Final Work - GPU

COURSE WORK
“GRUPO INMOBILIARIO MARTE”
Course: URBAN PLANNING AND MANAGEMENT
Students:
 CHÁVEZ SÁNCHEZ, ALEJANDRA U1110343
 DE LA ZOTA OLIVARES, NAZRIT U1010856
 SALAS ZAMORA, KATHERINE U1020402
 PINILLOS ROSAS, VICTOR u1010148
Lima – Peru
2015 -02
Urban Planning and Management USIL 2015-02

TABLE OF CONTENTS
CHAPTER I: HISTORY AND DESCRIPTION OF THE COMPANY

1.1 COMPANY NAME, LOCATION, ADDRESS AND NUMBER OF RUC.
1.2 COMPANY HISTORY.
1.3 COMPANY DESCRIPTION.
1.4 IT BELONGS TO AN ASSOCIATION OF ESTATE AGENTS IN PERU.
1.5 ASSOCIATED ENTERPRISES WITH THE COMPANY
1.6 MARTE GRUPO INMOBILIARIO SOME PROJECTS
1.7 POPULATION ANALYSIS
CHAPTER II: THE COMPANY AND ITS RELATIONSHIP WITH THE

ENVIRONMENT
2.1 PEST ANALYSIS
2.2 SWOT ANALYSIS
2.3 SWOT ANALYSIS OF LIMA
CHAPTER III: STRATEGIC MANAGEMENT PROCESS FOR THE COMPANY

3.1 MISSION AND VISION OF THE COMPANY
3.2 GOALS (LONG TERM) AND OBJECTIVES (SHORT-TERM)
3.3 STRATEGIES OF THE SWOT MATRIX OF THE COMPANY
CHAPTER IV: PROBLEM AND OBJECT TREE OF THE COMPANY

4.1 PROBLEM TREE
4.2 OBJECT TREE
CHAPTER V: STAKEHOLDERS OF THE COMPANY

5.1 STAKEHOLDERS
CHAPTER VI: IMPLEMENTATION OF IMPROVEMENT THROUGH THE

DECISION-MAKING PROCESS
6.1 IDENTIFICATION AND ANALYSIS OF THE COMPANY.
CHAPTER VII: ANALYSIS OF ESTATE PROJECTS THAT THE COMPANY HAS

AS PROPOSAL FOR THE REAL ESTATE MARKET.
7.1 PROPOSAL FOR THE REAL ESTATE MARKET

CHAPTER I: HISTORY AND DESCRIPTION OF THE COMPANY
1.1 COMPANY NAME, LOCATION, ADDRESS AND NUMBER OF RUC.
NAME: Marte Grupo Inmobiliario.

LOCATION: Av. Aramburu Nro. 965 Dpto. 401.
COUNTRY: Peru.
CITY: Lima.
DISTRIC: San Isidro.
CATEGORY: Construction and Real Estate.
BUSINESS ACTIVITY: Building Construction Complete.
RUC: 20508833611.
1.2 COMPANY HISTORY.
Marte Grupo Inmobiliario, It’s a ten years’ experience company in the lima
market, since they start, they build more than 600 of apartments.
The primary located market of this company is, the individual customer, they have
a concrete goal, to satisfy the customer needs.
1.3 COMPANY DESCRIPTION.
Marte Grupo Inmobiliario is a solid business group of Peruvian capitals that

manages, develops and builds real estate projects with a high degree of
accountability and quality. We focus our real estate products to meet the needs
of the target market and improve the quality of life of our customers. The talent
and passion of our professional staff is our greatest asset in order to provide a
customized and responsible care. Our commitment to our customers and high
demand in quality control Marte Grupo Inmobiliario makes an important reference
in the market.

1.4 IT BELONGS TO AN ASSOCIATION OF ESTATE AGENTS IN PERU
Marte Grupo Inmobiliario is one of 37 prestigious real estate agents that are part
of the Association of Estate Agents Companies of Peru. The ASEI, is the
association that is committed to strict compliance with the rules governing estate
sector. Associates are synonymous with high standards of quality and service,
plus a strong commitment to their industry.
1.5 ASSOCIATED ENTERPRISES WITH THE COMPANY
Marte Grupo Inmobiliario is associated with two real estate companies, in order
to provide a better job, better quality construction and best prices.
Associated companies are:
PROYECTOS Y CONSTRUCCIONES LUGANO SAC, is a real estate group
whose mission is to deliver to individuals and their families the best housing
solution across all your projects.
GRUPO INMOBILIARIO LUPA, is a real estate group of Peruvian nationality

whose principal commitment to have the satisfaction of its customers, for it
develops products at fair prices, with high standards of quality, comfort and
safety.

1.6 MARTE GRUPO INMOBILIARIO SOME PROJECTS
DELIVERED
Torrealta building - San Isidro Residential Park Alzamora – Surquillo
Residential Cossio - Magdalena del Mar Don Nicolas – San Miguel

Juan of Aliaga – Magdalena del Mar Maximum Gardens in April – Lince
Building Libertad – Magdalena del Mar Torre Amaranto – Jesus Maria

TO BE DELIVERED
Reserve Building – Centro de Lima Building Torrealta – San Isidro
Torre Salaverry 21 – Jesus Maria San Francisco Residential Building-
Centro de Lima

1.7 POPULATION ANALYSIS
1.7.1 PERU POPULATION ANALYSIS
Throughout history, the world population has gone through changes, whether
political, geographic, economic, among many other factors, however, one of the
most important factors is the increase in population.
Which is marked in different ways and in different amounts, depending on the

territorial expansion which have in their sovereignty, or birth policies raised in those
countries, such as China.
Analysing the growth of the Peruvian population in the last 70 years, we can see that
our population has quadrupled in size since that fifth census in our country, it should
be noted that this census was conducted 64 years after performed the fourth.
MAGNITUDE AND POPULATION GROWTH OF PERU

30000000
25000000
POPULATION
20000000
15000000 1940
10000000 1961
5000000 1972
1981
0
Total Census Missed 1993
1940 7023111 6207967 815144 2005
1961 10420357 9906746 513611
2007
1972 14121564 13538208 583356
1981 17762231 17005210 757021
1993 22639443 22048356 591087
2005 27219264 26152265 1066999
2007 28220764 27412157 808607

TOTAL POPULATION, INTERCENSAL GROWTH AND ANNUAL
INCREASE
30000000
25000000
POPULATION
20000000
15000000 1940
10000000 1961
5000000 1972
0 1981
Total Intercensal Growth Annual Increase
1940 7023111 3397246 161774 1993
1961 10420357 3701207 336473 2005
1972 14121564 3640667 404519 2007
1981 17762231 4877212 406434
1993 22639443 4579821 381652
2005 27219264 1001500 500750
2007 28220764
In the above table, we can see that the trend has been upward; however, the range
of annual growth has been declining, which means that every time population grow
slower, as we can see in the following table:
GROWTH RATE, ANNUAL AVERAGE OF PERÚ

3 2.8
2.6
2.5
2
PERCENTAGE %
1.9
2
1.5 1.6
1.5
0.5
0
Growth Rate, Annual Average
Axis Title
1940/1961 1961/1972 1972/1981 1981/1993 1993/2005 2005/2007

1.7.2 POPULATION ANALYSIS LIMA
On the other hand, we have to analyse the city of Lima, capital of Peru, which has
grown mostly in the urban aspect, rather than rural. Also worth noting that due to
migration of the population from the countryside to the city, the city of Lima, has
affected its correct implementation of basic services and living spaces, this due to
the invasions of land that have been taking place since the last 50 years in our
capital, which is why also the city has grown horizontally rather than vertically.
POPULATION ENUMERATED OF LIMA

Total Urban Others
8445211
8275823
9000000
8000000
6386308
6178820
7000000
6000000
4745877
4542911
POPULATION
5000000
3472564
3241051
4000000
3000000
2031051
1752277
2000000
828298
630173
278774
231513
207488
202966
198125
1000000
169388
0
1940 1961 1972 1981 1993 2007

As the range of population growth of Peru, have decreased, giving the conclusion
that grow increasingly slow, and being Lima, the capital, and the most populous city
in Peru, its ratings growth has also been affected, throwing us a 2% annual growth
in the last census.
GROWTH RATE, ANNUAL AVERAGE OF LIMA

6
5
5
4.4
4
3.5
3
2.5
2
2
0
Growth Rate, Annual Average (%)
1940-1961 1961-1972 1972-1981 1981-1993 1993-2007
Tying the above information, with a table that shows the type of housing that prevails
in the country, we can see that in most cases, even the Peruvian living in
independent living, so we can say that it is a viable opportunity for construction
companies they are operating in our country, as there is a fairly large market still be
covered, either by departments or housing complexes.

PERCENTAGE OF HOUSING TYPE
120
100
80
PERCENTAGE %
60
40
20
0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Total 100 100 100 100 100 100 100 100 100 100 100 100
Independent Home 86.6 84.6 84.4 84.2 85 85.6 85.4 83.8 84.3 85.6 86.3 86.4
Building Apartment 4.1 3.9 4.4 4.5 5.5 5.3 6 6.5 6.4 5.6 6.2 6.3
Housing " en quinta" 1.6 2.1 1.9 1.8 1.6 1.6 1.6 1.7 1.6 1.6 1.5 1.6
Neighborhood housing 3.6 4.3 4.7 4.8 4.8 4.9 5.1 5.5 5.3 5.1 4.4 4.3
Hut or Cottage 2.8 2.3 3 2.3 2.2 1.8 1.3 2 2 1.8 1.4 1.3
Makeshift home 1.8 2.7 1.8 2.4 0.8 0.7 0.4 0.4 0.3 0.3 0.2 0.1
Local not intenteded for human habitation 0.1 0 0 0 0.1 0.1 0.1 0 0 0 0 0
Percentage of housing type
Total Independent Home

Building Apartment Housing " en quinta"
Neighborhood housing Hut or Cottage
Makeshift home Local not intenteded for human habitation

But be careful with oversupply property to the public, because due to the economic
crisis and increasingly grow slower, we can also conclude that an oversupply of
properties can cause the industry to stagnate, and lose interest the public to
purchase homeownership.
In recent years, in our country the real estate sector has experienced a period of "fat
cows", in which both the client and the bidders have seen in the bank and housing
funds, the perfect allies to accompany good economy that the country has
experienced in the past, as we can see in the following table:
PBI 2001 – 2014 (millones de soles)
2014
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
0 100000 200000 300000 400000 500000 600000 700000

Fund such as "Mi Vivienda", which have provided loans to customers, have made
increasingly more Peruvians count on the dream of owning your own home, in the
following table we can see the comparison of loans in soles of the 2011 and 2012,
which we can say that, have tried to remain flush with the previous year:
TOTAL LOANS FUND "MI VIVIENDA" OF LIMA

90000
80000
70000
60000
50000
S/.
40000
30000
20000
10000
0
Januar Februa Septe Octob Nove Decem
March April May June July August
y ry mber er mber ber
2011 53693 52555 70831 57438 63373 58034 48778 59520 54642 48137 55538 48423
2012 57804 52525 65012 52934 54373 52863 53702 73372 61512 62661 77254 70304
2011 2012

On the other hand, municipalities, of which 171 of those in Lima, have been feasible
to grant building permits for different types of projects but the limes is the
predominant housing. As can be seen in the following table:
BUILDING PERMITS GRANTED BY THE MUNICPALITY

14000
12557
12000
10000
NUMBER OF PERMITIONS
Total
Bus Station
8000 7352
Family Homes
Multifamily Housing
6000 Hotels
Restaurants
4000 Others
3199
2000 1616
17 140 233
0
Lima
In conclusion, having seen all these statistics, we can say that in the country,
construction is a viable business, which managed and offered the most appropriate
way, it can provide great benefits to sellers and buyers, aspects such as knowing
which sector of the population and that districts is more common to find eager
customers of a home, it is important to locate and place all the logistics and
marketing efforts to meet demand.

CHAPTER II: THE COMPANY AND ITS RELATIONSHIP WITH THE
ENVIRONMENT
2.1 PEST ANALYSIS
2.1.1 POLITICAL
A not so positioned company raises questions as there are now shell
companies that all they want is to ask buyers with down payments in order to
have an apartment but then cheat them lose their money and the government
does not support the victims.
2.1.2 ECONOMIC
Due to real-estate boom, some companies offer their houses at high prices
which could hinder the acquisition of one, plus the dollar is at its peak.
2.1.3 SOCIAL
High demand for Lima’s population lives in houses in department.
2.1.4 TECHNOLOGIC
Current technology is very efficient, a great opportunity for the company if it
acquires the latest technology.
2.2 SWOT ANALYSIS
2.2.1 INTERNAL ANALYSIS

- STRENGTHS
1. Valuation of real estate workers Mars.
2. Individual skills from the team of business reflected in the collective.
3. Increased level of resources available.
4. A real estate effective and productive team.

- WEAKNESSES
1. High level of resistance and adaptation to change.
2. Little advertising by the company.
3. Short time in the housing market
4. The real Mars only dedicated to building homes.
2.2.2EXTERNAL ANALYSIS
- OPPORTUNITIES
1. Implement new technologies effectively.
2. Strategic positioning property.
3. Effective use of new forms of communication.
4. International real estate strategy.
- THREATS
1. Assume high levels of risk.
2. Changes in the real estate positioning environment.
3. Fluctuations in the housing market.
4. Changes in trend potential buyers.
2.3 SWOT ANALYSIS OF LIMA
2.3.1 INTERNAL ANALYSIS

- STRENGTHS
1. Barriers of market entry
2. Reduced labor costs
3. Experienced business units
4. Realization of works of accesses to the city.
5. Growing interest on the part of employers toward the tourism
development, which is shown in larger commercial actions such as
familiarization trips, press trips and support for attending national and
international fairs.

- WEAKNESSES
1. Cost structure
2. Tax structure
3. Insufficient road maintenance.
4. Absence of comprehensive policies
5. Little work in regard to issues of tourism facilitation.
2.3.2 EXTERNAL ANALYSIS
- OPPORTUNITIES
1. Income level is at a constant increase.
2. New acquisitions.
3. Global markets.
4. Public policies that complement the joint action of the Government
National Provincial and Municipal.
5. Major indices from overcrowding and congestion in other world tourist
areas.
- THREATS
1. Government regulations
2. Increase in environmental pollution.
3. Increasing Private Transportation of neighboring cities.
4. Increase in road accidents.
5. Increase of heavy transport on the roads of Peru.

CHAPTER III: STRATEGIC MANAGEMENT PROCESS FOR THE COMPANY
3.1 MISSION AND VISION OF THE COMPANY
MISSION:
Our mission is to deliver an excellent product with the highest standards of

quality for the sole purpose of meeting the needs of all our customers.
VISION:
Get the complete satisfaction of our customers with our work, to be Peru's
most important real estate company.
3.2 GOALS (LONG TERM) AND OBJECTIVES (SHORT-TERM)
GOALS:
 Achieve a more structured open for better quality in our projects sales
within one year locally.
 Expand our advertising business through more ads in social networks and
newspapers by 60% by June 2016.
 Expand our field sales projects to the provinces by 20% by December
2017.
 Increase sales departments 30% by December 2016.

OBJECTIVES:
 Investing in a place with a better location, which is in a strategic location

easily accessible to our customers within five months
 Being more active on social networks and publish all offers that the
company has monthly.
 Having good quality projects to suit the client
 Conduct a market study on provinces to see if our company is accepted
by the public and if there is a demand with our projects every three months
starting 2016
3.3 STRATEGIES OF THE SWOT MATRIX OF THE COMPANY
3.3.1 STRATEGIES:
OFFENSIVE
1. Seek to be the best real estate group having an effective use of new forms of
communication through good rating of our workers in 2016 (F1, O3)
2. Having the best resources available on modern technologies, for best projects
each year. (F1, O1)
3. Convert Marte Grupo Inmobiliario in 2016 in one of the best real estate
companies making a strategic positioning in the real estate sector. (F4, O2)
DEFENSIVE
1. Ensuring our customers with the delivery of excellent real estate project
quality and prestigious infrastructure. (D3, A1)
2. Broaden the scope of our projects provided with the changing environment of
real estate for 2016. (D4, A2)
3. Investing more publicity of the company, by the changes of tendency of our
potentials buyers for our projects starting in 2016. (D2, A4)

ADAPTIVE
1. Having effectively new technologies in construction and development for

large projects varied in real estate. (D4, O1)
2. Better manage advertising, capitalizing with a good effective use of modern
forms of communication given each year. (G2, G3)
3. Convert our short time in the property market in fresh talent a chance to
modern ideas for a strategic vision in the international property market starting
in 2017. (D3, O4)
REACTIVE
1. Take advantage of being an effective property with a productive team, to

reduce risk levels that are always present in real estate. (F4, A1)
2. Highlight changes in positioning of real estate with good valuation we have of
our employees in real estate. (F1, A2)
3. Promote individual and collective skills of our real estate team to carry on
fluctuations in the market since the beginning of 2016. (F2, A3)
3.4 STRATEGY OF THE COMPANY LEVEL
Marte Grupo Inmobiliario seeks to be the best construction company in Peru,

providing quality projects with an affordable price and a work of prestige. Thus
obtaining better sales of their projects and providing a comfort to their customers
because the most important thing for the company is that its customers have an
excellent attention and feel comfortable with the property purchased. This leads
us to be a safe, prestigious, modern, innovative company to our c

CHAPTER IV: PROBLEM AND OBJECT TREE OF THE COMPANY
4.1 PROBLEM TREE
High level of mistrust from clients
High level of most Low information on the real Low participation in real
prestigious companies estate company estate fairs
with opportunity to
capture customers Few years of experience in Little use of the Marketing
real estate resourses
Highest ranks of competitiveness Little interest from customers Absence advertising
Lower advertising by the real estate company

Marte
Shortly in the property market Low alliance with known banks Construction only upper middle class districts
Looking for Looking for Limitations for Few opportunities to Low concern
opportunity in the land on which the customer to obtain bank credits for emerging
Peruvian real to build buy a home and mortgages districts
estate market

4.1 OBJECT TREE
Low level of mistrust from clients
High information on the real

Low level of most High participation in
estate company
prestigious companies real estate fairs
with opportunity to Many years of experience in
capture customers A lot of use on the
real estate
Marketing resourses
Lower ranks of competitiveness A lot of interest from customers High level of

advertising
High leves of advertising by the real estate

company Marte
Many years in the property market High leves of alliances with known banks Construction in several districts
High concern
No limitations for A lot of opportunities
Looking for opportunities A lot of land on for emerging
the customer to to obtain bank
overseas property market which to build districts
buy a home credits and
mortgages

CHAPTER V: STAKEHOLDERS OF THE COMPANY
5.1 STAKEHOLDERS
 Internal stakeholder matrix
INTEREST PROBLEM RESOURCES GROUP

BENEFITED
Chief Executive > Organization problems > The size of the > Target
Officer (CEO) > Lack of projects company customers
development > The monthly > The
> Exceeding the budget income construction
due to expenses and > Company industry
additional problems or reputation
accidents during work > Power to make
changes
> Not reaching the > Access to > Target

Administrative objectives of the information customers
officer company > Ability to delegate
> Work overcharge labor
> Bad floor plans > Ability to make > The builders
The Architects distributions when good designs and > Real estate
designing. save space and
> Bad coordination with construction
engineers companies
> Bad coordination with > Ability in > Target
Engineers architects structural design customers
> Inadequate structural > Supervision of the > End users
modelling workers
performance
> Inadequate organization > Ability to manage > Target
Administrative > Duplication of tasks work as a team customers
Staff > Bureaucracy > Development of
synergies

 EXTERNAL STAKEHOLDER MATRIX
GROUP
INTEREST PROBLEM RESOURCES
BENEFITED
Banks > Bad transactions > Ability to manage > The builders
> Real state bubbles bank deposits and > The
> High rate of debts credit agreements Companies
> Bad investments > Giving credits
The > Red tape in regulations > Approval of > The builders
Municipality > Inadequate help for projects > Construction
construction companies > Coordination with companies
companies that
offer basic
services to enable
land
Ministry of > Reduction of Gross > Capacitation of > People in

Housing, Domestic Product in the administrative and need of
Construction Construction sector technical workers housing
and Sanitation > Lack of private > Increase and > The Peruvian
investments in building monitoring the State
projects regulations for
> Growth level of informal buildings
dwellings
Central > Dealing with the > Developing urban > Home owners
Government management and plans > Companies
development of the > Promoting the and minor
urban system urban plans businesses
> Public money

Target > Buying bad architectural > Hiring certified > Construction
customers and structural products professionals and and Real
> Having to pay higher technicians for the Estate
costs per square meter design of companies
due to bad designs buildings > Urban
> Risking the physical societies
integrity of the end user
Society > Overcrowding and slums > Following the > People in
> Housing deficit regulations laws need of
for buildings housing
products
Suppliers > The management and > Providing quality > Customers
allocation of resources/ products and from the
gross materials being construction
environmentally sector
friendly > End users
Third parties > Bad return on their > Giving technical > Investors
investments assessment & > Brokers
financial support

CHAPTER VI: IMPLEMENTATION OF IMPROVEMENT THROUGH THE
DECISION-MAKING PROCESS
6.1 IDENTIFICATION AND ANALYSIS OF THE COMPANY.
DESCRIPTION OF THE CURRENT SITUATION OF THE COMPANY
Marte Grupo Inmobiliario is a construction company engaged in construction and

housing development. This inmobiliriaria already has more than 10 years in the
market, but it is not known for its target audience to differences of its competitors,
who have more years in the market and therefore are more positioned for the
prestige they have. Thus we find that the problem is in the area of Marketing
empazamos because if you make a good advertising campaign, the property would
become more known, so gradually earn more prestige and credibility with potential
buyers.
Then bottlenecks are detailed in the following tables:
1° Table of Bottleneck: Personal Disabled
PROBLEM SOLUTION
- The general manager should conduct

- Personal disabled in the an audit in the area of marketing, to
marketing area, due to lack of get to convene and hire highly
interest shown in advertising qualified, who can fill the position and
projects. reach excelete perform work in the
area of marketing staff.
2° Table of Bottleneck: Bad Management
PROBLEM SOLUTION
- Because of the
mismanagement of
- The new marketing manager to do a
advertising, focusing on real
market study to better promote their
estate only 4 districts, with the
ads in areas where it is most
possibility of marketeers more
beneficial to the estate.
districts and more in real
estate fields.

CHAPTER VII: ANALYSIS OF ESTATE PROJECTS THAT THE COMPANY HAS
AS PROPOSAL FOR THE REAL ESTATE MARKET.
7.1 PROPOSAL FOR THE REAL ESTATE MARKET
Because the two problems posed detected, we can define that there is a deficiency
of personnel in the area of marketing, because if you have a bad management in
this area, will remain the cause that the company does not remain well known and
recognized by the public, thus we present an aggressive approach to our market
development. The new marketing manager should be hired great knowledge and
skill development for the area of marketing, should be competent personnel arrive
to do a good implementation of advertising and analysis for enterprise in scope to
promote more real estate sectors the office, houses, beaches, until you perhaps a
draft trade. Also you should be aware of all real estate fairs and conventions that
take place in Lima, so that in this way the image of the company generates more
confidence with the target audience, as these fairs and conventions are important
sales strategies image companies, thus MT Gr win more prestige and subsequently
a better positioning in the real estate sector. In turn it will get better control of
competitors, it is important to apply this strategy "Horizontal Integration".
DWELLING
OFFICE
SHOPPING
MALL

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COURSE WORK

“GRUPO INMOBILIARIO MARTE”

Course: URBAN PLANNING AND MANAGEMENT

 DE LA ZOTA OLIVARES, NAZRIT U1010856

 SALAS ZAMORA, KATHERINE U1020402

 PINILLOS ROSAS, VICTOR u1010148

Urban Planning and Management USIL 2015-02

CHAPTER I: HISTORY AND DESCRIPTION OF THE COMPANY

CHAPTER II: THE COMPANY AND ITS RELATIONSHIP WITH THE

CHAPTER III: STRATEGIC MANAGEMENT PROCESS FOR THE COMPANY

CHAPTER IV: PROBLEM AND OBJECT TREE OF THE COMPANY

CHAPTER V: STAKEHOLDERS OF THE COMPANY

CHAPTER VI: IMPLEMENTATION OF IMPROVEMENT THROUGH THE

CHAPTER VII: ANALYSIS OF ESTATE PROJECTS THAT THE COMPANY HAS

7.1 PROPOSAL FOR THE REAL ESTATE MARKET

Urban Planning and Management USIL 2015-02

1.1 COMPANY NAME, LOCATION, ADDRESS AND NUMBER OF RUC.

NAME: Marte Grupo Inmobiliario.

1.2 COMPANY HISTORY.

1.3 COMPANY DESCRIPTION.

Marte Grupo Inmobiliario is a solid business group of Peruvian capitals that

Urban Planning and Management USIL 2015-02

1.5 ASSOCIATED ENTERPRISES WITH THE COMPANY

GRUPO INMOBILIARIO LUPA, is a real estate group of Peruvian nationality

Urban Planning and Management USIL 2015-02

Torrealta building - San Isidro Residential Park Alzamora – Surquillo

Residential Cossio - Magdalena del Mar Don Nicolas – San Miguel

Urban Planning and Management USIL 2015-02

Building Libertad – Magdalena del Mar Torre Amaranto – Jesus Maria

Urban Planning and Management USIL 2015-02

Reserve Building – Centro de Lima Building Torrealta – San Isidro

Torre Salaverry 21 – Jesus Maria San Francisco Residential Building-

Urban Planning and Management USIL 2015-02

1.7.1 PERU POPULATION ANALYSIS

Which is marked in different ways and in different amounts, depending on the

MAGNITUDE AND POPULATION GROWTH OF PERU

Urban Planning and Management USIL 2015-02

GROWTH RATE, ANNUAL AVERAGE OF PERÚ

1940/1961 1961/1972 1972/1981 1981/1993 1993/2005 2005/2007

Urban Planning and Management USIL 2015-02

POPULATION ENUMERATED OF LIMA

Urban Planning and Management USIL 2015-02

GROWTH RATE, ANNUAL AVERAGE OF LIMA

1940-1961 1961-1972 1972-1981 1981-1993 1993-2007

Urban Planning and Management USIL 2015-02

Total Independent Home

Urban Planning and Management USIL 2015-02

PBI 2001 – 2014 (millones de soles)

0 100000 200000 300000 400000 500000 600000 700000

Urban Planning and Management USIL 2015-02

TOTAL LOANS FUND "MI VIVIENDA" OF LIMA

Urban Planning and Management USIL 2015-02

BUILDING PERMITS GRANTED BY THE MUNICPALITY

Urban Planning and Management USIL 2015-02

2.1 PEST ANALYSIS

2.2 SWOT ANALYSIS

2.2.1 INTERNAL ANALYSIS

Urban Planning and Management USIL 2015-02

2.3 SWOT ANALYSIS OF LIMA

2.3.1 INTERNAL ANALYSIS

Urban Planning and Management USIL 2015-02

2.3.2 EXTERNAL ANALYSIS