Maestría en Administración - MBA · 2024
Plan estratégico para la comercialización de un café especial (Café de Altura)
This work focuses on determining the viability and formulation of the strategy to enter the specialty coffee marketing business, through the application of the Estramipyme Model, as a very good alternative to improve income from coffee sales for the La Selva farm located in the municipality of Villamaria, Caldas. Currently the farm bases its economic activity on the production of high-altitude coffee, and this is sold as green coffee, the farm always seeks differentiation in the cultivation process, in such a way that they can obtain a higher economic premium at the time to deliver their green coffee to large stores, but the transformation and marketing processes are not present in their value chain since someone else is in charge of carrying them out, thus achieving the greatest profitability. The idea is to make a strategic direction that allows for long-term projection, and produce, transform, and market coffee beans and ground in bag presentations, to market it through different channels and in the future export it. This strategic plan was developed using the Estramipyme methodology, a methodological design that, through a series of established stages, allows the strategic process of a small or medium-sized company to be carried out. In general terms, this methodology is composed of six stages in which data is collected using primary sources and secondary sources. In the same way, tools from the field of strategy are applied and the value proposition for the organization is concluded. Finally, a process of synthesis was made, interpretation and analysis of the results obtained in the development of the work was carried out with the objective of adjusting the business prototype that currently exists and proposing a definitive proposal.
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Contenido
- RESUMENp. 5
- ABSTRACTp. 7
- INTRODUCCIÓNp. 8
- PLANTEAMIENTO DEL PROBLEMAp. 11
- JUSTIFICACIÓNp. 18
- OBJETIVOSp. 20
- GENERALp. 20
- ESPECÍFICOSp. 20
- MARCO TEÓRICO O MARCO CONCEPTUALp. 21
- Definición de planificación estratégicap. 21
- Metodología Estramipymep. 21
- CANVASp. 23
- Entrevista no estructuradap. 23
- Entrevista estructuradap. 23
- La encuestap. 23
- Cafés especialesp. 24
- DISEÑO METODOLÓGICOp. 26
- DESARROLLO DEL TRABAJOp. 30
- Análisis externop. 30
- Análisis del macroentorno y megatendenciasp. 30
- Análisis del macroentornop. 30
- Análisis de las megatendencias clavep. 31
- Análisis de la industriap. 34
- Contexto de la situación Nacional:p. 34
- Industria de cafés especiales en Caldas:p. 34
- Cinco Fuerzas de Porterp. 37
- Análisis Interno:p. 40
- Herramienta el círculo dorado:p. 40
- Clasificación de recursos y capacidades:p. 40
- Reloj estratégico:p. 43
- Radar estratégico organizacional:p. 44
- Matriz DOFA:p. 47
- Identificación y desarrollo de la propuesta de valor:p. 49
- Lienzo de propuesta de valor:p. 49
- Lienzo de modelo de negociosp. 51
- RESULTADOSp. 54
- TABLASp. 54
- ILUSTRACIONESp. 54
- CONCLUSIONESp. 61
- REFERENCIASp. 63
- ANEXOSp. 68
- Tabla 1 Clasificación de recursos y capacidadesp. 41
- Tabla 2 Fincas y dueños encuestadosp. 69
- Ilustración 1 Producción Vs. Exportaciones – Acumulado 12 mesesp. 15
- Ilustración2 Cadena de Valor de la Federación Nacional de Cafeterosp. 35
- Ilustración 3 Cafés Especiales en Caldasp. 37
- Ilustración 4 Las 5 fuerzas de Porterp. 39
- Ilustración 5 Costos actuales de servicios de maquilap. 42
- Ilustración 6 Reloj estratégico Finca La Selvap. 44
- Ilustración 7 Radar estratégico Finca La Selvap. 46
- como productora de cafép. 59
- futurosp. 60
- Ilustración 10 Canvasp. 52