Examinando por Materia "Matriz de Ansoff"
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Ítem Análisis DOFA para el desarrollo del plan estratégico de ventas para Rockwell Colombia - Regional Antioquia(Universidad EAFIT, 2017) Meza Paúl, María Alejandra; Villazón Muñóz, Andrés Felipe; Henao Cálad, MónicaÍtem Evaluación de la plataforma SUNN en un ecosistema de innovación abierta en el marco del Proyecto Quindío Innova(Universidad EAFIT, 2017) Castaño Sanz, Juan Felipe; Zartha Sossa, Jhon WilderÍtem Formulación del proceso de dirección estratégica en una empresa de software líder en el sector de entretenimiento en Colombia(Universidad EAFIT, 2017) Borrero Espinel, Mauricio; López Gallego, FranciscoThe present work of degree uses a set of diagnostic tools to formulate a strategic direction for a company that is leader in the software solution for the entertainment sector and is going through a crisis brought on by the loss of its main customer -- After describing the characteristics of the company under study and its current situation, a series of conceptual approaches are made, based on the bibliography of topics such as strategy, mission, vision and strategic planning -- Then, the three stages of the strategic direction process, such as analysis, strategic choice and implementation, are analyzed in depth, where, through analysis tools such as PESTEL, the five Porter forces, the DOFA matrix, the chain of value and the Ansoff matrix, the foundations will be left to begin the process of strategic development -- Following this analysis, all this conceptual framework was applied and will help to know in depth both the current situation of the company under study and its environment -- Finally, the strategy chosen for the period 2017-2020, at the corporate, competitive and functional level, is formulated, complemented by a series of specific and general objectives, an organizational structure and a balanced scorecard approach with eight indicators that will serve to measure the progress of the strategies and the overall performance of the organization -- The study does not go deep into the implementation stage, since it is not part of the scopeÍtem Herramienta para la selección de mercados internacionales y modos de entrada: seis preguntas estratégicas(Universidad EAFIT, 2017) Rodríguez Gaviria, Marianela; De Villa Correa, María AndreaThis research reviews existing literature on the selection of international markets and entry modes to understand the process and the factors associated with these two decisions and to identify the concepts, tools, and models that companies use in their analysis of these two key decisions for internationalization -- From a systematic review of academic journals, practitioner journals, and academic texts of great relevance to the theme of study, I evidence that the academic literature has focused on the theoretical approaches associated to the decision of the modes of entry -- In addition, the academic and practitioner literatures show an absence of a guiding tool to address the process of analysis involved in the selection of international markets and modes of entry -- Consequently, this research proposes a guiding tool to address these two decisions, through six strategic questions that arise from a vision of international markets as a source of potential clients and from a vision of international markets as a source of advantages by location – The proposed tool also explains what concepts, tools, and models exist in the fields of strategy and international strategy, which are applicable to the suggested levels of analysis -- Finally, I reveal how multilatinas have responded to each one of the six strategic questions of the guiding tool -- For further research, I propose to explore how other companies have responded to these six strategic questions, and suggest to explore the creation of other concepts, tools or models that can complement and enrich the suggested different levels of analysisÍtem Plan estratégico de la empresa Hidráulica y Neumática S.A., HNSA(Universidad EAFIT, 2018) Valencia Flórez, José Leonardo; López Gallego, FranciscoHidráulica y Neumática S. A. (HNSA) is a 25 years old family business in the mechatronic solutions market, focused on the hydroelectric field, managed empirically since its beginning by a founding partner -- By using the tools gained by the manager coursing the MBA, this work is intended to formulate a five-year strategic path to guarantee HNSA´s sustainability over time as a leading company in the field -- The current situation of the company will be primarily described and, by adopting the concepts of strategy, mission, vision, values, Canvas model, SWOT matrix, PESTEL analysis, Porter´s five competitive forces, competitive diamond and value chain, Ansoff matrix and balanced scorecard (BSC), a detailed diagnosis will be made by the strategic planning team to finally present the new competitive strategy as the management path -- In the balanced scorecard, the four perspectives are related: financial, customer, internal and learning, and growth, along with indicators that will serve to measure the strategy executionÍtem Reypar Motos: un ejercicio estratégico(Universidad EAFIT, 2017) Rozo Marín, José David; López Gallego, FranciscoThe needs of the companies to remain on time and keep the competitiveness on the market, demand to them to get clear strategies at short, middle and long term; with the intention of been executed, measured and controlled and allow to the directive board take decisions -- According to this, in the present degree work, the author will do a strategic excercise applied to REYPAR MOTOS, a company dedicated to import and trade spare parts for motocycle arround national territory, with the objective of aim the MEGA (Great and Ambicious Strategic Goal, for its meaning in spanish) for 2020, that consist in generate sales for 1.500’000.000 COP each month and increase 1% the market share, going of 1% to 2%, guaranteeing at least a profit of 10% for the company