You are on page 1of 23

STRATEGIC PLAN INTEGRATED PROJECT

STRATEGIC PLAN

SMART BAGS S.A.S

Participants:
Sophi Alejandra Quiroga Bello

Maria Paula Ossa Higuera

STRATEGIC DECISION MAKING


EXCHANGE TRIBUTARY AND CUSTOMS LEGISLACIÓN
IMPORT AND EXPORT MANAGEMENT

UNIVERCITY OF SANTO TOMÁS DE AQUINO


SECTIONAL FLORIDABLANCA
2017

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

Content

1. DEFINITION STAGE .............................................. Error! Bookmark not defined.


1.1 Brand ............................................................... Error! Bookmark not defined.
1.2 Logo ................................................................ Error! Bookmark not defined.
1.3 Slogan ............................................................. Error! Bookmark not defined.
1.4 Logotype .......................................................... Error! Bookmark not defined.
1.5 Corporative Colors ........................................... Error! Bookmark not defined.
2. BACKGROUND FOR STRATEGIC PLAN .............. Error! Bookmark not defined.
2.1 Executive Summary ......................................... Error! Bookmark not defined.
2.2 Define Business - Product Definition ............... Error! Bookmark not defined.
2.3 Justification (minimum ½ page) ....................... Error! Bookmark not defined.
2.4 Industry Definition ............................................ Error! Bookmark not defined.
2.5 Industry Background ........................................ Error! Bookmark not defined.
3. ALINIG PHYLOSOPHY STRATEGIC PLANNING .. Error! Bookmark not defined.
3.1 Mission ............................................................ Error! Bookmark not defined.
3.2 Vision............................................................... Error! Bookmark not defined.
3.3 Corporate Values ............................................. Error! Bookmark not defined.
3.4 Value Proposition ............................................ Error! Bookmark not defined.
3.5 Objectives ........................................................ Error! Bookmark not defined.
3.6 Competitive Business Strategy ........................ Error! Bookmark not defined.
4. CORPORATE STRATEGY STAGE ........................ Error! Bookmark not defined.
4.1 KEY SUCCESS FACTORS ANALYSIS ........... Error! Bookmark not defined.
4.2 External Environment Analysis ........................ Error! Bookmark not defined.
4.3 SWOT Analysis ............................................... Error! Bookmark not defined.
4.4 Industrial Sector - Internal Analysis .................. Error! Bookmark not defined.
4.5 Competitors analysis ....................................... Error! Bookmark not defined.
4.6 Customer and Consumer Analysis ................... Error! Bookmark not defined.
5. CORPORATE STRATEGY STAGE ........................ Error! Bookmark not defined.
5.1 DEVELOPING STRATEGIES .......................... Error! Bookmark not defined.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

5.2 STRATEGIC PLAN BUDGET .......................... Error! Bookmark not defined.


5.3 EQUILIBRIUM ................................................. Error! Bookmark not defined.
5.4 STRATEGIC PLAN OBJETIVES ..................... Error! Bookmark not defined.
5.5 STRATEGIC PLAN INDICATORS ................... Error! Bookmark not defined.
6. ZONA FRANCA ...................................................... Error! Bookmark not defined.
7. EXPORTACION...................................................... Error! Bookmark not defined.
7.1 Exportación del Producto ................................. Error! Bookmark not defined.
7.2 Pasos para exportación (Registro como productor Nacional) Error! Bookmark
not defined.
7.3 Documentos para la exportación ..................... Error! Bookmark not defined.
7.4 Modalidad de Exportación ............................... Error! Bookmark not defined.
7.5 Vistos Buenos (Certificado Sanitarios, Certificado de Origen) ................ Error!
Bookmark not defined.
7.6 Líneas especiales de crédito Bancoldex ......... Error! Bookmark not defined.
7.7 Cotización Transporte...................................... Error! Bookmark not defined.
7.8 Cotización Agencia de Aduanas ...................... Error! Bookmark not defined.
7.9 Régimen Cambiario y formas de Pago. ........... Error! Bookmark not defined.
8. CONCLUSIONS AND CONTRIBUTIONS ............... Error! Bookmark not defined.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

1. DEFINITION STAGE

1.1 Brand

Smart bag, We chose this name because our bags are composed of high
technologies that meet the standards of a bag with quality.

1.2 Logo

1.3 Slogan

The Glamour at the reach of your hands

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

1.4 Logotype

1.5 Corporative Colors

 Yellow: energy, happiness, spontaneity, in Theation


 Purple: serenity, elegance, power, authority
 Pink: sweetness, delicacy, sensitivity, femininity

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

BACKGROUND FOR STRATEGIC PLAN

2.1 Executive Summary

This Project consists of giving to know our Smart bag integrating high
technologies that hels the environment, designed for the female audience,
so we have an initial capital of $650 ' 000.000, the creators will provide 60%
of this amount and the other 40% will be obtained from the allied partners.
The key to our success is innovation, which facilitates the needs of our
Public. The establishment of our company will be established in the city of
Bucaramanga, Floridablanca so that our clients have better access to our
meeting point. We will announce through advertising in our social pages,
by television ads, brochures and flyers for the product to the most
recognized commercial centers in the area, will also have an advertising in
the most prestigious newspapers.

2.2 Define Business - Product Definition

Our Smart bags bag are necessary because they have built-in GPS that can
determine the exact position in which the person is and towards where you
want to go, an application to play store that allows you to modify the color
and design of the bag, special compartments that allow you to modify the
size of the bag, inner light that facilitates the search of our objects, plug for
charger , it is waterproof and is recharged by sunlight, this permit women
to be more practical, save time, save money and can resolve situations in
an agile way.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

2.3 Justification (minimum ½ page)

The company Smart bag is facing markets increasingly changing and


unpredictable, under a set of factors related to the beginning of domestic
products, being an innovative product, our company is nationally
recognized by our customers since we do not have direct competition
because at present there is a bag that specifically meets our standards in
question of technology However every day, the company Smart bag seeks
to generate a greater productive and strategic potential to Excel before
indirect competition. Taking into account the smart bag, it must be said that
the main motivation is the need of saving money by avoiding the purchase
of multiple bags and it helps the environmental contribution; this project is
justified since it contributes to improve the daily conditions of a woman or
girl from the processes of innovation in terms of technology and ecology.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

2.4 Industry Definition

Smart bag is a company that moves into the leather goods industry, since
it is responsible for making smart bags with different quality materials
similar to leather, is identified with the tariff heading 4202.19.00. 00Al refer
specifically to the line of bags, the President of Acicam, Luis Gustavo
Flórez, said that an important issue that contributes to the growth of
consumption in bags is the presence of Colombian designers that are
working with bags products , belts and wallets, small leather goods and
exports to one of the most important buyers which is Venezuela, where that
line grow 35% equivalent in units in the first half. Thus there is not only a
market for new designers, but it also benefits the international demand of
that creativity.

2.5 Industry Background

The market of handbags, belts and wallets of Colombians in average


income levels presented a real growth of 5.07 percent during the first half
of the year. In fact, the consumption of leather goods (handbags, belts and
wallets) between January and June 2011 was 128,000 million pesos, with a
growth of 4%, compared to the first period of the previous year, which had
a turnover of 124.400 million pesos, according to figures from the exhibition
of footwear and leather goods Acicam Raddar. Amount of the semestre
growth of consumption in the first half is mostly concentrated in the small
leather goods that contains 77% of the market; second are bags with 14%,
in the third and final place, straps, with 9% is distributed where this market
is mainly concentrated: in Bogota with 20.6 percent ; second is Medellín,
with 10.3 percent of the market; then Cali, with 8.1 percent, and Manizales,
with a 6 percent . For this period, according to Acicam Raddar, median
income Colombians went 0.07% of their salary to buy leather goods, most
of the income went for food and shelter. The report reflects that eleven of
the thirteen cities showed positive changes in consumption, between the
cities that recorded higher growth compared to the previous month Bogota,
Manizales and Pasto are with variations of 2.09 percent, 1.72 percent and
1.20 percent, respectively. As regards the market, only a city presented
negative variation: Barranquilla, 0.40% respectively. Finally Manizales is
the city where people has increased resources for the consumption of
leather goods, with a participation rate of 0.21%, followed by Pereira with a
0.1 percentage.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

2. ALINIG PHYLOSOPHY STRATEGIC


PLANNING
3.1 Mission

Smart bag is a leader in innovative development, production and marketing


of female bags designed with the highest technology of excellent quality,
in a global market that promotes the integral development of our staff,
customers, suppliers, collaborators and shareholders; respecting natural
values since it preserves the environment.

3.2 Vision

The company wants to sell the smart bag at accessories and clothes stores;
it would be specially for girls and women; in 2021 we would reach higher
standards and it would be a product which everyone would like to have it.
It is a great product easy to find and will benefit your purchase and it is
adequate in times of rain for its impermeability and it is also light for sunny
days thanks to the highest technology of innovation it will be in the market
as a leader company.

3.3 Corporate Values

 Innovation: use recursion to the fulfillment of our goals, looking for


new and better ways of doing things.
 loyalty: we are committed to our customers, partners, investors and
the country.
 Honesty: we are honest, consistent and fair between what we think,
do, say, and feel, framed in the laws of our society.
 Responsability: we fulfill our obligations with excellence from the
outset and make proper use of the resources.
 Humility : we are respectful, friendly, cordial and collaborators.
 Perseverance: we are strong, persevering and recursive in our
actions.

3.4 Value Proposition

Our Smart bags are aimed at women who like to be in fashion and at the
same time is comfortable, extroverted customers who like to experiment
with new designs, referred to consumers up-to-date in terms of technology.
The benefits that brings to have a Smart bag are:

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

•it Will be easily to find the items we need on time thanks to its internal light.
saving money avoiding the purchase of bags of different colors, styles and
sizes put through our application this can be modified .

•in case report any emergency by means of GPS authorities will be able to
access to the location of the users also can avoid confusion on streets that
are not familiar, since the device displays the fastest route to reach your
destination.

•in case of rain, can be sure the things wouldn’t be wet because it is
waterproof.

•since it has an internal universal plug that is recharged with solar light.
What makes us stand out against the competition are our innovative
features in addition to our affordable price.

3.5 Objectives

 Short Term

Produce novel designs, creative and exclusive level Metropolitan within a


period of one year (2018) increasing the added value of being at the
forefront of the fashion.

•Medium Term

Expanding our company's smart bag at the national level within a period of
three years (2020), positioning the brand as a symbol of high design and
status.

•Long Term

Selling the smart bag internationally within a period of 5 years (2022) and
obtain international suppliers ensuring the best materials to the best
Business Strategy que the best price.

3.6 Competitive Business Strategy

Differentiation strategy.

Seeks to make the product is significantly different from the competitors,


or even that there is the perception that it is unique. The customer may pay
more for the product, since the company behaves as if it were a monopoly,
being more faithful and less sensitive to price.

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

3. CORPORATE STRATEGY STAGE

4.1 KEY SUCCESS FACTORS ANALYSIS

KSF Percentage Score Average


HR 23% 35
RM 20% 42
Inside PP 15% 35

SR 5% 20
Outside S 25% 30
LOG 10% 10

Total KSF 100%

Strategy to improve KSF:

4.2 External Environment Analysis

FORCE IMPACT + IMPACT - STRATEGIE

Social and
demographic

Social and
political

Economic

Technological

International

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

Environmental

4.3 SWOT Analysis


Fortalezas debilidades

STRENGTHS WEAKNESSES
 Falta de creacion de los
 Tenemos un producto innovador productos
con un precio accequible y unico  Falta de financiacion
para mujeres y niñas.  Creacion de nuevos puntos de
 Nuestra logistica y servicio tiene venta a nivel nacional
un alto nivel creativo.
 Nuestro personal es la clave para
el buen funcionamiento de
nuestra empresa

OPPORTUNITIES THREATS
 Tendencia favorable en el  Entrada de nuevos competidores
Mercado en el Mercado
 Rapida evolucion tecnologica y la  Nueva legislacion que afecta el
utilizacion de nuevos canals de sector
ventas.  Aumento y disminucion de la
 Evolucion de las estrategias economia
para la venta de los productos.

Strategy to improve the company :

4.4 Industrial Sector - Internal Analysis

CARACTERISTIC DESCRIPTION

Competitors

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

Type of product

Exist any price


control

Possible extra price

Entry barriers

4.5 Competitors analysis

DIRECT WEAKNESSES STRENGTHS SALES


STRATEGY

INDIRECT STRENGTHS STRENGTHS STRENGTHS

4.6 Customer and Consumer Analysis

MARKET BUYING CONVENTIONAL ALTERNATIVE


SEGMENT DECISION PUBLICITY PUBLICITY

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

4. CORPORATE STRATEGY STAGE

5.1 DEVELOPING STRATEGIES

PRODUCT STRATEGIES
RESPONSIBLE FOR
STRATEGY ACTION TIME COST
IMPLEMENTATION

TOTAL PRODUCT STRATEGIES

PRICE STRATEGIES
RESPONSIBLE FOR
STRATEGY ACTION TIME COST
IMPLEMENTATION

TOTAL PRICE STRATEGIES

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

PLACE AND SALE STRATEGIES


RESPONSIBLE FOR
STRATEGY ACTION TIME COST
IMPLEMENTATION

TOTAL PLACE AND SALE STRATEGIES

SERVICE STRATEGIES
RESPONSIBLE FOR
STRATEGY ACTION TIME COST
IMPLEMENTATION

TOTAL SERVICE STRATEGIES

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

5.2 STRATEGIC PLAN BUDGET

Resources involved with PRODUCT variable


%

Resources involved with PRICE variable


%

Resources involved with PLACE AND SALE variables


%

Resources involved with SERVICE variable


%

Total - Strategic Plan Budget $

5.3 EQUILIBRIUM

EQUILIBRIUM POINT $ ________________________ =

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN INTEGRATED PROJECT

Average Monthly Consumer Sales:

Time to obtain Equilibrium point:

Total of earning for investor:

% of earning for investor:

% monthly earnings for investor:

5.4 STRATEGIC PLAN OBJETIVES

IN TERM OF SALES IN TERM OF SERVICE IN TERM OF MARKETING

STRATEGIC DECISION MAKING CORTE 3


STRATEGIC PLAN

5.5 STRATEGIC PLAN INDICATORS

INDICATOR UNIT FOR RESPONSIBLE


OBJETIVE CALCULUS GOAL FRECUENCY
NAME MEASURE FOR MEASURE

STRATEGIC DECISION MAKING CORTE 3-1-2015


STRATEGIC PLAN

5. ZONA FRANCA

STRATEGIC DECISION MAKING CORTE 3-1-2015


STRATEGIC PLAN

6. EXPORTACION

STRATEGIC DECISION MAKING CORTE 3-1-2015


STRATEGIC PLAN

7.1 Exportación del Producto

7.2 Pasos para exportación (Registro como productor Nacional)

7.3 Documentos para la exportación

7.4 Modalidad de Exportación

7.5 Vistos Buenos (Certificado Sanitarios, Certificado de Origen)

7.6 Líneas especiales de crédito Bancoldex

7.7 Cotización Transporte

7.8 Cotización Agencia de Aduanas

7.9 Régimen Cambiario y formas de Pago.

STRATEGIC DECISION MAKING CORTE 3-1-2015


STRATEGIC PLAN

8.CONCLUSIONS AND CONTRIBUTIONS

STRATEGIC DECISION MAKING CORTE 3-1-2015