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Confecciones Textimax S.A: Integrantes

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CONFECCIONES TEXTIMAX S.

INTEGRANTES:








TOTAL SCHEME OF THE APPLICABLE WORK IN THE COMPANY
CONFECCIONES TEXTIMAX S.A. (T2)

1. DESCRIPTION OF THE COMPANY (Manufacturing, Services, Marketer, etc.)

1.1 Business Name

Confecciones Textimax, is the second textile factory in Peru, wich was founded in 1991
as an organization dedicated to the production and exports of cotton garments. From its
very beginnings the company applied an investment policy in infrastructure, machinery
and equipment which included the training of our employees in knitting, dyeing, sewing,
printing and embroidery with the most updated techniques, a policy which has allowed
our factory to grow over 20% annually and the employment of more than 4500 workers
producing more than 100000 garments daily.

1.2 Location and / or Branches.

This company is located in Santa Anita, exactly on Huarochiri Avenue Nº 51, Lima-Peru.

1.3 Social Responsibility (Internal and External)

Social Responsibility Internal Social Responsibility External


 Relational Integrity: The company  The company donates thousands of
imparts to employees who must show garments each quarter in different
respect, education, proactivity, active provinces of the country.
communication and provide a high
quality service and attention.  15% of their annual profits are dedicated
to helping the poorest children of our
 Personal integrity: all employees are country.
involved in complying with the ethical
code.  Every year in the month of March he
gives school utilies in the areas of Lima
 Organizational integrity: control of and Callao.
compliance and resolution of internal
conflicts with staff.  The company provides productive
knitting and baking workshops in rural
 the organization promotes and areas.
encourages voluntary action in hospitals
and rural areas.  The institution carries out Christmas
festivities where it donates thousands of
 The company trains employees to toys to children of low economic
provide productive workshops such as resources.
weaving and baking in rural areas.

1.4 Vision and Mission Institutional

Vision Mission
By the year 2025, be a highly profitable and Lead the market through the satisfaction and
competitive company in the local and retention of our clients, being a provider more
international market, producing high quality reliable, flexible and high production capacity
garments in a responsible manner with the in the textile market, through the process of
environment differentiated in design and continuous improvement, offering the best
placed at the right time. In this way 6 achieve quality and punctuality in each delivery. This
greater customer satisfaction, increase market will increase the value perceived by
share and improve the socioeconomic well- customers, the satisfaction of consumers, the
being of the community. generation of competitiveness and well-being
socioeconomic status of the community in
general, workers and related sectors.
1.5 Institutional Values

Institutional Values

 Ethics and reliability: Regarding the procedures, the main value are the
professionals who make up the work teams with the clients, in pursuit of
strengthen trust relationships.

 Respect: As regards the treatment of staff with clients and also between the
employees, the goal is to achieve the satisfaction of customers and employees
in a propitious work environment.

 Compliance: Comply with the requirements in the provision of services, the


quality of products and improvements in production processes.

 Honesty and truthfulness: Regarding the information provided to clients and in


all the actions that are developed in the organization, a business must be
maintained continuous whose name is synonymous with safety, which
contributes to improve the fabric industrial and productive.

1.6 Determination of Objectives and Organizational Goals

Objectives and Goals


 Become one of the leading brands in the national market.

 Exceed the annual sales margin stipulated by at least 50%.

 Impose a trend of novel consumption, profitable and respectful of the


environment.

 Establish in the international market and open branches in the main cities of the
world.
 Make the production model profitable until it becomes an autonomous system.

 Increase the annual revenue margin in a responsible and proactive manner.

 Become the maximum and most responsible employer in the country and
impose a culture of honesty and work among employees.

 Grow at least 30% in your net profits without incurring in layoffs.

 Venture into virtual sales with a margin of sustainable success.

 Foster among employees the culture of growth, savings and education in a


sustained manner.

 Increase the percentage of sales abroad by at least 25% in 2019.

 In 2020, enter new markets such as Guatemala, Canada and Mexico, managing
to increase their client base.

 By the year 2025 raise the consumer satisfaction index of its export products
from 95% to 99%.

 By 2025 achieving an average annual growth of 7% in the export product


volumes. Currently, it represents 59 million dollars per year at FOB value.

 By 2025 achieve growth in the market share of Peruvian exporters going from
5% to 15%.

 Comply with the rules of social responsibility in all its productive processes
from 70% to 100% by the year 2025.
1.7 Organizational Policies amd General Regulations

Credit Policy  A maximum of 30 credit days is established once the


to customers merchandise is delivered.
 If the client arrives there is a delay, a penalty is established
corresponding to 1% of the value of the invoice, a clause that
is available on the back of the invoice.
 Payments are only received through checks in favor of the
Confecciones Textimax company.
 Charge by commission for returned check will be charged to
the company issuing the same.
Security  The tools and materials are delivered to employees at the
Policy beginning of the workday and are received in the same way at
the end of the day, holding the employee responsible for any
loss, damage or theft.
 The tools are only used by authorized personnel.
 Within the production area, employees must make the
corresponding use of them in case of accidents or accidents.
 Once a year, drills are held to prepare employees in case of
accidents.
Social  The personnel must comply with the values and ethical codes
Responsibilit of the organization to create a good working environment.
y Policy  All operators are responsible for turning off the machinery
used in order to minimize energy consumption.
 Only energy-saving lights are used in the production plant.
 At the beginning and at the end of each working day, the
production manager will be responsible for switching on and
off the load center of the plant switches.
Coexistence  The cell phone is not allowed to the operators during the
Policies working day, only to the administrators and management.
 Punctuality is a very important value and norm for
organization, therefore any collaborator who fails to comply
with this regulation is sanctioned.
 No type of discrimination is allowed between the partners, but
rather they are encouraged to create a pleasant, adequate and
appropriate work environment for the efficiency of their work.
Work Policy  With respect to permits, employees enjoy special permits
issued by the immediate boss, permits can be granted for hours
or days as long as they are well justified.
 Holidays are granted after each year of continuous service. All
staff enjoy this benefit as established in article 346 of the
Labor Code.
 The remuneration is paid and deposited on the 26th of each
month.
 Disabilities are accepted only with medical prescription. The
absences to the work for illness are accepted until a maximum
of 3 days, after that period they will only be approved under a
medical certificate.
Clothing  The workers use an appropriate and appropriate uniform for
Policy the elaboration of the garments.
 The management from Monday to Friday attends formal attire
and on Saturdays they are allowed to enter with casual wear.

ANALYTICAL MARKETING
2. EXTERNAL ANALYSIS OF THE COMPANY -
CURRENT MARKET SITUATION
MICROWAVE

2.1 Detailed Study of Direct and Indirect Competition (OFFER):

Direct competition:

The volume of international trade is very competitive, there is competition that have
quality products and sometimes with higher productivity.

Confecciones Textimax has direct competition to the company Devanlay Peru, between
both occupy one of the first positions of exports of the clothing sector, with a market
share of 5% (59,205 thousand US $ FOB) and 8% (89,003 thousand US $ FOB ). Among
these firms there is a constant rivalry in terms of attracting new customers, since they are
dedicated to the same item of clothing, focusing on the manufacture, manufacture and
export of high value-added garments in knitwea.

Indirect Competition:

With the implementation of the TLC with China, a powerful threat was created for the
textile and garment industry.

It should be added that although Chinese products compete in price, they do not do so in
quality. With Chinese textiles as new competitors, it has become essential to use new
technologies to lower the costs of national clothing. In this way, it is possible to lower the
manufacturing cost, as well as the cost of the final product.

2.2 Detailed Study of the Clients (DEMAND)


The main clients of Confecciones de Textimax are international (Tommy Hilfigger, Gap,
among others), exporting mainly to the United States, followed by Germany. Hong Kong,
Canada, Brazil and Mexico, knowledgeable about their experience in the sector. Being
thus the main products of exporting T-shirt of cotton and shirts.
When it comes to supplying the local market there is a more dispersed range of
customers, from 22 department stores to small merchants. Many companies, in addition,
are integrated forward. The garments have a set price. It is considered a negotiation
initiative of Confecciones Textimax to be able to offer credits.

2.3 DETAILED STUDY OF THE SUPPLIERS


The cotton suppliers of the TEXTIMAX Company have a very important participation,
which is the bargaining power. With some differences in price and quality according to
international trends
Likewise, TEXTIMAX is to have suppliers as strategic partners, in order to increase the
power of participation of the company in the market with respect to the competition.

On the other hand, the TEXTIMAX Company has a high degree of dependence on cotton
fiber suppliers, which does not have its own supply of this important contribution. Thus,
the importance of this for the success of the manufacturing process or for the quality of
the product increases the capacity of the supplier.

It was observed that the main suppliers of cotton, of TEXTIMAX, mostly, operate in the
commercial emporium of Gamarra. This must be done in fact, in this commercial area,
the best textile stores, the costs are low and the products are guaranteed, which makes
them generate more profits, and increase their production. For what is considered a
strategy to save costs.
Critical success factors:
A. The account causes the providers to participate in the
Success of the company and collaboration in strengthening the strategy.
B. Specialization in products and quality of the same brand, the difference with the rest of
the suppliers in the market.
2.4 Estudio detallado de la Agentes Reguladores
TEXTIMAX Company has regulatory agents that determine the rules, formal and
information, under which the organization must operate. One of them is the Global
Competitiveness Report, developed on the basis of the calculation of the Global
Competitiveness Index (GCI), published by the World Economic Forum (WEF). This is
very important since it is one of the international brands on the subject of
competitiveness. With this the company can see how it is positioned in the market, as the
set of institutions, policies and factors that determine the level of productivity of a
country, which influences the growth rate of an economy. In this sense, the strengthening
of competitiveness is a necessary condition for economic growth.
However, there are factors that threaten cotton production:
 First, the increase in global cotton productivity comes from the development of
genetically improved varieties imply a decrease in prices.
 Second, the subsidies granted by the distributing countries and the market are less
competitive.
 Third, the presence of the El Niño Phenomenon affects the cotton areas. Every three to
five years.
 Finally, the change of cultivation in cotton zones by corn the hard yellow is due to its
higher profitability and demand.
In conclusion, it is clear that internal and external political conditions are conducive to
the development of Textimax Apparel. This has become more evident with the Free
Trade Agreements (FTA) that Peru has been negotiating with several countries. Between
these
Mexico, Chile and India, which will open new markets and will also see the entry of new
competitors. The Peruvian government has signed an FTA with the United States and
other countries, which allows the entry of sweets with low tariffs.
On the other hand, it should be considered that the textiles and clothing sector is growing,
which allows access to new markets.
All these important points are very elementary for the company, since you can create a
strategy to avoid being affected, since in some factors such as "THE CHILD'S
PHENOMENON" and the "POLITICAL THEMES" it is out of reach for them to be able
to be avoided.

MACRO-ENVIRONMENT
2.5.PEST Analysis - Political, Economic, Social, Technological, Legal, labor, risk-
country, etc.
POLICIES, GOVERNMENTAL, AND LEGAL

World Bank (2016), Peru is one of the countries that has made great progress in its
development in recent years. This refers to sustained economic growth, higher than that
of the region and the global average, as well as a stable macroeconomic environment, in
which poverty and external debt have decreased. What has allowed social improvements
for what has raised the quality of life of Peruvians. In the 90s Peru achieved a
commercial opening, the labor market and the financial market were liberated, which
benefited the workers and attracted investments. The country has established a prudent
monetary policy that, in the last decade, has been supported by an increase in the price of
commodities, among which minerals stand out, which make up the first Peruvian export
product.

ECONOMIC AND FINANCIAL


The Peruvian economy has shown a favorable growth since 2000, the highest growth was
registered in 2008, when the GDP increased by 9.1%, in 2009 there was a strong
slowdown as a result of the global financial crisis. As of 2010, the GDP began to recover,
growing less and less because of the demand for minerals. In addition, services have
increased their participation from 45.2% in 2005 to 49.2% in 2015. While in these same
10 years, mining and manufacturing lost representation, as well as the agricultural sector.
TECHNOLOGICAL
Peru has an unfavorable position in the technological aspect, being located below
countries like Chile, Brazil or Argentina, it is still a pending task because it is necessary
to stimulate budgets oriented to the technological strengthening and if we do not focus on
this aspect it will be more difficult the economic development and social of our country.

SOCIAL
In Peru, more than 31 million people live, 23% lived in poverty conditions for 2014, a
percentage that has been reduced over the years, which has improved their income level
by increasing the demand for goods and services. . The improvements in the living
conditions of the population are directly related to their level of academic training.
Informality is considered as an economic phenomenon, but in reality it has wide
repercussions in the social sphere.
2.6 Determination of Opportunities and Threats.

OPPORTUNITIES:

• Consumers who recognize the quality of Peruvian fabrics.


• Domestic consumption and domestic demand in expansion.
• Penetration of the retail sector in the country.
• The availability of differentiated resources / inputs. Recognition of cotton.

THREATS:

 Weak regulations and consumer criticism.


 Absence of qualified technical education.
 High competition of imported products.
 Informality.
 Low rate of economic growth in developed countries.
 Limited technological development.
 The textile industry in the world is highly polluting.
2.7 Analysis of the Industry or Sector - 5 Forces of Michael Porter. (Indicating the intensity
of each, brief explanation of each force).

NEW STARTERS
There are entry barriers to new products that you want to introduce in a certain market,
textile sector. The equipment and technology is significant is a barrier to the entry of new
manufacturers to the textile industry, which has as main export markets United States,
Germany and Japan. The opportunities are smaller for the medium and small company
since it is a bit difficult for them to invest enough money in the latest technology and
have an aggregate to their products.

SUPPLIERS
In the world, large groups carry out part of their production process in their own
factories, subcontracting only for some phases of that process "(Méndez, 2012, p.2). At
the national level, there is a large number of suppliers, with a textile conglomerate that
gives strength to the producers, confirming the worldwide trend of low bargaining power.
The main imported input is cotton. In addition, synthetic fibers and filaments

CLIENTS

The German market is specifically demanding in garments, looking for quality in inputs
and functionality. It is a market with strong tendencies towards consumer criticism that
values productive practices that are healthy and friendly to the environment. Currently,
cotton and alpaca fiber garments are exported to Germany.

SUBSTITUTE PRODUCTS
It can be pointed out that garments are mass consumption goods, and the demand for
them arises after the demand for food, health or education. However, for Méndez (2012),
textiles are part of the fashion industry macro, which has a short life cycle, being replaced
quickly, even several times a year. So although there are economic crises, there will
always be demand for textiles, although consumers probably look for items of lesser
value.

COMPETITION
The textile industry in Peru competes, with strong economies such as China, El Salvador
and Mexico, although the national products have notoriously superior quality inputs, in
the case of machinery, this is imported from other countries. This occurs as a
consequence of the undervaluation and the entry of yarns, fabrics or garments at dumping
prices, which, in many cases, are recorded below their actual price. Then, there is a local
and global level, high rivalry, where the Asian countries lead the world exports.

III INTERNAL BUSINESS ANALYSIS

3.1 Company resources

3.1.1 Tangibles

The company had managed to obtain a production of 2.5 million monthly


garments. They are working in a local where they do all the operation of the
plant. There they have the area of stamping, embroidery, termination and
packaging of the garments.

The company have 10 machines and there are tables and the necessary
accessories for each machine. The stamping area that is one of the most important
in the company has a capacity of production of 500,000 impressions per month.
This is the only area that has a considerable number of workers, it has 100
employees of direct labor and 10 of indirect labor.

3.1.2 Human resources


D’Alessio,(2013) noted that human resources are the most valuable asset of
organization. According to that, the cofederates of textimax confections receive
their salary depending of the production that they do and also they receive
monetary incentives according to their performance on production goals.

About the work climate the workers have a favorable and comfortable place where
they can do all their responsibilities. Also, the company established recognitions
and celebrations on festive and relevant dates where the workers can enjoy and
have recreation. The recreational activities and social support are considered in the
company. Finally, Textil confection allocates a budget for training and the
workers can develop their skill and contribute in the company.

3.1.3 Financial resources

Finance and accounting constitute one of the pillars of the operating cycle. They
are responsible for obtaining the necessary economic resources in relation to the
quantity, the quality and the required cost. D’Alessio,(2013)

The company had a growth that exceeded their expectations and achieved their
goals. This happened because the company has had the necessary capital and
liquidity and they are controlling their income efficiently.

3.2 Determination of strengths and weaknesses

3.2.1 Strengths

 Variety of brands
 Enough experience in the textil sector
 Adaptation and flexibility to change
 Quality products
 Certifications (BASC and WRAP)
 Good infrastructure
 Innovation of new products

3.2.2 Weaknesses

 A possible trade union in the company


 A limited local market
 Shortages of cotton in Peru
 Lack of skilled workers
 High cotton prices

STRATEGIC MAKETING

IV ANALYSIS AND STRATEGIC DESIGN- (ACTUAL Y PROPUESTO)

4.1 Identified segments and determination of target audience, Segmentation Strategies.

TARGET AUDIENCES: Adults, Youth and children (women and men).

Textimax SA has a diverse market for specific clients, so they look for quality and variety of
designs in their products according to their preferences. The bargaining power of the clients
is low since the garments have a set price. Below are the main customers of the company
Textimax and also the years that have been working continuously with the Company.

MERCADO PRINCIPALES CLIENTES N° AÑOS


Estados Unidos Adidas 9
Guess 5
G.H Bass 4
Izod 4
DKNY 3
Liz Claiborne 3
Tommy Hilfiger 3
Abercrombie & Fitch 2
Hollister 2
Nautica 1
Zara 4
Europa Massimo Dutti 4

MARKET SEGMENTATION: TEXTIMAX S.A

Adidas: Is the most generalized Brand of Textimax S.A, ranging from men, women and
children aged between months to senior citizens. The Brand is focused on people who like a
casual look and sports.

Zara : Is a aimed at young middle class families( women, men and children) looking for the
latest trends and quality at good Price.

Massimo Dutti is aimed at a public both male and female, sophisticated, independent and
cosmopolitan. offers fashion higher quality and transmits image classic elegance

Guess: Specializes in supplements fashion (clothes, jewelry, watches, etc.) focused on men
and women, which can be used for urban form and casual, having a target audience young
adult

Izod: Focuses to a public male, offers garments quality and classic. are an affordable price
customer.

Dkny: Focuses women, men, children looking current trends fashion and good quality
Liz Claiborne: is aimed at men and women also priority to the quality of their clothes. Also
has a line perfume

Tommy Hilfiger: has a wide range of clothing (poles, pants, jewelry, shoes, accessories,
etc.). Offers a style, quality and value superior to consumers from around the world.
Directed towards men, women and children.

Abercrombie & Fitch: Focuses men and women seeking a model casual and exclusive US
to a good price. seek to be at the forefront to provide innovative products consumer.

Nautica: goes to men, women and children. offers clothes casual, formal and sports that are
in trend. also has line accessories, shoes & accessories for home,

Hollister: focused on a juvenile audience of men and women seeking is the cutting edge
with innovative products and exclusive. Also, the brand has a line shoes and perfumes.

G.H Bass: directed towards men and women. brand offers clothes novel and to fashion
based primarily on the product quality, also has a line shoe.

SEGMENTATION STRATEGIES:

Geographic Segmentation Strategy: Textimax has a strategy location targeting to enter 2


blocks country: USA and Europe

Differentiation Strategy:
The company Textimax offers its products to more than one segment thus making their
clothes must be based according to the various tastes market for this looking innovate with
new clothes constantly and their designs that offer are usually oriented fashion.

PROPOSAL:

The company Textimax has 20 years on the market thus is consolidated and the market with
extensive experience your category. Also, we can observe how is that the company in
throughout his career in the market has gone expanding and gaining positioning of their
brands, not only in US but also in Europe in addition to be a company consolidated employs
various strategies for expansion of their markets. However, it could be a reference important
in the sector garments in our country, due to the prestige that takes into the outside, through
the study of new markets that are attractive and implementation of their strategies
differentiation, this will allow you to distinguish of competition and expand its customers.
However, the company should make advertising for disclosure their brands and quality of
garments manufacturing and Likewise enhance the prestigious already have won the
company in the outside. Finally, needs assessment, styles, demography, economic among
other aspects so you can go to several market segments and design offers individual for
everyone. Market Coverage by selecting the market scope to intervene.

4.2 Geographic Segmentation Strategy:

Textimax distributes according to the country that is going to the USA and Europe,
where it has its chain stores: Adidas, Zara, Massimo Duttiis, Guess, Lzod, Dkny, Liz
Claiborne, Tommy Hilfiger, Abercrombie & Fitch, Nautica, Hollister and GH Bass.
Each of the products offered is according to the tastes, culture and climate that each
store demands.

According to large areas:

- Europa: Popular Fashion


- United States: Popular Fashion

According to countries: Specific garmnets

- Europa and United States (50% of exports)

According to zone:

- Each store manages and manages the orders that the textimax company
distributes.

Proposal:
The company Textimax S.A is consolidated in the market with 30 years of
commercial activity due to its prestige and experience in the market, currently
develops an adequate strategy of geographic segmentation that is to say it
distributes its garments according to the countries and zones. However, so that
they can increase their exports, they must also expand their stores to other
countries through innovation of new products to the consumer, taking into
account the culture and specific designs for each country or area to which they
are directed.

4.3 Differentiation of competitors, customers and suppliers, positioning by image,


benefits, etc. Positioning Strategies

- COMPETITORS CUSTOMERS SUPPLIERS IMAGE BENEFITS


POSITIONING
Who are The direct Tommy Hilfiger, The main cotton The TEXTIMAX TEXTIMAX
they: competitor of Gap, among suppliers of company is company
Textimax is others. TEXTIMAX recognized for currently
Devanlay Peru. operate in the its products of offers good
commercial good quality quality
emporium of and good products that
gamarra, due to price. is what
the prices and European
the quality of and American
the products. brands prefer
and
recognize
Difference The difference The difference Companies must TEXTIMAX is TEXTIMAX
between the between the differentiate recommende company
company clients of the themselves d that in order could be
TEXTIMAX is TEXTIMAX through some to differentiated
that it works company is that additional differentiate it more if you
with several they all have a feature, such as should have a had an
American and certain strategic a quality logo so that it exclusive
European market, a certificate, is positioned online
brands, while segmentation speed of in the minds catalog for
the company different from delivery, less of its your
Devanlay Peru the other. It price, after-sales customers. customers.
works directly could be said service or good This would
with the that the product distribution make it
company is the same, of channels. easier for her
Lacost. good quality and Because for clients to
of good price but TEXTIMAX, order and it
they are directed quality and price would be
to different are very easier for
markets. important. them to have
a well-known
producer
with good
prestige.

OPERATIONAL MARKETING

V. MARKETING MIX- (CURRENT AND PROPOSED)


5.1 Product, (Product Levels, Design, Brand, Brand Identity, Life Cycle and Product
Strategies).

Product: it is a set of tangible and intangible attributes that encompass packaging, color,
price, quality and brand, plus the services and reputation of the seller; The product can be
a good, a service, a place, a person or an idea[CITATION Sta00 \t \l 10250 ].

This is any object, service or idea that is perceived as capable of satisfying a need and
that represents the company's offer, it is the result of a creative effort and is offered to the
client with certain characteristics." The product is also defined as the potential of
satisfiers generated before, during and after the sale, and that are subject to exchange,
including all the components of the product, whether tangible or not, such as packaging,
labeling and service policies[ CITATION McC95 \l 10250 ].

Product Levels
CURRENT PROPOSED
-Basic product: This refers to the utility -Basic product: The proposal would be that
that the product has and the basic needs the basic characteristic of the company's
that it satisfies in the client. The basic products is that it covers the need to dress
characteristic of the products of the fashionably satisfying the tastes and
Confecciones Textimax company is that it preferences of consumers.
covers the need for a person to be able to -Real product: The attributes of the
dress. products, is that they are of high quality,
-Real product: It has to do with the way the unique and economic, and sore everything
product is presented to the audience and with a design and cut different from the
what characteristics differentiate it from the competition.
competition. The attributes of the garments -Increased product: In this regard, we
offered by the company is that they are of propose that the company should provide
high quality, since they are made with advice after the sale of the product where
cotton, in addition, the product is durable, the customer can resolve their doubts or
comfortable and resistant. problems, and where the company staff to
-Increased product: This level is address them in an appropriate and
characterized by giving priority to appropriate manner. In addition, the
customer service or the service offered to company will implement the business to
the public when purchasing the product. At costumer tool, so that the customer can
this level, the company must invest and acquire the product they want online, and
work so that its products are truly the company will send the product to their
distinguished and have an added value, home.
since it would differentiate them from their
direct or indirect competitors, since the
client does not perceive the characteristic
of this level, it is for this reason that its
action is this aspect would help the clients
of Confecciones Textimax feel satisfied
and identified with the products of the
organization.
Design
CURRENT PROPOSED
The designs of the products of the In the proposal, the company has a
organization, are not innovative or specialized staff for the design of each of
attractive to the Peruvian public, for that the lines of products, whether for men,
reason it has little participation in the women and children, the models are
national market, but if it has international innovative, creative, made with high-tech
buyers like Zara, Adidas and Puma, equipment, and attractive not only for the
however, it provides products so that Peruvian public, but for the international
Possibly, these companies put their brand, client, the collaborators travel to different
that is why the company requires a fashion shows to bring new ideas that
professional staff in the design of clothing impact the economic and financial growth
for the models are attractive and with a of the company.
special added value that differentiates them
from their competitors, where the garments
are designed with creativity and a modern
essence of fashion.
Brand
CURRENT PROPOSED
The Textimax Confections brand, is The brand will be recognized nationally
Textimax, which is not very recognized at and internationally, for providing high
national level, due to the low participation quality products with creative and
it has in our country, however, it has innovative designs that will satisfy national
participation abroad, so the brand is as well as foreign audiences, in addition,
recognized for the quality of the garment, the company will invest in high-end
since it is made with Peruvian cotton, but equipment that will help in the process of
in recent years it has lost market share, making clothing, in addition, the company
since it does not invest in advertising or will invest economic resources for the
marketing as it is done by its direct creation of a modern and differentiating
competitor Devanlay Perú SAC. logo, where the client can feel identified
with the brand and where the international
customer can recognize that the brand is
Peruvian, this will help to increase its
participation in the market, to retain
customers and attract new consumers.
Brand Identity
CURRENT PROPOSED
The visual aspects of the brand do not In the proposal, the corporation has
identify the company in terms of its changed the shape and colors of the brand,
purpose, objectives and goals, in addition, now it is more symbolic for the customer
it is believed that the brand should also and for the company, since it shows the
identify the public, since thanks to these objectives and goals of the company, and
consumers is that the company can what the client looks for in the products
continue to remain in the market, this that provides the organization, and this will
aspect must consider the company to help many people feel satisfied, the re-
counter the current situation faced by the launch of the brand will impact positively
organization, that is why the company must on customers and the organization, being
fit the colors and the shape of the brand so the perfect opportunity to create new
that the client as well as the company feel models and designs in each of the lines of
identified with the same . the products that the company offers.
Life Cycle
CURRENT PROPOSED
Current life cycle of the institution's In the proposal, life cycle of the company's
product is in the decline stage, in which, product will be in the maturity stage, where
due to the decrease in the demand that the the clients, with the good action of the
products have had in the last 5 years, for company in the area of marketing and
this reason, it is that international sales are advertising, will have the acceptance of the
no longer of great importance. impact for national and international public, where the
the company as it was in the period of the sales they will be constant and will not
year 2000 and 2010, for this reason the diminish, implementing improvements in
company must make decisions urgently to their production process and carrying out
overcome this crisis. advertising and digital marketing to
continue maintaining sales and in this way,
the company will continue to remain in the
market with a good share of it.
Product Strategies
CURRENT PROPOSED
The product strategies of the company is We propose that the organization will have
that it is made with high quality raw an attractive website for the consumer,
material, which is 100% Peruvian cotton, where the company and the client can
this supports the durability and resistance establish an online communication, without
of the good, on the other hand, it provides a the client having to approach the point of
good interaction with the client, since the sale in person to acquire a product, in
corporation has as policy to provide a addition, the user can observe all the
quality service to all consumers and help products that the company provides with
them in their queries, in addition, offers essential information such as raw materials,
special discounts for Christmas campaign benefits and costs, on the other hand if you
or the celebration of holidays such as have any questions, the staff of the
child's day, father's day and mother's day. community manager area will be
responsible for serving them, creating a
satisfactory and unique experience for the
client. On the other hand, the website will
have a content and design linked to the
business of the company, where the client
will also receive information about the
promotions and discounts of the products,
in addition, this will have an online chat,
which will allow contacting new
international clients , regardless of the
location of the client, since people from all
parts of the world can access a web page
thanks to the internet connection. On the
other hand, the company will invest in
digital advertising in social networks, to
encourage consumer purchases and attract
new customers, in order for the company to
increase its sales and market share. On the
other hand, a group of specialists will be
hired to design and create new product
models to satisfy the tastes of the
consumers, and before launching the new
products they will post through the social
networks and the virtual page of the
company to analyze if it will have
acceptance or not in its customers, on the
other hand, it will improve all the products
offered by the organization with cuts and
new designs that will call the attention of
the client. Also, the price of the product
will be commensurate with the market,
providing superior quality and a unique,
creative and innovative model. Finally, the
data of the clients of the company will be
registered, to carry out e-mail marketing,
where each of the clients will receive
notifications of offers and promotions of
the products of the corporation.

5.2 Fixing of the Price (Fixed and Variable Costs, Balance Point, Price Strategies).

Fixing of the Price:Pricing based on competition involves the establishment of a price at


the same level of competition. This method is based on the idea that competitors have
already elaborated their pricing strategy. In any market, many companies sell the same or
similar products, and, according to classical economics, the price of these products
should, in theory, already be in balance (or, at least, in a local equilibrium) [ CITATION
PEÑ15 \l 10250 ].

Below is the fixed and variable costs and balance point proposed for the company
Textimax Confecciones, considering investment in the marketing area to make digital
advertising, aspect that currently the company does not invest or apply, being necessary
for the growth of the company and its permanence in the market.

N ͦ de GASTOS
Trabajadores ADMINISTRATIVOS Mensual  Anual
01 Gerente General S/. 3,000.00 S/. 36,000.00
01 Administrador S/. 1,200.00 S/. 14,400.00
01 Secretaria S/. 850.00 S/.10,200.00
01 Teleoperador S/. 750.00 S/. 9,000.00
Alquiler local(incluye Agua y
Luz) S/. 6,000.00 S/. 72,000.00
Total gastos
administrativos S/.11,800.00 S/. 141,600.00
GASTOS DE VENTAS
03 Vendedor S/. 2,250.00 S/. 27,000.00
01 Marketero S/. 900.00 S/. 10,800.00
Total gastos de ventas S/. 3,150.00 S/. 37,800.00
TOTAL DE GASTOS S/. 14,950.00 S/. 179,400.00
costos variables por 50 unidades  
costos de producto terminado S/. 210.00
   
costos y gastos fijos mensual  
gastos de venta S/. 3,150.00
gastos de administración S/. 11,800.00
TOTAL S/. 14,950.00

unidades 1 50
valor de venta 11.2 S/. 280.00
costos variables 4.2 S/. 210.00
costos y gastos fijos
mensual S/. 14,950.00 S/. 14,950.00
unidades 1 50
valor de venta 11.2 S/. 280.00 100%
costos variables por unidad 4.2 S/. 210.00   75%
margen de contribución 7.00 S/. 70.00 25%

BALANCE POINT
Balance Point (thousand 213.57= 214 thousand units
units) monthly 14950
P.E.¿ =
70
Balance Point (thousand 2562.85= 2563 thousand units
units) annual 179400
P.E.¿ =
70

Balance Point (soles) 14950 S/. 59,800.00


monthly P.E.¿ =
25 %
punto de equilibrio (soles) S/. 717,600.00
179400
annual P.E.¿ =
25 %

UTILIDAD I - CV - CF (280* 610) - (210 * S/. 27,750.00


MONTHLY 610 ) - (14950)
UTILIDAD I - CV - CF (280* 7320) - (210 * S/. 333,000.00
ANNUAL 7320 ) - (179400)
 Price Strategie: The price strategy will be low in the market, since this will help to attract
and attract new consumers, since the price offered is lower than the competitors of the
organization, for that reason our sales will increase, because the price of products will be
attractive for national and international customers, considering that these products are
designed with high quality raw material, which certifies its durability and resistance, and
above all at an economical price, obtaining a profit margin of 25% in benefit for the
company, and in that way continue to produce and encourage purchases to customers.

5.3 Define the Promotion (Advertising Off line and Online, PR, Sales Promotion,
Personal Sales, Marketing Management, Communication, Merchandising, International
Fairs, Show Rooms, ATL, BTL, etc.)

Promotion: Sales promotion is a variable of the promotion mix (commercial


communication), it consists of short-term incentives, to consumers, to members of the
distribution channel or to sales teams, who seek to increase the purchase or sale of a
product or service[ CITATION NUÑ12 \l 10250 ].

 First, the company will create a virtual store to increase its local and international
participation, as well as attract new customers through this medium, due to the flexibility
of hours of service provided by a web page.

 Second, hire a staff in the area of community manager to meet the requests and cosnultas
of users, because it is important to create an appropriate experience in the client.

 Third, insert in the virtual platform an attractive content for the user, in addition, allow
users to write their suggestions after having acquired a product.

 Fourth, encourage and motivate word-of-mouth marketing, since it is a very effective and
economical method to attract new consumers, since experience has an important value in
a consumer's decision to buy, since it is not enough to just the quality of the product but
the attention and service that is offered.
 Moreover, executives must attend international fairs to promote sales of products to new
markets, which is why the company must invest in this type of activities, since the impact
is beneficial and profitable.

 On the other hand, you must have a database of each of the customers to establish a
constant communication with the customer, and at the same time the consumer is aware
of the promotions and discounts that the organization provides.
5.4 Establecer la Plaza
5.3.1Canales de distribución y Sistemas de distribución
Textimax has as a stereotype that between the consumer or end user and the
manufacturer or service provider there is usually one or more intermediaries that add value
to the exchange transaction. There are two ways to analyze the activities through which
goods and services are delivered to the market. The first takes the push and pull approach
as the basis for understanding vertical relationships between members of the distribution
channel. This traditional view fits perfectly into the 'push' approach that visualizes
distribution as a way to bring products and services from the place where they are
generated until the place where the client or end user can acquire them. The focus is on
these activities but without losing sight of those that serve as 'attraction' of customers,
such as advertising or sales promotion. The basic idea is that a company's market share
results from the balance it achieves to match customers and satisfiers at the point of sale.

5.3.2 Estrategy of distribution

Textimax has an intensive distribution strategy because it aims to reach all possible points of
sale. Currently it is only supplying its products to large companies such as (a) Calvin Klein, (b)
Abercrombie & Fitch, (c) Guess, (d) Zara,(e) GAP, (f) Polo Jeans, (g) Tommy Hilfiger, which has
allowed it to develop as an important company and leader in the textile industry.

Proposed:
We can propose to the company Teximax so that it can continue to grow and maintain itself as a
leader in the textile market, that the company can create its own brand and begin to make it
known little by little. This will allow you to obtain more income and in the future position
yourself in the market with your own brand.

5.3.3 Distribution channel design

The distribution channel used by Teximax Indirect Channel because the company uses
intermediaries to take its products to the final consumer. Although the company does not sell
with its own brand. The intermediaries buy the products with the characteristics they want with
their own brands.

Proposed:

We suggest that Textimax create its own brand because there are many business opportunities in
the country and abroad, and one of the ways to distribute their products is by Internet, this would
be a channel that the company can take advantage of to diversify its distribution channel offering its
own products.
5.3.4 Trade Marketing Actual y Propuesto.
TEXTIMAX is based on the idea that the situation of a business is in terms of market growth,
fast or slow, and the competitive position of the firm Average Average of that market is
strong or weak. In this way, four quadrants are created that suggest alternative strategies
in order of attractiveness. There is a demand for growth within the textile sector and
especially in the area of clothing. This is an indicator that the increase is rapid and that
there is an increasingly strong competitive position, especially in the United States. This
particular medium is important, since most of the production of Confecciones Textimax is
destined for the US market.
According to Geoffrey Randall, he mentions that the main points of sale of the producers
are dominated by the main minority groups, the suppliers have to sell first to the trade to
obtain space on the shelves of the retailers together with the label products themselves.
The case of commercialization for trade is increasing and changing, and this
development book and strategies for this marketing area. Manufacturers have two (and
only two) strategies for success: * create and maintain strong brands * offer exceptional
customer service to retailers. The first has been neglected recently, which creates
disastrous consequences in the medium to long
term and the second obliges companies to change not only their strategies, but also their
culture and organizational structures. The book is aimed at professionals and managers
who are responsible for solutions to real problems. Key
The trends and the real problems that arise from them are familiar to marketing managers
in the FMCG section, as well as to marketing students.

TEXTIMAX is based on the idea that the situation of a business is in terms of market growth, fast or slow,
and the competitive position of the firm Average Average of that market is strong or weak. In this way, four
quadrants are created that suggest alternative strategies in order of attractiveness. There is a demand for
growth within the textile sector and especially in the area of clothing. This is an indicator that the increase is
rapid and that there is an increasingly strong competitive position, especially in the United States. This
particular medium is important, since most of the production of Confecciones Textimax is destined for the US
market. According to Geoffrey Randall, he mentions that the main points of sale of the producers are
dominated by the main minority groups, the suppliers have to sell first to the trade to obtain space on the
shelves of the retailers together with the label products themselves. The case of commercialization for trade is
increasing and changing, and this development book and strategies for this marketing area. Manufacturers
have two (and only two) strategies for success: * create and maintain strong brands * offer exceptional
customer service to retailers. The first has been neglected recently, which creates disastrous consequences in
the medium to long term and the second obliges companies to change not only their strategies, but also their
culture and organizational structures. The book is aimed at professionals and managers who are responsible
for solutions to real problems. Key The trends and the real problems that arise from them are familiar to
marketing managers in the FMCG section, as well as to marketing students.

5.5 Relaciones con el Cliente y Lealtad (Vínculos de Lealtad, CRM,etc.)


(ACTUAL Y PROPUESTO)

CRM TEXTIMAX
For Textimax, its clients are the center of the company and satisfy its demand.
Knowing what products you want and offering them at the right time is important,
to achieve this you need greater efficiency in your operations. This makes it
possible for their stores to receive new clothes twice a week, allowing the company
to offer clothes that are the latest trend. By offering products that are innovative and
quality, customers make continuous visits to the company and so there is a loyalty
to brands for the characteristics and innovations offered by the stores.

 Textimax produces more than 100000 garments monthly for sale


 CRM serves to attract customers
 Store managers and supervisors handle the information.
 Textimax efficiently gathers information, evidence and statistics about its sales.
 Clients are loyal, it is reflected in the sale of their products.
 Through the sale of its products it evaluates which products are of greater
demand and preference for its customers

Proposal:

Currently companies need to be more connected with their customers through a


purchase that is comfortable and fast. It is noted that textimax doesn’t have a web
page therefore this is a factor against.

VI PLAN OPERATIVO
6.1 Objetivos y Metas
6.2 Diagrama de Gantt (Programas)

VII LA ORGANIZACIÓN

7.1 General Organization Chart of the Company


GENERAL
MANAGEMENT

HUMAN
OPERATIONS ADMINISTRATIVE COMMERCIAL FINANCE
RESOURCES
MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT
MANAGEMENT

THREAD ACCOUNT OFFICE STAFF


SYSTEM ACCOUNTING
DEPARTAMENT EXECUTIVE

DEPARTMENT OF
LOGISTICS EXPORTS
TEJEDURIA

DYEING
QUALITY
DEPARTMENT

MOLDING AND
SAMPLES

PRODUCT
ENGINEERING

SEWING
DEPARTMENT

7.2 Charge Design (Minimum 3 Charges)


GENERAL MANAGER

NATURE OF THE POSITION

Is the image of the company in the external field, is responsible for providing contacts
and business relations to the organization, with the aim of establishing long-term business
JOB FUNCTIONS

 Plans, organizes, directs and controls short, medium and long-term action plans
aimed at the stipulated goals
 Request necessary reports and regulate the activities of the accounting, tax and
financial officer
 Review together with accountant, tax and financial, the requested reports, and make
decisions against them.
 Solve existing internal and external problems in the organization
 Authorize with your signature the necessary contracts in defense of institutional
interests
 Establish modifications to the internal regulation, manual of functions, norms and
procedures necessary for the efficient fulfillment of the activities, in order to
reinforce the viability of the social organization.

FINANCE MANAGEMENT

NATURE OF THE POSITION

Provide management with reliable, useful and timely financial information for decision
making and management control

CHARGE FUNCTIONS

 Submit to the management approval the projects of the investment budget and the
operations included within its corporate purpose.
 Review all balance sheet accounts, verifying that all records are correct
 Review all supplier invoices, verifying that all taxes are duly registered
 Review employee benefits settlement (for human resources)
 Carry out any other activity that is requested by your immediate boss (management)

HUMAN RESOURCES

NATURE OF THE POSITION

Control and accounting of the different financial and accounting operations


Develop human talent, encourage it and keep everything related to it up to date

JOB FUNCTIONS

 Motivate the staff, in order to have a better performance in meeting the objectives
 Control and evaluation of performance every 3 or 6 months (assignment of criteria in:
responsibility, punctuality, productivity, initiative, teamwork, neatness in the
workplace), with delegated assistants.
 Reviews and prepares liquidations, income and retirement of staff members
 Personnel review and management (assistance, memos, communications, etc.)
 Elaborate, feed and show on the billboard activities and festivities of the collaborators,
(birthday, employee of the month, etc.), personal growth messages, announcements,
internal rules, etc.
 Carry out any other activity that is requested by your immediate boss

IX. CONCLUSIONES Y RECOMENDACIONES


 In recent years, Peru has experienced one of the best performances economic
activities in South America. This has created a favorable environment for
investors, as well as for Confecciones Textimax. The evolution of Peruvian cotton
quality; the efforts to develop the Peru brand; the signing of new international
agreements, such as the FTA; they will be very important factors that
Confecciones Textimax should take advantage of.
 Develop new alliances with a prestigious brand. This strategy will allow entering
in the new markets, taking advantage of the diversity and quality of the products.
 Create new product lines. This strategy will allow for greater market positioning.
 Penetration of markets with greater production for longer and better quality.
 Develop agreements with the main raw material producers. This strategy will
allow to reduce the supply costs and the timely delivery of the raw material.
 Create a program to communicate the social reputation of the business and the
quality of the products. This strategy will allow to consolidate the confidence of
clients, help trade exchanges for trust, and help protect exports against trade and
technical barriers.
 Ensure the external image taking advantage of the recognition of Peruvian cotton.
This strategy will allow greater identification with the product line of
the company and above all rely on the quality of Peruvian cotton.
 Implement new styles and fashion trends. This strategy will allow diversify our
products and increase our market share.
 Create new distribution networks. This strategy seeks to optimize the process of
Provisioning at the right time, place and cost.
 Create an inter-institutional agreement on technology transfer with the Service
National Training in Work (SENATI). This strategy seeks to maintain highly
qualified staff and find new human resources that respond to Change trends in the
apparel sector.
X. BIBLIOGRAFÍA. (Libros, Revistas Especializadas, Websites- Utilizando
Referencias APA).

XI. ANEXOS (Estadísticas, Cuadros, Tablas, Figuras, etc.- APA)

PROFESOR.

KARLO CALLE.
MBA Marketing University of Wales.
BILBIOGRAFÍA
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Prentice Hall.
 Boyd & Larreche, (2014). Toma de decisiones del marketing estratégico (4a ed.). México
D. F., México: McGraw-Hill.
 Bradley, F., & Calderón, H. (2006). Marketing internacional (5a ed.). Madrid, España:
Pearson.
 Burk, M. (2004). El plan del marketing. Londres, Inglaterra: Prentice Hall.
 D’Alessio, F. A. (2008). El proceso estratégico: Un enfoque de gerencia. México D. F.,
México: Pearson.
 D’Alessio, F. A. (2010). Liderazgo y atributos gerenciales. Una visión global y
estratégica. México: Prentice Hall.
 D’Alessio, F. A. (2013). El proceso estratégico: Un enfoque de gerencia (2a ed.). México
D. F., México: Pearson.
 Eisenberg, A. (2002). El plan de mercadeo. Bogotá, Colombia: Norma.

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