,44 0,93 0,79 0,74
TOTA LES TOTAL DE AC TIVOS

GA NAN C IA S DIS P ONIB LES P AR A LOS

RENDIMIENTO SOBRE EL AC C IONIS TAS C OM UNES 0,81 1,06 3,18 3,84 5,10
PATRIMONIO C A P ITAL EN AC C IONES C OM UNES

In the historical and projected financial ratios we have that in the liquidity ratios it is increasing, having a
higher liquidity outflow and inflow in each passing year and in the activity ratios it decreases giving
generated by possibilities of payment with more time and inventory outflows. less active. In addition, the
 debt ratios will also decrease their cost according to the optimistic
scenario over the years, for this reason the profitability reasons will
have an index of increase with the course of the years and the correct
follow-up of the budgeted project.

Long Term Objective

Increase revenues and recognition of the name by 40% through the implementation

of long-term strategies for the next 5 years in the Tecdiar Company

Annual Objective Year 1

- Implementation of an administrative software to stand out significantly above the others a

Support policies

 It is the obligation of the person in charge of each process to ensure that it and the

associated documentation are reviewed and kept up to date to guarantee the correct

execution of the process that has been assigned to them.

Sales:

 Find the appropriate provider for the acquisition of the software in this case will be the

company ChetuInc

RRHH:

 Train staff on new administrative software

Annual Objective Year 2

- Create and implement a personalized digital marketing plan for the company to

have an official website. And make use of a marketing package of SEO to position
 the name of the company, so it could be in the first place when someone performs a

search related to our company

Administrative:

Find an agency specialized in websites, and coordinate meetings with the partners of the

company so that together with them they can transmit what the website is expected to

transmit to customers.

Marketing:

Train the employees of the marketing area to maintain the page and have someone

pending if a meeting is registered through the website.

Annual Objective Year 3

-Implement a real state CRM to maintain company customers.

Marketing:

 Stablish new strategies through the respective follow up- of the contacts that the

company have.

 Analyze the best way to maintain the relationship with their customer and how

make them grow.

Administrative:

 Stablish the CRMs monthly Price with the stockholders.

Annual Objective Year 4

-Participate in social events and sponsorship to get more recognition along the years.

Administrative:
  Search real estate fairs or events to know the market where you operate. You find

yourself with the highest concentration of offer of real estate, real estate, developers

and related services. You can detect who are your direct competitors and who can

be your allies.

Marketing:

 Real estate events are ideal scenarios for promotion. The presence in real estate

events as an exhibitor or active participation as a professional visitor, is a solid

impulse to promote and project towards new markets.

Annual Objective Year 5

- It was noted that the main problem of the Tecdiar company was the lack of

communication with customers or the way it was transmitted. Based on the objectives set in

previous years, the objective of year 5 is to be able to solve the main problem of

communication and interaction to guarantee customer loyalty and satisfaction.

RRHH:

 Make the worker feel that his presence and his work in the company is important; if

he is in the company, it will be because it is necessary.

 Provide incentives for achievements, either through verbal or written

acknowledgments, salary supplements, paid leave, etc.

3. Departmental annual objectives for each year for the next 5 year period
 DEPARTMENTAL ANNUAL OBJECTIVES
Department Objectives Year 1 Year 2 Year 3 Yea
Send mass emails to potential clients where
Sales the service is offered $ 300,00

Increased use of social networks to spread

Marketing the mission and vision of the company $ 200,00
Hire in a period of 1-2 months people
trained in the new software to be able to
RRHH train the current one $ 2.000,00
Launch a campaign with the theme of
Sales benefits flyers
Sending of a real
andestate company
images of the Instagram $ 300,00
and Facebook page so that the client knows
Marketing the services $ 800,00
Reduce the use of paper by 12% in
RRHH administrative procedures $ (300,00)
Promote the recognition of sellers of the
Sales year $ -
Making company videos to show services
Marketing and staff $ 300,00
Carry out a training in a period of two days,
RRHH to all sales personnel. $ 1.000,00
Hold a fair with several companies in the
Marketing market $

Coordinate a training focused on motivating

RRHH staff to transmit values and care for supplies. $ 1
Increase the customer database through a
Sales database purchase

Marketing Sponsor local sporting events

$ 2.500,00 $ 800,00 $ 1.300,00 $ 1

Critical Factor for Tecdiar S.A

1. Financial

Critical factors:

 Sales
 Productivity
 Financial resources
 Process expenses

2. Customer

Critical factors
  market presence
 customer confidence
 customer service
 management and coverage of the points of sale

3. Internal processes

Critical actions

 Continuous optimization of the technological infrastructure

 Periodic study of consumer needs
 Constant update for service efficiency
 Service with differentiation

4. Learning and growth

Critical actions

 Encourage teamwork
 Working conditions and well-being of employees
 Constant evaluation of staff performance
 Constant training of personnel

5. Human Factor

Critical factors

 Organizational culture
 Procedure standardization
 Work environment
 Teamwork and communication

In order to carry out the Balanced Scorecard, a complete analysis was carried out in different
areas in order to establish processes that allow the company to improve. In the financial area,
the following indicators were used:
 1. Sales
2. Productivity
3. Process Expenses

Because customers are, a fundamental pillar in the activity and development of a company,
the indicators selected to improve in terms of loyalty, attention to consumers and quality of
the service offered to them, were chosen:

1. High Quality Services

1. Increase Loyalty
2. Increase the points of presence in the market

In the case of internal processes, this focuses on determining which are the processes that the
company must improve to achieve its objectives, which processes are those that will help us
satisfy our clients and our partners. For this we have made use of the following 3 indicators:

1. Periodical study of consumer needs

2. Optimization of technological equipments
3. Quality of services

Learning focuses on identifying and developing the capabilities and processes that will help us
create value in the future. The indicators are as follows:

1. Encourage teamwork
2. Procedure standardization
3. Constant training of personnel

The application of the BSC to our project resulted in a detailed analysis of the vision through
the operation of the Tecdiar Company, we even managed to develop a strategic map thanks to
the action plans and the correlation of the objectives. In the development of the BSC we have
managed to identify and set indicators, the measurement of which is related to the efficiency
of the organizational functioning. The company is expected to make a commitment to ensure
that its employees and all those who make up Tecdiar meet the objectives set out in the BSC.