Professional Documents
Culture Documents
Teacher:
ROCIO LAVANDER IPARRAGUIRRE
Members:
- Martinez Ramos Sire
- Requena Leon Josselyn
Cicle: VI
Cassroom: 202
2014
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.
SAGAFALABELLA
Tabla de contenido
Introduction .................................................................................................................................. 1
History ........................................................................................................................................... 3
Franchises ...................................................................................................................................... 5
Mission .......................................................................................................................................... 6
View ............................................................................................................................................... 6
Values ............................................................................................................................................ 6
Objectives ...................................................................................................................................... 7
Porters 5 forces .......................................................................................................................... 11
..................................................................................................................................................... 13
Supply chain ................................................................................................................................ 14
FODA ........................................................................................................................................... 17
Strategies..................................................................................................................................... 18
Organigrama................................................................................................................................ 19
Conclusion ................................................................................................................................... 22
SAGAFALABELLA
History
origin
In 1953: Formed under the name Sears
Roebuck del Peru SA
In 1955, Sears Roebuck opened the first large
department store in Peru. Credit sales and
innovative return policy set the tone in the local
market.
In 1984: Change of name: Sociedad Andina de
los Grandes Almacenes S.A.
In 1988, Sears becomes Saga Andina Company
Department Store, launch it goes hand in hand
with the establishment of promotions and
competitive prices every day.
consolidation
In 1995, Saga merges with regional
retailer Falabella, an event that gives rise
to Saga Falabella SA With this merger a
payment system more convenient and
flexible with the introduction of the CMR
card, which now has over 5.5 million users
in Latin America is implemented. In turn,
the chain signed major partnerships with
brands such as Benetton MNG Italy and
Spain. Meanwhile, the area of services
created with the launch of Travel and
Insurance Falabella.
Majority Acquisition of the Company by
the Group Falabella Chile.
In 1999, Designation of Saga Falabella
SA
The main shareholder is SF Falabella
Peru SA, which in turn is property S.A.C.I.
Falabella Chile.
SAGAFALABELLA
expansion
Since 2001, Saga Falabella became the
first chain of department stores in betting for
the inner cities. Expansion outside Lima
began 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.
SAGAFALABELLA
Franchises
LIMA
Jockey Plaza
San Isidro
Miraflores
Megaplaza
Lima Centro
Atocongo
Bellavista
San Miguel
Provinces
Arequipa
Piura
Trujillo
Chiclayo
Cajamarca
Ica
Ucayali
SAGAFALABELLA
Mission
"Meet and exceed the expectations of our customers through a shopping experience
that optimally combine products, services, environment and convenience, thus
ensuring their consistent preference"
View
"To contribute to improving the quality of life of our customers in each of the
communities in which we find ourselves."
Values
integrity
social
Responsibilit
y
commitment
VALUES
Commitment
to service
great team
Creation and
Innovation
SAGAFALABELLA
Objectives
Social goal
The social objective is to engage Saga
Falabella retail sales of domestic and
imported goods (clothing, appliances,
equipment and sporting goods, equipment
and computer accessories, beauty, etc.).
Product Dimensions
Clothing, appliances, white goods, beauty
items, 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 a
year, depending on nationality, fashion
Industry boundaries
The retail sector has experienced steady
growth due to the economic advancement of
the country in recent years, growth in the
sector's performance is determined primarily
by increases in the number and performance
of square meters which implies the need for a
rapid growth.
SAGAFALABELLA
Characteristics
-Balance Work / Life
- Salary / Benefits
- Labor Stability / Advancement
- Administration
- Work Culture
SAGAFALABELLA
Strategic objectives
Long haul
time.
SAGAFALABELLA
Short term
2013.
lime
i. Independence (North Square)
ii. Jess Mara (Real Plaza Salaverry)
Provinces
I. Ica (in Quinde Shopping Plaza) Huanuco (Huanuco in Step Mall).
SAGAFALABELLA
1
0
Porters 5 forces
Threat of
Entry of New
Competitors
Join Threat
of
substitutes
Rivalry
among
Competitors
Porter's
5 Forces
Bargaining
Power of
Buyers
Bargaining
Power of
Suppliers
SAGAFALABELLA
1
1
Buyers
Trading Power
Increased demands for quality and
lower prices.
There is little loyalty
SAGAFALABELLA
1
2
Market competitors
The main competitor in Peru Saga Falabella department store is Ripley.
OESCHLE 4%
RIPLEY 43%
SAGA 53%
COMPETING COMPANIES Ripley: Its plan to open 8 stores in the coming years.
Oeschle: Second main competitor
others:
SAGAFALABELLA
1
3
Supply chain
Infrastructure
Technological
Development
Resources
Human
Provision
INBOUND
LOGISTICS
Introduce
products, the
supplier pays the
majority of costs
Operations
Output logistics
Providing
falabella
labeling is done
by the supplier
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
SAGAFALABELLA
1
4
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.
SAGAFALABELLA
1
5
1
6
FODA
STRENGTHS
DEBILIDADES
1. Geographical Expansion
(Lima and provinces).
2. Growth in sales in recent
years.
3.Great market penetration
of the CMR card
4.Forma of the Falabella
Group
5. own unique brands.
6.Stock Company
7. New products / services
unrelated.
STRATEGIES SO
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.
ESTRATEGIAS FA
ESTRATEGIAS DA
3.3. Desarrollo de los
productos/servicios.
SWOT
OPPORTUNITIES
STRATEGIES DO
SAGAFALABELLA
1
7
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.
SAGAFALABELLA
1
8
Organigrama
Executiva Vice
Saga Falabella
General
Management
Saga Falabella
Contabilidad
Commercial
Controller
Logistics
Finance
Businnes
Real Estate
Human Resources
SAGAFALABELLA
1
9
Real Estate
proyects
Systems
SAGAFALABELLA
2
0
accounting
provide information about the financial situation of the company that serves the decision-making
and ensures that all transactions are accounted
Comptroller
help control and improve the operation of the organization to ensure compliance with
established rules and procedures.
finance
allocates resources to meet payment obligations, the interest expense planning, control and
emission manejode, stock transfers, pay accounts - accounts receivable and cobtrol of
management.
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.
SAGAFALABELLA
2
1
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 need
to "feel safe" and moves them to perform better.
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.
SAGAFALABELLA
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2