Strategic Thinking and Foresight Final Delivery

Yineth Robledo Quejada Code 1912010710

Viviana Cecilia Marrugo Espitaleta Code 192010713
Sebastián Diez Peña Code 1912010688
Lewis David sierra cortes Code 1912010686
Fabián Esteban González Urrea Code 1912010683

June 2019.

Politécnico Gran Colombiano

Administration
Strategic thinking and foresightAbstract
The following work is focused on analyzing from the strategic and prospective thinking the

installed capacities that the company MIC MEDICAL CARE S.A.S. has, in order to generate

from the analysis an accompaniment in the improvement of its processes; that is why it is

decided to create a group to develop all the respective analysis and it is created with the

following specifications:

● We all belong to the same specialization in business intelligence project management.

● The group is made up of people from different cities: 1 from Bogotá, 1 from Puerto

Boyacá, 1 from Chocó and 2 from Medellín. This will allow us to understand the

different work, personal and social environments.

● The group is made up of different professions: 1 electronic engineer, 2 financial

administrators, 1 tourism business administrator and 1 dietician nutritionist, which will

allow us to have different points of view - broadening our knowledge and thoughts at the

time of developing the activities and projects.

● In the first virtual induction of the University we met all the applicants to the different

specializations, in which we made a relationship specifically with the students of the

Specialization in project management in business intelligence; From there we formed a

whatsapp group with all the members and the groups were formed according to the initial

distribution assigned; it should be noted that the distribution took into account the

common denominator of the groups to which they belong.

Table of Contents
Chapter 2 1
2. Document with the company's information such as mission, vision, economic activity: 2
2.1 Mission 2
2.2 Vision 2
2.3 Economic Activity 2
2.4 Products and services marketed 2
2.4.1 Medications: 2
2.4.2 2
Special control drugs 2
2.4.2 Nutrition. 2
2.4.3 Devices 2
2.4.4 Raw materials 2
2.4.5 Medical equipment 2
2.5 Organizational Structure: 3
2.5.1 Management Department: 3
2.5.2 Commercial Department: Responsible for leading sales management, market research,
search for new suppliers, search for new customers, design of commercial strategies,
purchasing, cost review, feasibility studies. 3
2.5.3 Finance Department: 3
2.5.4 Human Resources Department: 3
2.5.5 Operations Department: 4
2.5.6 Number of Employees 4
2.5.6.1 Employees at the Bogotá headquarters: 5
1 ceo. General Manager 5
2.5.6.2 Cali headquarters employees: 5
2.5.6.3 Employees Medellín headquarters: 5
2.5.6.4 Employees at Barranquilla headquarters: 5
2.6 Level of assets 5
2.7 Main customers 6
2.8 Main competitors 6
2.9 Market share 6
 2.10 The general matrix with the 30 variables, according to the information you analyze
according to the group consensus: 7
3.1. Prospective analysis performed: 19
3.1.1 The matrix with the 10 key trends. 19
3.1.2 The cross-impact matrix.

19
3.1.3 MIC MAC chart. 20
3.1.4 The hypothesis matrix. 21
3.1.5 Scenario matrix. 21
3.1.6 Description of the target scenario. 22
 3.2 Strategic analysis: 22
3.2.1 Redefinition of the company's mission and vision. 22
3.2.2 Strategies to be developed according to the target scenario: 23
3.2.3 Analysis of needs and resources to develop strategies (technological, human and
financial). 25
Bibliographic references 27
● Morales L. (2009, November 05). Discipline and personal leadership. Gestiopolis.
Retrieved https://www.gestiopolis.com/disciplina-liderazgo-personal/ 27
● Aca, N (2017, July 25) Positive habits also rub off. Time Management Quality of life.
Merca2.0 Magazine. Retrieved https://www.merca20.com/gestion-del-tiempo-calidad-de-vida/27
● Paola Graziano. (2019). Learn to say No. How to set limits. Strategic Psychology. Retrieved
https://psicologia-estrategica.com/aprender-decir-no-poner-limites/ 27
 Annex 1 28

28
 LIST OF TABLES
TOC \h \z \c "Tabla" HYPERLINK "" \l "_Toc256000055"Table 1 of Assets PAGEREF
_Toc256000055 \h 6
Table 2Market Share Survey Table 7
Table 3. SWOT Matrix 10
Table 4. Table of VariablesChapter 3 18
Table 5 Key trends matrix 19
Table 6 Cross-impact matrix 19
Table 7 Hypothesis matrix 21
Table 8 Scenario matrix 21
Table 9 Description of the target scenario 22
 LIST OF CHARTS

Graph 1 Organizational structure 4

Chart 2 MIC MAC chart 20
 1

Chapter 1
Company selection

MIC MEDICAL CARE SAS Nit 900585567-9

MIC Medical Care, a proudly Colombian company founded on January 23, 2013 with the social

commitment to provide support in the supply of hospital supplies, medicines, nutrition and

medical equipment for the entire health sector and industry. Always with the firm mission to

deliver quality service in order to receive satisfaction as feedback. MIC Medical Care is a

company that walks hand in hand with ethics, taking into account that the final product is aimed

at people who require the best service.

Mic Medical Care, is articulated with the following institutional values: Respect, Diligence,

Responsibility, Trust and Courage.

Since the company is owned by one of the partners, David Sierra, no letter of introduction was

required.
 2

Chapter 2

General information about the company

2. Document with the company's information such as mission, vision, economic activity:

2.1 Mission

To provide a wide portfolio of products and supplies that are affordable and friendly to anyone
who requires them, in order to help improve the quality of life of our customers.

2.2 Vision

By the year 2022, we aim to be one of the leading medical supplies marketers in Latin America,

always focusing on quality, competitiveness and customer satisfaction.

2.3 Economic Activity

Wholesale trade of pharmaceutical and medicinal products, botanical products, perfumery

articles, cosmetics and toilet and detergent soaps, as well as tense-active organic preparations.

● Wholesale trade of orthotic and prosthetic articles.

● Wholesale trade of veterinary drugs and articles for veterinary use.

2.4 Products and services marketed

2.4.1 Medications:

2.4.2

Commercial drugs
Generic drugs
High-cost drugs: oncology, retrovirals and blood derivatives
Special control drugs

2.4.2 Nutrition.

● Enteral and parenteral

2.4.3 Devices
 3

2.4.4 Raw materials

2.4.5 Medical equipment

2.5 Organizational Structure:

Mic Medical Care, despite being a relatively small company, has different areas very well

distributed which work together to support the different tasks that the company's profile requires.

To achieve this synergy, five pillar areas have been established, led by management, a

commercial department, a finance department, a human resources area and an operations area.

These departments have the following functions:

2.5.1 Management Department:

Department led by the legal representative of the company who is in charge of: Monitor and

make accompaniment to the processes of the other departments, as well as provide all the

support to the leaders of each area. Accompanying the sales department in all sales efforts, new

markets, intelligence to new business opportunities, alliances with new suppliers and end

customers.

2.5.2 Commercial Department: Responsible for leading sales management, market research,

search for new suppliers, search for new customers, design of commercial strategies, purchasing,

cost review, feasibility studies.

2.5.3 Finance Department:

Responsible for leading the management of the company's assets, including accounting, treasury

department, invoicing, taxes and expenses, portfolio monitoring, controls and financial balances.

2.5.4 Human Resources Department:

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Department in charge of personnel recruitment, as well as the department in charge of contract

formalization, employee welfare follow-up, information filing, endowments, payroll payments,

bonuses, overtime, etc.

2.5.5 Operations Department:

It is one of the departments most monitored and supported by the other departments because

according to the company's internal policies, it is the one who delivers the final product and who,

together with the commercial department, represents the physical image of the company,

reflected in excellent delivery times, quality of the product delivered, speed of response and

customer service, and customer satisfaction.The commercial department represents the physical

image of the company in terms of excellent delivery times, quality of the product delivered,

speed of response and customer service, and customer satisfaction monitoring.

Graph 1 Organizational structure

2.5.6 Number of Employees

2.5.6.1 Employees at the Bogotá headquarters:

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1 ceo. General Manager

1 Accountant
1 Person in charge of human resources
1 Buyer
1 Commercial
1 Operations leader
1 Person in charge of transportation
1 Person in charge of storage

2.5.6.2 Cali headquarters employees:

1 Commercial / medical visit

2 Persons in charge of distribution
2.5.6.3 Employees Medellín headquarters:

1 Commercial / medical visit

1 Person in charge of distribution
2.5.6.4 Employees at Barranquilla headquarters:

1 Commercial / medical visit

1 Person in charge of distribution
2.6 Level of assets

Mic Medical Care S.A.S. is currently recognized by the Dian as a commercial establishment,

cataloging its level of assets as in "transition" from micro to SME assets because it is recognized

as an SME because Mic Medical Care has more than 10 employees and a micro because it does

not exceed 500 minimum monthly salaries in force. The company's assets can be summarized as

follows:

MIC MEDICAL CARE ASSETS

Premises: $250.000.000
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Vehicles: $90.000.000

Computers and equipment $26.000.000

Utilities $369.000.020

TOTAL AS OF MARCH 2019: $ 735.000.000

Table 1 of Assets

2.7 Main customers

Some of Mic Medical's most important customers are:

● United Nations (UN)

● Ecopetrol

● Audifarma

● Subred de Hospitales del Occidente de Bogota (Subnetwork of Hospitals of Western

Bogota)

● Proing camelus

2.8 Main competitors

● Drugs Boyacá

● JC Distributions

● Allers

● Monaco Drugs

● Laboratories that sell directly to the institutional sector (clinics, EPS, State Entities).

2.9 Market share

 7

Taking into account that Mic Medical Care is a distributor focused on the wholesale

commercialization of more than 18.With more than 18,000 varieties of products in all its lines, it

becomes a little complex to detail quantities sold of a product and profits generated by it over

time, even more so if we could detail our market share with some of our leading products in the

market and with which we have been entering and growing our sales force, and with which our

sales force has been growing, and at the same time our sales force has been increasing.At the

present time Mic medical Care has a percentage participation in the market of the star products,

as follows:

Table SEQ Tabla \* ARABIC 2Market Share Survey Table

2.10 The general matrix with the 30 variables, according to the information you analyze

according to the group consensus:

SWOT:

STRENGTHS WEAKNESSES
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● Nationwide coverage. ● Loans to customers that prevent the portfolio

● Portfolio with more than 1800 product lines. from flowing.

● Personalized customer service. ● Pricing of some products above other

● Delivery response times below the distributors.

competition. ● There is no permit for the sale of controlled

● Financial solvency for the development of use products.

the activities. ● There is no direct representation of some

● Commercial campaign plans through laboratories and this prevents selling

escomerse. regulated products at a good margin.

● Good handling practices product storage. ● Commercial force does not cover several

● Only distributor that directly reaches remote departments through visits.

locations. ● Procedures for the human resources

● Short response times to quotations for department area.

customers.

●Electronic invoicing not yet implemented.

● Qualified and available personnel. ● Occupational health and safety management

system still under development.

● Rational use of resources and pollution

prevention. ● Compliance with the connection service due

● Training plan - strengthening of to the lack of technical electrical personnel.

competencies. ● Quality management system ISO 9001: 2015

 9

● Company registered with Cecop II. standard.

● Induction and re-induction. ● Warehousing and custody service obtained

with third parties.

● Lack of a physical file.

● 50% of the transportation fleet is leased.

OPPORTUNITIES THREATS

● Certifications for the company. ● Non-compliance in payments by suppliers.

● Capacity for strategic alliances with other

suppliers. ● Stock-outs of products by laboratories.

● Cutting negotiations with laboratories.

● Through a more extensive market study, it ● Better prices offered to customers from

could be sold in new regions. competitors.

● Opening of the veterinary product line to ● Competitive alliances with our customers.

enter the eastern plains zone. ● Cancellation of contracts with our customers.

● Sales of safety and aseptic equipment in the ● Credit cut-off by lenders.

industrial sector. ● Breach of confidentiality of information by

employees.

● Expansion of the portfolio. Loss of digital information

 10

● Enter into bidding with the state. ● Technological type emergency such as fire

● Creation of the medical services department. and explosion collapse of structures.

● Medical visits to foundations.

● Application for distributors' credit portfolio. ● Thefts within the company.

● Improved market research. ● Plagiarism of information.

● Improve the company's technology platforms

and accounting management systems. ● Poor management in the enlistment of high

cost products and wrong ref delivery.

● New requirements from our largest customer ● Theft of distribution transformers or

UN. damage due to electric shock.

Table 2. SWOT Matrix

Analysis of Table 3

After working on the SWOT Matrix, it has been determined that the Threats that currently have

the greatest impact on Mic Mcare S.AS. are:

• The lack of support from several laboratories which keep very closed the sales of their

products directly to our distributors prevents distributors such as Mic Medical Care S.A.S. to be

forced to buy from other distributors which despite handling good prices do not facilitate Mic

medical to enter with better prices to some entities in the health sector and in case of being

competitive in prices, the profit margins are very low, this has prevented to enter some markets.

Obviously this does not apply to all lines or all products, but according to the sales department,

approximately 30% of the portfolio has this problem.

 11

• Non-compliance of payments by clients does not allow the company to grow as

projected, generally the public sector seeks credit for 60 to 90 days and this bleeds small

companies.In this type of case, Mic medical has been obliged to leverage with third parties to

obtain credits that allow the portfolio flow, which generates huge losses in interest payments,

while the company's capital is tied up in the clients.

• The company currently manages a very basic accounting management system and it is

necessary to update it.

Variable name Factor Description SWOT Magnitud

e of

impact

Staff internal Personnel who possess the skills and Fortress 3

qualified knowledge to carry out their work and

fully comply with the company's

policies.

Financial Economic Working capital that supports sales and Fortress 3

solvency for the fulfills customer orders, in addition to

development of responsibilities to suppliers.

activities

Short response Internal Effectiveness and quality with Fortress 3

times to customers, in addition to expanding

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quotations for market opportunities and responding to

customers emergencies.

Loans to Economic Low cash turnover, as it focuses on a Threat 3

customers small core of customers.

impeding

portfolio flow

No permit for Politician Restriction in the commercialization of Threat 2

the sale of some products with certain customers.

controlled-use

products

Rational use of Ecological We use renewable and environmentally Strengths 3

resources and friendly technologies.

pollution

prevention

Company Politician Public bidding platform where we must Opportunity 3

registered with be registered in order to negotiate with

Cecop II some clients.

Quality Legal As a medium-sized company, it has not Weakness 2

management been required to fully implement the

 13

system ISO 9001 ISO 9001 system, which is currently in

standard the process of implementation for

certification.

Sales of safety Economic Market expansion in the first aid Fortress 3

and aseptic supplies sector and competitive

equipment in the advantage over others.

industrial sector

Better prices Sectorial Direct relationship in the purchase and Threat 2

offered to sale of products.

customers from

competitors

Training plan - Internal Employee training allows for adequate Fortress 3

strengthening of performance and empowerment of

competencies employees

Medical visits to Social It allows to expand commercial growth Weakness 1

foundations opportunities and business opportunities.

Application for Economic Increased leverage and market Weakness 2

 14

credit portfolio expansion.

of distributors

and laboratories.

Certification in Legal As a medium-sized company, full Weakness 2

the - implementation of the SSGT has not

Occupational been required at the moment in the

health and safety process of implementation for

management certification.

system still

under

development.

Procedures for Internal Due diligence procedures are not Weakness 1

the human documented

resources

department area.

Portfolio Sectorial It allows opening markets and new Fortress 3

expansion. business by adjusting to customer needs.

Violation of Legal Vulnerability of the company's private Threat 2

confidentiality information to other competitors and

 15

of information intermediaries.

by employees

Warehousing Economic At present, a third party is used to Weakness 2

and custody manage the warehousing.

service obtained

with third parties

Portfolio with Sectorial Broad product portfolio. Fortress 3

more than 1800

product lines

Lack of a Internal Archiving: It is mandatory to have a Weakness 1

physical archive physical backup file for certification.

Loss of digital Technologi Information at high risk of being lost Weakness 2

information cal

Creation of the Internal Expansion of the company's portfolio Weakness 1

medical services and strengthening of the services

department provided, creating greater market

coverage.

Opening of the Sectorial It allows us to enter new markets, thus Weakness 1

 16

veterinary achieving new business and being able

product line to to adjust to the needs of our customers.

enter the eastern

plains zone

Electronic Technologi As it is a DIAN recommendation, Weaknesses 1

invoicing not yet cal migration has not yet become critical.

implemented

Stock-outs of Sectorial Lack of product inventory by the Weakness 3

products by laboratories, which leads the company to

laboratories shortages and failure to meet customer

needs.

Personalized Internal Prioritization of customers giving due Fortress 2

customer service importance to their needs

Sales force does Sectorial Low sales coverage in other regions. Weakness 2

not cover several

departments

through visits

Distributor that Sectorial Increased service coverage Fortress 2

directly reaches
 17

remote locations

Capacity for Economic Financial and strategic leverage. Opportuniti 3

strategic es

alliances with

other suppliers

Poor Internal Causes reprocessing, wasted time and Weakness 2

management of additional costs

high-cost

products and

delivery of

wrong

references

Improved Sectorial Research into new markets leads to the Weakness 2

market research creation and implementation of new and

better strategies.

New Economic Enables company growth with direct Weakness 2

requirements purchases

from our largest

customer UNO
 18

50% of the Economic It would be possible to have our own Weakness 1

transport fleet is transportation and thus control costs.

leased

Competitive Sectorial Creation of better competitive strategies Threats 3

alliances with in the face of new business

our customers opportunities.

Table 3. Table of Variables

 19

Chapter 3
3.1. Prospective analysis performed:

3.1.1 The matrix with the 10 key trends.

Table 4 Key trends matrix

3.1.2 The cross-impact matrix.

Table 5 Cross-impact matrix

 20

3.1.3 MIC MAC chart.

Chart 2 MIC MAC chart

Variables in the Power Zone

● shortage of products by the laboratories

Variables in the Conflict Zone

● Financial solvency for the development of activities

● portfolio expansion

● ability to form strategic alliances with other suppliers

 21

3.1.4 The hypothesis matrix.

Table 6 Hypothesis matrix

3.1.5 Scenario matrix.

Table 7 Scenario matrix

 22

3.1.6 Description of the target scenario.

Table 8 Description of the target scenario

 3.2 Strategic analysis:

3.2.1 Redefinition of the company's mission and vision.

● Mission:

Mic Medical Care, has always thought about growing in an integral way and strengthening the

welfare of its customers, that is why its product portfolio will be expanded to reach more than

80% of the national territory with new market lines focused on the health sector; in turn, new

strategic alliances will also be made with key suppliers and laboratories that will give us a

greater exclusivity and better prices in the supply of their products, and with them to meet

different opportunities of which the company has complete assurance that it will provide a

service with the best quality, all hand in hand with a good management.n greater exclusivity and

better prices in the supply of their products, and with them to be able to meet different

opportunities of which the company has the complete assurance that it will provide a service

with the best quality, all hand in hand with an effective management that contributes to the
 23

growth of capital which will benefit thanks to the new mechanisms of management of the

company's assets.

● Vision:

By the year 2029, Mic Medical Care will be the company with the largest coverage throughout

the country, offering various lines of business in services and products in the health sector,

giving priority to quality, in order to meet the needs of the market in search of greater

recognition from suppliers and customers.

3.2.2 Strategies to be developed according to the target scenario:

Financial solvency for the development of activities

● Optimization of the portfolio collection system, applying technological platforms with

artificial intelligence that enable agile and efficient connectivity with customers, thus

reducing operating costs and speeding up collection.

● New openings of corporate loans leveraged by banking entities, seeking to increase the

debt capacity in order to execute them in favor of the increase in sales.

● Reduction of tax payments through donations to foundations will generate positive

numbers in the annual balance sheets, leaving considerable positive balances.

● Expansion of credit lines with the laboratories, which will allow us to have a stable

financial solvency, since the investment would be minimal and funds can be allocated to
 24

other areas of the company for its development and growth.

Portfolio expansion

● The search for new products that are attractive to the client and the different entities will

be carried out, also meeting the requirements of the Ministry of Health.

● A new market line related to the provision of home health care services will be created.

● Sales lines of dental supplies, surgical instruments, aseptic products and x-rays will be

added to the product portfolio.

● The portfolio will be expanded with a veterinary line, deworming, grooming and

nutrition.

Capacity for strategic alliances with other suppliers

● A detailed study of the most important suppliers will be carried out and lines not

available in their portfolios will be offered, in this way, through agreements and

negotiations, benefits are expected in wholesale purchases and socialization of clients of

both parties; also, the following will be obtained: greater robustness in the portfolio,

greater coverage of the commercial team, leverage and better support at the time of

participating in calls for bids with the state.

Stock-outs of products by laboratories.

● The company's internal stock will be expanded to supply our customers when backorder

events occur, so that we will always have an immediate supply support without

depending precisely on the laboratory.

 25

● Communication will be intensified with the laboratories with the most frequent stock-

outs in order to create contingency plans in time.

● With the support of other suppliers, we will seek to identify existing stocks of products

that may be in urgent need.

3.2.3 Analysis of needs and resources to develop strategies (technological, human and

financial).

For the Mic Medical Care strategy, it will need to raise resources through investment or loans to

increase financial solvency in order to:

● Hire personnel with the ability to diagnose and develop projects that can be executed in a

trial period and, if successful, have the resources to develop them as a line of business.

● To hire sales personnel at various strategic points, which will allow us to expand market

coverage throughout the country.

● Hire purchasing personnel with knowledge in generating business mapping and with

negotiation skills to find new suppliers, in order to establish prosperous and effective

alliances for the company.

● Generate a marketing and advertising line to expand the company's image throughout the

country, in search of greater recognition from both customers and suppliers.

● Develop or purchase an artificial intelligence platform that allows the company to

manage its portfolio, generating a faster, deeper and more effective customer connection.

● Increase infrastructure at the national level, to increase storage capacity and speed of

product delivery.
26
 27

Bibliographic references

● Morales L. (2009, November 05). Discipline and personal leadership. Gestiopolis.

Retrieved HYPERLINK "https://www.gestiopolis.com/disciplina-liderazgo-

personal/"https://www.gestiopolis.com/disciplina-liderazgo-personal/

● Aca, N (2017, July 25) Positive habits also rub off. Time Management Quality of life.

Merca2.0 Magazine. Retrieved https://www.merca20.com/gestion-del-tiempo-calidad-de-

vida/

● Paola Graziano. (2019). Learn to say No. How to set limits. Strategic Psychology.

Retrieved HYPERLINK "https://psicologia-estrategica.com/aprender-decir-no-poner-

limites/"https://psicologia-estrategica.com/aprender-decir-no-poner-limites/

● Software ProspectivaPoli-1 (1).xlsm HYPERLINK "http://es.laprospective.fr/Metodos-

de-prospectiva/Los-programas.html"http://es.laprospective.fr/Metodos-de-prospectiva/
Los-programas.html
 28

ANNEXES

 Annex 1