saga falabella ingles
TRANSCRIPT
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Course: English II
Teacher:ROCIO LAVANDER IPARRAGUIRRE
Members:
- Martinez Ramos Sire
- Requena Leon Josselyn
Cicle: VI
Cassroom: 202
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SAGAFALABELLA 1
Introduction
We were the first to dare to change and what we keep doing.
Saga Falabella Falabella is part of one of the largest and most established companies
in Latin America that conducts business through various business areas. The main
ones are the department store, department stores, home improvement and
construction, supermarkets, bank, travel and insurance.
The department store is, today, the largest in South America with over 65,000 partners
in Chile, Argentina, Colombia and Peru.
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SAGAFALABELLA 2
Tabla de contenidoIntroduction .................................................................................................................................. 1
History ........................................................................................................................................... 3
Franchises ...................................................................................................................................... 5
Mission .......................................................................................................................................... 6
View ............................................................................................................................................... 6
Values ............................................................................................................................................ 6
Objectives ...................................................................................................................................... 7
Porters 5 forces.......................................................................................................................... 11
..................................................................................................................................................... 13
Supply chain ................................................................................................................................ 14
FODA ........................................................................................................................................... 17Strategies ..................................................................................................................................... 18
Organigrama ................................................................................................................................ 19
Conclusion ................................................................................................................................... 22
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SAGAFALABELLA 3
History
origin
In 1953: Formed under the name SearsRoebuck del Peru SA
In 1955, Sears Roebuck opened the first largedepartment store in Peru. Credit sales andinnovative return policy set the tone in the localmarket.
In 1984: Change of name: Sociedad Andina delos Grandes Almacenes S.A.
In 1988, Sears becomes Saga Andina CompanyDepartment Store, launch it goes hand in handwith the establishment of promotions andcompetitive prices every day.
consolidation
In 1995, Saga merges with regionalretailer Falabella, an event that gives riseto Saga Falabella SA With this merger apayment system more convenient and
flexible with the introduction of the CMRcard, which now has over 5.5 million usersin Latin America is implemented. In turn,the chain signed major partnerships withbrands such as Benetton MNG Italy andSpain. Meanwhile, the area of servicescreated with the launch of Travel andInsurance Falabella.
Majority Acquisition of the Company bythe Group Falabella Chile.
In 1999, Designation of Saga FalabellaSA The main shareholder is SF FalabellaPeru SA, which in turn is property S.A.C.I.
Falabella Chile.
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SAGAFALABELLA 4
expansion
Since 2001, Saga Falabella became the
first chain of department stores in betting for
the inner cities. Expansion outside Limabegan in the north with openings in Trujillo,
Chiclayo and Piura. Locations would be
added later in Arequipa, Cajamarca and Ica.
Today, Saga Falabella still working to reach
more and more Peruvians, changing
according to your needs and making your
life easier.
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SAGAFALABELLA 5
Franchises
LIMA
Jockey Plaza
San Isidro
Miraflores
Megaplaza
Lima Centro
Atocongo
Bellavista
San Miguel
Provinces
Arequipa
Piura
Trujillo
Chiclayo
Cajamarca
Ica
Ucayali
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SAGAFALABELLA 6
Mission
"Meet and exceed the expectations of our customers through a shopping experiencethat optimally combine products, services, environment and convenience, thusensuring their consistent preference"
View
"To contribute to improving the quality of life of our customers in each of thecommunities in which we find ourselves."
Values
VALUES
integrity
commitment
Commitment
to service
Creation and
Innovation
great team
social
Responsibility
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SAGAFALABELLA 7
Objectives
Social goal
The social objective is to engage SagaFalabella retail sales of domestic andimported goods (clothing, appliances,equipment and sporting goods, equipmentand computer accessories, beauty, etc.).
Product Dimensions
Clothing, appliances, white goods, beautyitems, jugueria and housewares.
Of the total sales, textiles account for 55%,
35% appliances and home decorating 10%.Purchases are made at four to five times ayear, depending on nationality, fashion
Industry boundaries
The retail sector has experienced steadygrowth due to the economic advancement ofthe country in recent years, growth in thesector's performance is determined primarilyby increases in the number and performanceof square meters which implies the need for a
rapid growth.
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SAGAFALABELLA 8
Characteristics
-Balance Work / Life
- Salary / Benefits
- Labor Stability / Advancement
- Administration
- Work Culture
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SAGAFALABELLA 9
Strategic objectives
Long haul
time.
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SAGAFALABELLA1
0
Short term
2013.
i. In Megaplaza Chimbote (March)
ii. In the Mall Aventura Plaza Santa Anita-Lima (August).
lime
i. Independence (North Square)
ii. Jess Mara (Real Plaza Salaverry)
Provinces
I. Ica (in Quinde Shopping Plaza) Huanuco (Huanuco in Step Mall).
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SAGAFALABELLA1
1
Porters 5 forces
Porter's5 Forces
Threat ofEntry of NewCompetitors
Rivalryamong
Competitors
BargainingPower ofSuppliers
BargainingPower ofBuyers
Join Threatof
substitutes
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3
Market competitors
The main competitor in Peru Saga Falabella department store is Ripley.
COMPETING COMPANIES Ripley: Its plan to open 8 stores in the coming years.
Oeschle: Second main competitor
others:
OESCHLE 4%
RIPLEY 43%SAGA 53%
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SAGAFALABELLA1
4
Supply chain
Infrastructure Large installations with large technological spacesable to provide excellent service.
Technological General innovates and develops models of dynamic,Development flexible and intelligent edge technologies with management.
Resources Constant training programs and continuing educationHuman Executive and Professional Development in the retail chains.
Provision Acuerdos comerciales con grandes marcas.Variedad de proveedores, marcas y productos.
INBOUND
LOGISTICS
Introduce
products, the
supplier pays the
majority of costs
Operations
Providing
falabella
labeling is done
by the supplier
Output logistics
Clearance of
goods at the
store is made
by providers
Marketing and
sales
Sell and
advertise
products
created by
suppliers
Services
Guarantees
provided by
direct
suppliers
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SAGAFALABELLA1
5
Analysis PECSTEC
Analysis of political variables
The Peru is experiencing a period of
political stability.
The company is regulated by
international quality standards
nationally.
Falabella governing their trade
policies through the national
customs service, the main trade
policy instruments are tariffs
and quotas on the import side.
Analysis of the economic variables.
Falabella's investment in Peru spent over 492
million in investments in 2010, for new stores
in Peru.
Alliance between prices and local
presentation in well-lit, with smiling vendors
and uniform quality.
Internationally, globalization, media,
transportation and the free trade agreements
have been made with the trends and tastes
are nationally and internationally.
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Analysis of social variables.
Active participation of our company in
the development of applications
designed to make life easier for people
with disabilities or special needs groups
in strengthening the resources of
emergency services for assistance.
Your continued participation in social
projects in local institutions and support
actions consisting culturales.Falabella
brands and models prefer a consumeror customer.
Saga Falabella has developed a
program to support the development of
SME business in the country.
Program called "Doing School."
Analysis of technological variables
Computer Platforms - intertwined with
banks, finance and even with other
shops.
The influence of the internet in the
market has been emerging as one of the
great strengths of the companies that
have the resources and tools available to
make the purchase, sale and payment
through different modes and cards.
The image of the Falabella brand has a
strong presence where it is each of its
stores and q is a multinational. Q The
technology uses advanced technology
Falabella is because it facilitates the
purchase of a product or service any of
the system such as: via online, by phone,
credit card WRC.
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SAGAFALABELLA1
7
FODA
SWOTSTRENGTHS
1. Geographical Expansion(Lima and provinces).2. Growth in sales in recentyears.3.Great market penetrationof the CMR card
4.Forma of the FalabellaGroup5. own unique brands.6.Stock Company7. New products / servicesunrelated.
DEBILIDADES
1. Empresa igualmente
posicionada que su
competencia directa (Ripley).
2. No tiene una ventaja
competitiva diferencial
marcada respecto a la
competencia.
3. ventajas sujetas a
estacionalidad.
OPPORTUNITIES
1. Growth in the consumersector.2. Growth in consumer creditand commercial.
3. Economic growth withinthe country.4. Rise of malls with smallshops that generate moretraffic.
STRATEGIES SO
1.1. Open new stores orexpand stocks.3.1. Enter new marketswithin the country.
5.4. Strengthen sales sellersown specialized andexclusive brands.6.1.Incidir advertising
STRATEGIES DO
1.1. Strategies for market
penetration to increase market
share.
THREATS
1. Entry of new competitors.2. Scope the government toincrease taxes on imports.3. Close correlation betweensales and purchasing powerof consumers.
ESTRATEGIAS FA
1.1. Estrategia de desarrollo de
mercado (adquirir nuevos
locales en ubicaciones
estratgicas).
3.3.Incentivar las ventasfinanciadas con la tarjeta CMR
5.2.Optimizar mercadotecnia
de marca propias
7.1. Diversificacin horizontal
ESTRATEGIAS DA3.3. Desarrollo de los
productos/servicios.
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SAGAFALABELLA1
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Strategies
Development and Market Penetration: The growth strategy is based on the expansion
of its operations through the opening of new stores and / or expansion of existing ones,such as socioeconomic status.
Product Development: Offering a wide range of quality products and improving the
level of service (eg specialized Sellers own and exclusive brands, exclusive boutique
brand like United Colors of Benetton)
Horizontal Diversification: Added new services but not related to clients such as:
Extended Warranty, assembly of furniture, Giftcard, etc.
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Organigrama
Executiva ViceSa a Falabella
GeneralManagement
Saga Falabella
Commercial
Logistics
Businnes
Human Resources
Finance
Real Estate
Controller
Contabilidad
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SAGAFALABELLA2
0
Systems
Real Estate
proyects
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accounting
provide information about the financial situation of the company that serves the decision-makingand ensures that all transactions are accounted
Comptroller
help control and improve the operation of the organization to ensure compliance withestablished rules and procedures.
finance
allocates resources to meet payment obligations, the interest expense planning, control andemission manejode, stock transfers, pay accounts - accounts receivable and cobtrol ofmanagement.
REAL ESTATE projects
develops and implements projects in construction, expansion and renovation of the SagaFalabella stores, hypermarkets and sodimac tottus.
inmobilaria
Inmobilario development Falabella Group
systems
ensures the availability of technological resources for the proper conduct of business
activities, providing support and care to the users to solve and avoid possible problems.
commercial
center operations: management of department stores.
atencon customer service, sales channels n traditional and visual merchandising.
logistics
Planning, control and supply of goods.
business marketing: launch advertising campaigns and promotional events and negotiation of
media space.
Ticket explores the fashion trends worldwide, making the purchase link.
human Resources
Employment: Recruitment and selection of staff.
development and learning: development of human talent.
personnel administration, payroll and social welfare.
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Conclusion
The job tenure of 1 year more than most employees shows that this institution offers
job stability; allowing employees feel about their job security, which satisfies their needto "feel safe" and moves them to perform better.
The treatment provided by supervisors - immediate bosses - based on justice and
respect contributes, first, that the work environment is conducive. Moreover, the
existence of fairness (justice) is the key factor in motivating workers, because they are
satisfied with what they receive according to their effort. Staff felt that their superiors
are truthful, who rely on their superior performance and accept their suggestions, which
allows the employee feels that belongs to the company, which is part of it.
Sales people find compatibility between the work environment and their personality
and feel identified with the values and ways of working of the company. This means
that workers are conducive work environment where they work, and this fundamental
result, because the favorable conditions of work environment motivate better
performance.
The company does train employees in the role they play, it is essential that the
training meets the growing need for employees to be trained to better assume their
responsibilities, which will definitely result in better performance which of course is in
favor of the company.