Saga Falabella Ingles

8/10/2019 Saga Falabella Ingles

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Course: English II

Teacher:ROCIO LAVANDER IPARRAGUIRRE

Members:

- Martinez Ramos Sire

- Requena Leon Josselyn

Cicle: VI

Cassroom: 202


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SAGAFALABELLA 1

Introduction

We were the first to dare to change and what we keep doing.

Saga Falabella Falabella is part of one of the largest and most established companies

in Latin America that conducts business through various business areas. The main

ones are the department store, department stores, home improvement and

construction, supermarkets, bank, travel and insurance.

The department store is, today, the largest in South America with over 65,000 partners

in Chile, Argentina, Colombia and Peru.


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SAGAFALABELLA 2

Tabla de contenidoIntroduction .................................................................................................................................. 1

History ........................................................................................................................................... 3

Franchises ...................................................................................................................................... 5

Mission .......................................................................................................................................... 6

View ............................................................................................................................................... 6

Values ............................................................................................................................................ 6

Objectives ...................................................................................................................................... 7

Porters 5 forces.......................................................................................................................... 11

..................................................................................................................................................... 13

Supply chain ................................................................................................................................ 14

FODA ........................................................................................................................................... 17Strategies ..................................................................................................................................... 18

Organigrama ................................................................................................................................ 19

Conclusion ................................................................................................................................... 22


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SAGAFALABELLA 3

History

origin

In 1953: Formed under the name SearsRoebuck del Peru SA

In 1955, Sears Roebuck opened the first largedepartment store in Peru. Credit sales andinnovative return policy set the tone in the localmarket.

In 1984: Change of name: Sociedad Andina delos Grandes Almacenes S.A.

In 1988, Sears becomes Saga Andina CompanyDepartment Store, launch it goes hand in handwith the establishment of promotions andcompetitive prices every day.

consolidation

In 1995, Saga merges with regionalretailer Falabella, an event that gives riseto Saga Falabella SA With this merger apayment system more convenient and

flexible with the introduction of the CMRcard, which now has over 5.5 million usersin Latin America is implemented. In turn,the chain signed major partnerships withbrands such as Benetton MNG Italy andSpain. Meanwhile, the area of servicescreated with the launch of Travel andInsurance Falabella.

Majority Acquisition of the Company bythe Group Falabella Chile.

In 1999, Designation of Saga FalabellaSA The main shareholder is SF FalabellaPeru SA, which in turn is property S.A.C.I.

Falabella Chile.


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SAGAFALABELLA 4

expansion

Since 2001, Saga Falabella became the

first chain of department stores in betting for

the inner cities. Expansion outside Limabegan in the north with openings in Trujillo,

Chiclayo and Piura. Locations would be

added later in Arequipa, Cajamarca and Ica.

Today, Saga Falabella still working to reach

more and more Peruvians, changing

according to your needs and making your

life easier.


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SAGAFALABELLA 5

Franchises

LIMA

Jockey Plaza

San Isidro

Miraflores

Megaplaza

Lima Centro

Atocongo

Bellavista

San Miguel

Provinces

Arequipa

Piura

Trujillo

Chiclayo

Cajamarca

Ica

Ucayali


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SAGAFALABELLA 6

Mission

"Meet and exceed the expectations of our customers through a shopping experiencethat optimally combine products, services, environment and convenience, thusensuring their consistent preference"

View

"To contribute to improving the quality of life of our customers in each of thecommunities in which we find ourselves."

Values

VALUES

integrity

commitment

Commitment

to service

Creation and

Innovation

great team

social

Responsibility


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SAGAFALABELLA 7

Objectives

Social goal

The social objective is to engage SagaFalabella retail sales of domestic andimported goods (clothing, appliances,equipment and sporting goods, equipmentand computer accessories, beauty, etc.).

Product Dimensions

Clothing, appliances, white goods, beautyitems, jugueria and housewares.

Of the total sales, textiles account for 55%,

35% appliances and home decorating 10%.Purchases are made at four to five times ayear, depending on nationality, fashion

Industry boundaries

The retail sector has experienced steadygrowth due to the economic advancement ofthe country in recent years, growth in thesector's performance is determined primarilyby increases in the number and performanceof square meters which implies the need for a

rapid growth.


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SAGAFALABELLA 8

Characteristics

-Balance Work / Life

- Salary / Benefits

- Labor Stability / Advancement

- Administration

- Work Culture


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SAGAFALABELLA 9

Strategic objectives

Long haul

time.


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SAGAFALABELLA1

0

Short term

2013.

i. In Megaplaza Chimbote (March)

ii. In the Mall Aventura Plaza Santa Anita-Lima (August).

lime

i. Independence (North Square)

ii. Jess Mara (Real Plaza Salaverry)

Provinces

I. Ica (in Quinde Shopping Plaza) Huanuco (Huanuco in Step Mall).


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SAGAFALABELLA1

1

Porters 5 forces

Porter's5 Forces

Threat ofEntry of NewCompetitors

Rivalryamong

Competitors

BargainingPower ofSuppliers

BargainingPower ofBuyers

Join Threatof

substitutes


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SAGAFALABELLA1

3

Market competitors

The main competitor in Peru Saga Falabella department store is Ripley.

COMPETING COMPANIES Ripley: Its plan to open 8 stores in the coming years.

Oeschle: Second main competitor

others:

OESCHLE 4%

RIPLEY 43%SAGA 53%


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SAGAFALABELLA1

4

Supply chain

Infrastructure Large installations with large technological spacesable to provide excellent service.

Technological General innovates and develops models of dynamic,Development flexible and intelligent edge technologies with management.

Resources Constant training programs and continuing educationHuman Executive and Professional Development in the retail chains.

Provision Acuerdos comerciales con grandes marcas.Variedad de proveedores, marcas y productos.

INBOUND

LOGISTICS

Introduce

products, the

supplier pays the

majority of costs

Operations

Providing

falabella

labeling is done

by the supplier

Output logistics

Clearance of

goods at the

store is made

by providers

Marketing and

sales

Sell and

advertise

products

created by

suppliers

Services

Guarantees

provided by

direct

suppliers


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SAGAFALABELLA1

5

Analysis PECSTEC

Analysis of political variables

The Peru is experiencing a period of

political stability.

The company is regulated by

international quality standards

nationally.

Falabella governing their trade

policies through the national

customs service, the main trade

policy instruments are tariffs

and quotas on the import side.

Analysis of the economic variables.

Falabella's investment in Peru spent over 492

million in investments in 2010, for new stores

in Peru.

Alliance between prices and local

presentation in well-lit, with smiling vendors

and uniform quality.

Internationally, globalization, media,

transportation and the free trade agreements

have been made with the trends and tastes

are nationally and internationally.


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SAGAFALABELLA1

6

Analysis of social variables.

Active participation of our company in

the development of applications

designed to make life easier for people

with disabilities or special needs groups

in strengthening the resources of

emergency services for assistance.

Your continued participation in social

projects in local institutions and support

actions consisting culturales.Falabella

brands and models prefer a consumeror customer.

Saga Falabella has developed a

program to support the development of

SME business in the country.

Program called "Doing School."

Analysis of technological variables

Computer Platforms - intertwined with

banks, finance and even with other

shops.

The influence of the internet in the

market has been emerging as one of the

great strengths of the companies that

have the resources and tools available to

make the purchase, sale and payment

through different modes and cards.

The image of the Falabella brand has a

strong presence where it is each of its

stores and q is a multinational. Q The

technology uses advanced technology

Falabella is because it facilitates the

purchase of a product or service any of

the system such as: via online, by phone,

credit card WRC.


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SAGAFALABELLA1

7

FODA

SWOTSTRENGTHS

1. Geographical Expansion(Lima and provinces).2. Growth in sales in recentyears.3.Great market penetrationof the CMR card

4.Forma of the FalabellaGroup5. own unique brands.6.Stock Company7. New products / servicesunrelated.

DEBILIDADES

1. Empresa igualmente

posicionada que su

competencia directa (Ripley).

2. No tiene una ventaja

competitiva diferencial

marcada respecto a la

competencia.

3. ventajas sujetas a

estacionalidad.

OPPORTUNITIES

1. Growth in the consumersector.2. Growth in consumer creditand commercial.

3. Economic growth withinthe country.4. Rise of malls with smallshops that generate moretraffic.

STRATEGIES SO

1.1. Open new stores orexpand stocks.3.1. Enter new marketswithin the country.

5.4. Strengthen sales sellersown specialized andexclusive brands.6.1.Incidir advertising

STRATEGIES DO

1.1. Strategies for market

penetration to increase market

share.

THREATS

1. Entry of new competitors.2. Scope the government toincrease taxes on imports.3. Close correlation betweensales and purchasing powerof consumers.

ESTRATEGIAS FA

1.1. Estrategia de desarrollo de

mercado (adquirir nuevos

locales en ubicaciones

estratgicas).

3.3.Incentivar las ventasfinanciadas con la tarjeta CMR

5.2.Optimizar mercadotecnia

de marca propias

7.1. Diversificacin horizontal

ESTRATEGIAS DA3.3. Desarrollo de los

productos/servicios.


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SAGAFALABELLA1

8

Strategies

Development and Market Penetration: The growth strategy is based on the expansion

of its operations through the opening of new stores and / or expansion of existing ones,such as socioeconomic status.

Product Development: Offering a wide range of quality products and improving the

level of service (eg specialized Sellers own and exclusive brands, exclusive boutique

brand like United Colors of Benetton)

Horizontal Diversification: Added new services but not related to clients such as:

Extended Warranty, assembly of furniture, Giftcard, etc.


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SAGAFALABELLA1

9

Organigrama

Executiva ViceSa a Falabella

GeneralManagement

Saga Falabella

Commercial

Logistics

Businnes

Human Resources

Finance

Real Estate

Controller

Contabilidad


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SAGAFALABELLA2

0

Systems

Real Estate

proyects


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SAGAFALABELLA2

1

accounting

provide information about the financial situation of the company that serves the decision-makingand ensures that all transactions are accounted

Comptroller

help control and improve the operation of the organization to ensure compliance withestablished rules and procedures.

finance

allocates resources to meet payment obligations, the interest expense planning, control andemission manejode, stock transfers, pay accounts - accounts receivable and cobtrol ofmanagement.

REAL ESTATE projects

develops and implements projects in construction, expansion and renovation of the SagaFalabella stores, hypermarkets and sodimac tottus.

inmobilaria

Inmobilario development Falabella Group

systems

ensures the availability of technological resources for the proper conduct of business

activities, providing support and care to the users to solve and avoid possible problems.

commercial

center operations: management of department stores.

atencon customer service, sales channels n traditional and visual merchandising.

logistics

Planning, control and supply of goods.

business marketing: launch advertising campaigns and promotional events and negotiation of

media space.

Ticket explores the fashion trends worldwide, making the purchase link.

human Resources

Employment: Recruitment and selection of staff.

development and learning: development of human talent.

personnel administration, payroll and social welfare.


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SAGAFALABELLA2

2

Conclusion

The job tenure of 1 year more than most employees shows that this institution offers

job stability; allowing employees feel about their job security, which satisfies their needto "feel safe" and moves them to perform better.

The treatment provided by supervisors - immediate bosses - based on justice and

respect contributes, first, that the work environment is conducive. Moreover, the

existence of fairness (justice) is the key factor in motivating workers, because they are

satisfied with what they receive according to their effort. Staff felt that their superiors

are truthful, who rely on their superior performance and accept their suggestions, which

allows the employee feels that belongs to the company, which is part of it.

Sales people find compatibility between the work environment and their personality

and feel identified with the values and ways of working of the company. This means

that workers are conducive work environment where they work, and this fundamental

result, because the favorable conditions of work environment motivate better

performance.

The company does train employees in the role they play, it is essential that the

training meets the growing need for employees to be trained to better assume their

responsibilities, which will definitely result in better performance which of course is in

favor of the company.

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Saga Falabella Ingles

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