SCHOOL OF BUSINESS ADMINISTRATION

ACADEMIC REPORT
VOLCAN COMPANY STRATEGIC PLAN

GROUP: 4TH

MEMBERS:
BUSTAMANTE ARTEAGA, YOSMER HAYLER
GARCÍA ZAVALETA, VILMA MEDALIT
LA ROSA QUISPE, ANGELA ELIZABETH
RODRIGUEZ AYALA, ERICKA LESSLY
YGNACIO POLO, MIGUEL ANGEL

COURSE: MANAGEMENT BY RESULTS

TEACHER: BOCANEGRA MERINO, WILFREDO SANTIAGO

CYCLE: VIII

SECTION: VIRTUAL CLASSROOM

Peru - 2021
 INDEX

EXECUTIVE OVERVIEW........................................................................................................2
I. ANALYSIS OF THE INTERNAL AND EXTERNAL BUSINESS SITUATION.............3
1.1 Company....................................................................................................................3
1.2 Mission, Vision and Values......................................................................................3
1.3 Processes and Value Chain....................................................................................4
1.4 Product and service portfolio...................................................................................4
1.5 People/Collaborators................................................................................................4
1.6 Environmental Analysis............................................................................................4
1.7 Competitive Advantage.................................................................................................4
II. FORMULATION OF OBJECTIVES and TARGET SETTINGS....................................4
2.1 Definition of objectives, goals and results...................................................................5
2.2 Definition of policies and action plans.........................................................................5
III. STRATEGIC PERSPECTIVES.........................................................................................5
3.1. Strategy Map and Balanced Scorecard (BSC).........................................................5
3.2. Financial Perspective...................................................................................................5
3.3. Customer Perspective..................................................................................................5
3.4. Processes Perspective.................................................................................................5
3.5. Learning Perspective....................................................................................................5
IV. BUDGET, SCHEDULE AND CONTROL........................................................................5
4.1 Budget.............................................................................................................................5
4.2 Schedule and Control....................................................................................................5
4.3. Key Management Indicators (KPIs) and metrics: strategic, tactical and
operational.............................................................................................................................6
4.4. Contingency plans....................................................................................................6
4.5. Management monitoring and control......................................................................6
V. CONCLUSIONS..................................................................................................................6
VI. RECOMMENDATIONS.....................................................................................................6
BIBLIOGRAPHIC REFERENCES.........................................................................................6
ANNEXES.................................................................................................................................6
EXECUTIVE OVERVIEW

In this informative work called strategic plan of the company Gloria S.A. we
define that it is a Peruvian capital company, currently has presence in
neighboring countries such as Ecuador, Bolivia, Colombia, Argentina and
Puerto Rico. Gloria is a company that, based on the high quality products it
manufactures, has the support of its customers, reaching homes with various
dairy products and foodstuffs.
As it is known, Gloria is a Peruvian company, which has many offices
worldwide, its activities are mainly focused on the development of dairy and
food sectors, all of them focused on the quality of the product as well as its
services.
This organization has been successful and is very well positioned in the market,
this can be evidenced from the day to day as people continue to consume their
products and have the concept that this organization provides them with quality
products through all these years of Gloria's existence.
The objective of this work is to know where the organization is failing and
accordingly to implement various strategies to help improve these failures to the
organization and above all to continue in the best position in the market with
what it offers to its customers.
In this analysis work we will find what are the functions, what do you want to
achieve in the future and what should be done to achieve them, we will know
which are the products that are best requested and which are less demanded
so that the company can better move these strategies, we will also show an
internal and external analysis of the company to see what its strengths and
weaknesses are. Generating from them strategies that help to complement the
process of meeting each objective set out in the organization.
I. ANALYSIS OF THE INTERNAL AND EXTERNAL BUSINESS SITUATION

1.1 Company
Gloria is a company that bases its growth on the processing of fresh
milk collected directly from the farmer and cattle rancher. Its dairy
products are found throughout Peru. Its years of experience in the
market position it as one of the most sought after brands in Peru as well
as abroad.
Gloria is able to obtain 18,000 liters of fresh milk from more than 18,500
suppliers, which in this case are small farmers throughout Peru, and has
points of sale throughout Peru, making it a very well positioned and
highly reliable company.

1.2 Mission, Vision and Values

Mission:
According to Philip Kloter and Gary Armstrong (2018), they describe the
mission which are the activities that the company develops in order to
achieve the vision that the company sets out.
 We are a Peruvian brand in charge of the production and
distribution of dairy products, we are leaders at an international
level, we have been satisfying our consumers for more than 80
years with good quality products, making us the first choice of
each one of them day by day.

Vision:
According to Bengt Karlof (2020), vision "is a conception of the distant
future, according to which businesses develop in the best possible way
and in accordance with the aspirations of their owners or leaders."
 By the year 2026, we will continue to maintain our leadership in
the dairy industry and continue to expand in the world market
with the great variety of our products that offer quality and
wellness, thus becoming the first choice for consumers.
 Values:
Martínez, A. (2021). He tells us that, "The values of a company" are
decisions and actions of the members of a company that guide its
course is called values, values are a source of inspiration and represent
the identity of the organization.
 Commitment: We are committed to our customers to provide
them with quality products and services.
 Improvement: We are in a constant evaluation for our minority.
 Quality: We seek to produce and offer top quality products.
 Teamwork: Working together, aligned, aligned with our objectives
to generate greater productivity.
 Social responsibility: To be more committed to society as a
whole.

1.3 Processes and Value Chain

Gloria's value chain focuses on the collection of fresh milk, which is then
taken to a center where studies are carried out with the help of the
necessary technology. It has a large warehouse that allows them to
collect approximately 2,000 lt of milk from each of its 18,500 farmers, its
distribution channels show that Gloria has 99% of sales points
nationwide, which makes it the largest brand dedicated to the
production and distribution of dairy products. The organization is
committed to the permanent strengthening of the value chain through
responsible management.

In this process, the people in charge are the employees themselves,

together with those who become their suppliers and even the
consumers themselves, but without forgetting the partners.

 Milk collection: Fresh milk is collected at the right temperature

from the different cities where the partner farmers are located,
which allows this process to be possible together with the
 suppliers and distributors that make it be taken to the various
plants, which will be processed and distributed to finally reach the
customer.
 Production process: It has several industrial factories located in
Lima, Cajamarca, Trujillo and Arequipa, which are in constant
execution with high technology, as well as a team of experts who
are responsible for the development of each product, there are
more than 1,500 workers who are responsible for the
development of almost 2 million liters of milk.

 Product distribution and marketing: the organization focuses on

organizing a chain of product distributors in the more than
200,000 points of sale providing the large quantity of milk cans
and other derivative products throughout Peru.

 Consumption: This organization has a wide variety of dairy

products and other foods which provide the vitamins that
consumers need as well as food and beverages derived from
milk.

1.4 Portfolio of products and services

Gloria has a wide variety of dairy products such as evaporated milk,
yogurt, cereals, among others, since it not only covers a part of the
market, but also seeks to innovate and continue improving its products
to meet customer needs.

The Gloria group offers top quality products as well as good service.
They have several ways to deliver products to their customers, such as
distribution by small and large companies as retailers and wholesalers.

1.5 People/Collaborators
Gloria has an average of 2080 workers, 55% men and 54% women.
 DIRECTORY

GENERAL
MANAGEMENT

WAREHOUSE AND MARKETING AND

ACOPIO DAIRY PRODUCTS ADMINISTRATION
DISTRIBUTION SALES

PRODUCTION R.R.H.H.
AND LIVESTOCK

FINANCE

1.6 Environmental Analysis

 EFI Matrix: [ CITATION Mue19 \l 10250 ] A tool that allows to perform an

internal audit and thus understand the strengths and weaknesses of a
company or any of its functional areas.
 EFE Matrix: [ CITATION Car18 \l 10250 ] The external factors evaluation
(EFE) matrix or also known as MEFE matrix, allows summarizing and
evaluating information. This information can be economic, social,
cultural, demographic, environmental, political, governmental, legal,
technological and competitive.
 SWOT matrix: [ CITATION Mar21 \l 10250 ]is an analysis used in a company
or project to evaluate its conditions for executing a task and what factors
could hinder it. After being applied, it allows a strategy plan to be drawn
up to optimize the scenario of the analyzed object.
 STRENGTHS WEAKNESSES
- Assorted products. - Expenses incurred in the
- Loyal customers. productive area.
- Good working - Staff turnover continues.
environment. - Infrastructure not well
- Technology. used.
- Good quality products. - Very high prices compared
SWOT MATRIX - Strategic point of sale. to other brands.
- Trained employees. - Expenses involved in
transportation.

OPPORTUNITIES STRATEGIES (FO)

- Easy access to raw materials. ▪ Creation of new products with the
- Products that last for a long
STRATEGIES (DO)
objective of obtaining better
period of time and that are
positioning in the market and - Leverage and continue to
confiscated by people.
- Innovative improvements in satisfying our customers. innovate in each of Gloria's
production processes.
▪ Open more warehousing centers departments.
- Adequate quality standards.
- Increased demand. for more direct contact with - Generate satisfaction with
- Low demand from customers. low prices.
competitors.
▪ Increase production to supply - Generate employment
- External market with a
stability for its employees.
variety of dairy products. customers.

THREATS STRATEGIES (FA) STRATEGIES (DA)

▪ New direct and indirect ▪ Generate added value for the

competitors products.  Establish agreements
▪ Increase in raw material prices ▪ Achieve customer loyalty. with companies that

▪ Worn production area ▪ To be in constant evaluation of supply advanced

▪ Other markets with higher the raw material. technologies.

capacity of competing products  Develop more

advertising in order to
▪ Lower prices at competitors increase recognition of
dairy and other
Customers prefer another brand. products.
 PESTEL Matrix: [ CITATION Mar17 \l 10250 ]PEST, PESTEL (also known as
PESTLE) is an instrument that facilitates research and helps companies
to define their environment by analyzing a series of factors whose initials
give it its name. These are the Political, Economic, Social and
Technological factors.
 Porter's 5 Forces Matrix: [ CITATION The \l 10250 ]Porter's 5 Forces model
allows us to develop our business strategy, especially differentiation, by
being able to analyze our competition. In this way, we will always be alert
to what is happening in the market and will be able to react appropriately
to what our competitors are doing.
 MPC Matrix: [ CITATION Pér21 \l 10250 ] Identifies the company's main
competitors, as well as their particular strengths and weaknesses, in
relation to a sample of the company's strategic position. The factors of a
CPM include internal and external issues; ratings refer to strengths and
weaknesses.
 BCG Matrix: [ CITATION Esp20 \l 10250 ] is an essential strategic marketing
tool for companies. This matrix helps companies to analyze their product
portfolio in order to propose the most advisable strategy to carry out. The
matrix is composed of two axes. The vertical axis represents the market
growth rate (demand for a product in a market), the horizontal axis
represents the market share (sales of our product/total sales of the
product in the market).
 ANSOF Matrix: [ CITATION Rol17 \l 10250 ]The Ansoff matrix is a strategic
analysis and marketing tool that focuses on identifying a company's
growth opportunities. The Ansoff matrix is also known as Product/Market
matrix or Growth Vector. Its main purpose is to serve as a guide for
companies seeking to grow. Either in the market in which they currently
participate or in other markets not yet explored.
 1.7 Competitive Advantage
According to Chuquimarca, Lincango and Taco (2019) in their article
"study of the importance of competitive advantage in organizations"
states that a competitive advantage is an attribute or characteristic that a
company has to differentiate itself from other companies. By
implementing technology to streamline its processes, innovating its
products, the company is already generating value and competitiveness.
He also affirms that developing a competitive advantage is essential for
companies in that it allows them to differentiate themselves from their
competitors and position themselves in the market. (P.16)
 II. FORMULATION OF OBJECTIVES and TARGET SETTINGS

2.1 Definition of objectives, goals and results

 Strategic
 Tactical
 Operations
2.2 Definition of policies and action plans

III. STRATEGIC PERSPECTIVES

3.1. Strategy Map and Balanced Scorecard (BSC)

3.2. Financial Perspective
3.3. Customer Perspective
3.4. Processes Perspective
3.5. Learning Perspective

IV. BUDGET, SCHEDULE AND CONTROL

4.1 Budget
EXAMPLE
ANNUAL/MONTHLY
BUDGET
EXPENDITURE INCOME EGRESS
INVESTMENT
STRATEGY 1 S/.400 RETURN S/.800
STRATEGY 2 S/.600 RETURN S/.2000
STRATEGY 3 S/.300 RETURN S/.500
STRATEGY 4 S/.3000 RETURN S/. 6000
TOTALS S/.4300 S/.9300

4.2 Schedule and Control

EXAMPLE
Strategic/Tactical/Op Mon Mon Mon Mon Mon Mon Mon Mon
erational Actions th 1 th 2 th 3 th 4 th 5 th 6 th 7 th 8
STRATEGY 1
STRATEGY 2
STRATEGY 3
STRATEGY 4

4.3. Key Performance Indicators (KPIs) and metrics: strategic, tactical and
operational.

4.4. Contingency plans

4.5. Management monitoring and control

V. CONCLUSIONS
VI. RECOMMENDATIONS

BIBLIOGRAPHIC REFERENCES

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ANNEXES