SUBJECT NAME: INTEGRATED TITLE WORKSHOP

WEEK IX - FINAL EVALUATION

Tulio Enrique Carvajal Montealegre

December 11, 2023
Degree: Business Administration Engineering
DEVELOPMENT
Juguetinas Commercialization Case.
Three friends decide to start a partnership to create a toy marketing company.
wood, for which they want to formalize the company as such, developing all areas
necessary for its proper functioning.
These people will develop the business idea in the Coquimbo Region, where upon doing a
The first analysis of the environment has detected 2 companies with similar characteristics to theirs.
they want to develop, they currently have a significant market share, but being a
entrepreneurship, it is still possible to allow the entry of a new competitor. The market in which
the company will operate in a limited, niche market with a 5% annual growth, and focused only on
children's toys.
As a startup, the partners are considering applying for support funds for the project.
to obtain a share of the capital, and at the same time they have their own savings, which could be a
favorable factor for the project's development. In turn, they have networks of contacts to
being able to participate in different fairs around the region and showcase their products.

As a company that is just starting, they do not need much labor yet.
well accounted for, but they have information that for the required processes 0.3 is needed
hours per unit, where 5 areas interact, with hourly wages of $10,000, $10,000, $12,000,
$15,000, $15,000 and $20,000; and they require a total of 30,000 annual units.
Currently, different shifts must be covered, you work 3 days and get 2 days off.
After the shift, there are also 16 holidays in Chile for the year 2022, and the company adds 3 days.
extra for anniversary and holiday concepts. It is required to cover 3 work shifts.
Within the information available to the company, for the accounting and financial area, there
Foresees selling the total production of 30,000 units annually, at an average price of
$12,000 pesos per unit. It is projected that revenues will grow over the next 5 years.
at a 5% annual rate each year. The fixed costs of the company correspond to 10% of the income, and
variable costs at 20% of income. Working capital for 3 months is required; and the new
Partners demand a minimum return of 8% for this venture.
Considering the case presented, prepare a report with the following activities:
1. Based on the SWOT analysis, complete the following activities;
a) Identifica al menos 2 acciones para cada una de las variables del FODA.

Experience and Market growth

knowledge Participation
Own savings Innovation
Contact networks

Fortresses Opportunities

Weaknesses Threats

There is a labor shortage

Dependence Conditions
Competition economics
Price sensitivity

FODA Analysis for Juguetinas Marketer

Strengths:
1. Team Experience and Knowledge:
The three friends contribute their skills and knowledge to the project, which can
to be an advantage for addressing different aspects of the business.
2. Own Savings and Access to Support Funds:
The availability of personal savings and the intention to apply for support funds.
they provide a solid financial foundation for starting the business.
3. Networking and Participation in Fairs:
Previous connections and participation in fairs provide opportunities
for the effective promotion and marketing of wooden toys.
[Link] Niche Market:
Being focused on a specific niche with a 5% annual growth offers
opportunities to capture a part of the expanding market.
Opportunities:
1. Growth of the Niche Market:
The trend of 5% annual growth in the children's toy market
presents opportunities to expand market share.
 2. Participation in Local Events and Fairs:
Participation in local fairs can increase visibility and generate interest in
the company's products.
3. Innovation in Wooden Toys:
The possibility of introducing innovative and sustainable designs can differentiate.
Toy stores in the market.
Weaknesses:
1. Quantified Labor Shortage:
The lack of a precise estimate of the necessary labor can lead to
problems of efficiency and labor management.
[Link] of Three Partners:
The dependency on three partners can present challenges if any of them faces
problems or decides to leave the company.
3. Established Competence:
The presence of two established competitors in the market can make it difficult to.
penetration and customer acquisition.
Threats:
1. Entry of New Competitors:
Despite the presence of established competitors, the entrepreneurial nature
The market could attract new competitors.
2. Economic Conditions and Cost Variables:
Economic fluctuations and increases in variable costs can affect
profit margins.
3. Price Sensitivity of the Product:
Price setting can be a challenge due to market sensitivity to
price of wooden toys.
Conclusions: Juguetinas Marketing Company has a solid foundation with its financial resources.
networking and participation in fairs. However, it is crucial to address weaknesses, such as
the lack of accurate labor estimates, and facing the threats, especially the
established competition. The ability to innovate and differentiate, along with management
cost-conscious and the building of strong relationships with clients will be key to success
long term.
b) Build an analysis of the Macroenvironment and Microenvironment, creating a strategy
as appropriate.
Analysis of the Macroenvironment and Microenvironment for Toy Retailer Juguetinas:
Macroenvironment:
[Link]:
oOpportunity: The local economy shows stability. The growth of 5% in the
the toy market indicates a favorable environment.
oThreat: Possible economic fluctuations may affect the capacity of
consumers to buy non-essential products.
[Link] and Regulatory:
 oOpportunity: Complying with local regulations will strengthen the reputation and
legality of the business.
oThreat: Changes in regulations may impact production and distribution
wooden toys.
3. Sociocultural:
oOpportunity: Greater awareness of sustainability and preference for products
handcrafted.
o Threat: Cultural sensitivity in the acceptance of materials and designs
toys.
[Link]:
oOpportunity: Use of technologies to improve manufacturing processes and
marketing.
oThreat: Rapid technological changes that may require investments
you continue.
Microenvironment:
Competition:
oOpportunity: To offer unique and sustainable designs to stand out from
competitors.
o Strategy: Conduct competitor analysis and adjust marketing strategies
design accordingly.
Clients
oOpportunity: Create brand awareness and foster loyalty through products
of quality.
oStrategy: Implement loyalty programs and obtain feedback
constant to improve products.
3. Suppliers:
oOpportunity: Establish strong relationships with local material suppliers
sustainable.
oStrategy: Negotiate long-term agreements and ensure sustainability of the
supplies.
4. Intermediaries (Distributors and Retailers):
oOpportunity: Collaborate with local and online stores to expand distribution.
oStrategy: Offer incentives and marketing support to intermediaries to
promote the products.
5. Labor:
o Opportunity: Optimize processes and improve efficiency with the workforce
actual
oStrategy: Continuous training and process evaluation to ensure a
efficient production.
General Strategy:
1. Differentiation:
o Objective: Differentiate itself through unique designs and sustainable materials.
oActions: Invest in research and development for new designs, promote the
sustainability in production.
 2. Market Expansion:
oObjective: To take advantage of opportunities at fairs and events to increase the
visibility.
oActions: Actively participate in local fairs, collaborate with retail stores.
and online.
3. Operational Efficiency:
oObjective: Optimize production to reduce costs and improve margins.
benefit.
oActions: Establish efficient processes, train personnel, and use
technologies to improve productivity.
4. Focus on Sustainability:
oObjective: Capitalize on the growing preference for sustainable products.
oActions: Ensure the procurement of sustainable materials, communicate the
sustainable efforts to customers.
5. Continuous Innovation:
o Stay at the forefront with innovative designs and technologies.
oActions: Foster an environment of innovation, invest in emerging technologies
and being attentive to market trends.
This analysis and strategy provide guidance for Comercializadora Juguetinas to address its
effectively managing the business environment, capitalizing on opportunities and mitigating threats to
as it progresses in its development.
2- Develop the elements of strategic planning, vision, mission, values, and objectives
for the business idea.
Strategic Planning for Toy Retailer Juguetinas:
Vision:
To be recognized as leaders in the manufacturing and marketing of wooden toys
sustainable, inspiring moments of joy and creativity in childhood, and contributing to the
conscious development of children.
Mission:
At Comercializadora Juguetinas, we are dedicated to creating and offering unique wooden toys.
sustainable, designed with love and care. We seek to promote creative and lasting play,
contributing to the integral development of children while promoting practices
ethical and sustainable commercials.
Values:
Sustainability:
Committed to the preservation of the environment, we use materials
sustainable and eco-friendly manufacturing practices.
Quality and Creativity:
We seek excellence in the quality of our products and promote the
creativity through unique and innovative designs.
3. Ethics and Transparency:
We operate with integrity, transparency, and honesty in all our
internal and external interactions.
4. Social Commitment:
We contribute to the well-being of the community and support social initiatives to
improve the lives of children and their families.
5. Continuous Innovation:
We foster an environment that promotes constant innovation in products and
processes.
Short-Term Goals (1-2 years)
1. Develop an Initial Product Line:
To design and launch an initial line of wooden toys that encompasses
various ages and preferences.
Participate in at least 3 Regional Fairs.
Establish presence and generate interest by actively participating in local fairs.
events of the region.
3. Obtaining Financing Through Support Funds:
Obtain support funds to boost initial production and marketing through
of requests for funding programs.
Medium-Term Objectives (3-5 years):
1. Expand the Product Line:
Expand the product offer by incorporating new lines of wooden toys
that align with market trends.
 [Link] Strategic Collaborations:
Collaborate with local and online retailers to expand distribution and
increase market presence.
3. Implement Efficient Manufacturing Practices:
Improve operational efficiency and reduce costs through the implementation of
efficient technologies and processes.
Long-Term Goals (5+ years):
1. Become a National Reference in Sustainable Toys:
Consolidate the position of Comercializadora Juguetinas as a national leader in the
production and marketing of sustainable wooden toys.
2. Expand to International Markets:
To explore and expand presence in international markets, leveraging the
growing demand for sustainable products.
3. Contribute to Social Initiatives:
To actively engage with social initiatives, donating part of the
profits for projects aimed at the well-being of children.
These elements of strategic planning provide a clear direction for
Toy Marketing Company, setting achievable goals and fundamental values that
will guide the company's decisions and actions on its path towards sustainable success.

3- Elabora una propuesta de organigrama con sus respectivas descripciones de cargo.

Proposal for Organizational Chart for Toy Distributor Juguetinas:
 Address
General

Management
HR Management
Operations

Management Management
Assistant
Sales and Financial and
Administrative
Marketing Accountant

Design Department and Logistics Dept. SAC Department

Development and Distribution

Department of Control Department

Production of Quality

1. General Directorate:
Job Description: Supervises and coordinates all activities of the company. Takes
strategic decisions, set goals, and ensure compliance with the vision and mission of
the company.
2. Operations Management:
Job Description: Responsible for planning and executing operations
daily. Supervises production, manages the supply chain, and ensures efficiency.
in the processes.
3. Sales and Marketing Management:
Job Description: Develops sales and marketing strategies. Supervises the
promotion activities, participation in fairs and events, and manages relationships with
clients and business partners.
4. Financial and Accounting Management:
Job Description: Responsible for financial, accounting, and tax management of the
company. Carries out financial analysis, budgeting, and ensures compliance with
tax and accounting obligations.
5. Human Resources Management:
Job Description: Manages recruitment, selection, training, and development of
personal. It is responsible for managing shifts and ensuring a healthy work environment.
6. Department of Design and Development:
Job Description: Responsible for the creation and development of new designs.
wooden toys. Works in collaboration with the production team to ensure
the feasibility and quality of the products.
7. Production Department:
Responsible for the manufacturing of wooden toys.
Supervises the quality, efficiency, and safety in the production processes.
8. Quality Control Department:
Ensures that the manufactured toys meet the standards
established quality. Conducts tests and controls to ensure satisfaction of
client.
9. Department of Logistics and Distribution:
Job Description: Manages the logistics of storage and distribution of the
products. Coordinates with suppliers and ensures timely deliveries to clients and points of
sale.
10. Administrative Assistant: - Job Description: Provides administrative support to the
general management and to the different departments. Manages administrative and logistical tasks for
ensure the proper functioning of the office.
11. Customer Service Department: - Job Description: Handles inquiries and
customer needs. Manages returns, warranties, and ensures customer service
effective and friendly.
This organizational chart reflects a structure that allows for efficient management of
Juguetinas Marketing Company, with clearly defined roles and responsibilities for each area
functional of the company.

4- Make an estimate of the initial funding required for the business idea.
To make an estimate of the initial funding necessary for the business idea of
Toy Trading Company, we will consider the different departments and key areas of the
company. It is important to remember that these numbers are approximate and may vary depending on the
specific circumstances of the company and the market conditions. Next, we
presents a general estimation of the initial endowment:
Management and Direction:
General Directorate: 1 person
Operations Management: 1 person
Sales and Marketing Management: 1 person
Financial and Accounting Management: 1 person
Human Resources Management: 1 person
5 people
2. Specific Departments:
Design and Development Department: 2 people (designers)
Production Department: 3 people (operators and supervisors)
Quality Control Department: 1 person
Logistics and Distribution Department: 2 people (logistics personnel and coordinators)
Administrative Assistant: 1 person
Customer Service Department: 2 people
Total: 11 personas
Initial Total Staffing: 16 people
Considerations:
Production and Operations
 An initial team was estimated to cover the production and operations phase,
including designers, production staff, and quality control.
2. Sales and Marketing:
Roles were assigned for sales management, marketing, and event participation.
3. Administration and Human Resources:
Administrative and human resources roles were considered for good
internal functioning of the company.
4. Logistics and Distribution:
Staff to manage the logistics and distribution of products, ensuring a
efficient delivery to customers and points of sale.
5. Customer Service:
Staff was included for the customer service department, essential for
maintain a good relationship with clients and ensure their satisfaction.
Financial Considerations:
Salaries:
The estimate is based on average salaries for each position, taking into account
the information provided earlier about hourly wages.
[Link] Funds:
If funding is obtained, part of it could be allocated to hiring.
initial staff training.
3. Gradual Growth:
The initial endowment is established considering the immediate needs of
business, with the possibility of adjustments as the company grows.
This initial allocation estimate provides a basis for resource planning.
humans, but it is recommended to adjust it according to the specific circumstances of Commercializadora
Juguetinas and its growth strategy.

5- Define a type of segmentation for the exposed market, and determine what it would be.
target market.
Since the toy company Juguetinas focuses on the marketing of wooden toys
for children in the Coquimbo Region, Chile. An appropriate segmentation could be the
demographic segmentation, combined with psychographic characteristics.
Market Segmentation:
Demographic:
Children from 3 to 12 years.
Family Income: Middle and high-income families.
Residents in the Coquimbo Region.
2. Psychographic:
Lifestyle: Parents who value sustainability, creativity, and seek products for
quality for the development of your children.
Values: Families that prioritize education, security, and social responsibility.
Target Market:
The target market for Comercializadora Juguetinas would be composed of:
Families in the Coquimbo Region:
Parents with children aged 3 to 12 years.
Interested in sustainable and quality products for entertainment and development.
your children.
With purchasing power that allows them to invest in higher-value wooden toys.
Characteristics of the Target Market:
With environmental awareness and concern for sustainability.
They are looking for educational and creative options for their children.
They value the durability and safety of toys.
Shopping Behavior:
Willing to pay a premium price for sustainable and quality products.
They actively participate in local events and fairs.
Marketing Strategies:
[Link] Marketing:
Highlight the sustainability of wooden toys in marketing campaigns.
To communicate the company's commitment to environmentally respectful practices
environment.
2. Promotion at Local Events:
To participate in fairs and local events to increase visibility and reach
directly to the target families.
3. Educational Content:
Develop educational content on the website and social media to highlight the
importance of play in child development.
[Link] Programs:
Implement loyalty programs to encourage repeat purchases and maintain the
connection with families over time.
[Link] Collaborations:
To collaborate with local stores and companies aligned with the vision and values of Juguetinas
to expand the distribution.
This segmentation and focus on the target market will allow Comercializadora Juguetinas
personalize their marketing strategies and products to meet the specific needs of
the families in the Coquimbo Region.

6- Develop a cash flow considering the estimation of income, costs, and capital.
I work for the proposed business idea.
Developing a cash flow involves projecting income and expenses over a period of time.
Determined, in this case, we will consider an annual period for the Toy Company.
It is important to highlight that the provided figures are estimates and may vary depending on
of the reality of the market and the company.
Below is a simplified cash flow:
Income:
[Link] Sales:
Average price per unit: $12.00
Projected units: 30,000
o$12,000 x 30,000 = $360,000,000
Costs:
Production Cost
Variable cost (20% of income): $360,000,000 * 0.20 = $72,000,000
$36,000,000
o$108,000,000
3. Labor:
Hours per unit: 0.3 hours
oSalarios por hora: $10.000, $10.000, $12.000, $15.000, $15.000, $20.000
Total hours: 30,000 units * 0.3 hours/unit = 9,000 hours
oLaborCost: (9,000 hours * $10,000 + 9,000 hours * $10,000 + 9,000
hours * $12,000 + 9,000 hours * $15,000 + 9,000 hours * $15,000 + 9,000 hours *
$20,000) = $567,000,000
Working Capital:
[Link] Capital:
The working capital is projected for 3 months.
 oRequiredWorking Capital: (Monthly Labor Cost + Costs
Monthly Variables) * 3
Annual Cash Flow:
Annual Net Cash Flow:
Annual Income - Total Costs - Required Working Capital
Cash Flow Summary:
$360,000,000
$108,000,000
Working Capital Required: Variable according to the projection of workforce and variable costs
monthly.
Net Annual Cash Flow: Annual Revenues - Total Costs - Required Working Capital
It is crucial to adjust these calculations based on real and updated data, and it is recommended to work
together with a financial professional to ensure accuracy in the projections and
financial planning. In addition, the cash flow must be updated regularly to reflect
changes in the business environment.

7- Calculate the financial viability indicators NPV, IRR, Payback Period, interpreting them.
result to determine the creation of the project.
To calculate the financial viability indicators (NPV, IRR, and Payback Period), we need information.
additional about the project's cash flow, including the net cash flows for each
time period. Since that specific data is not provided, it seems unlikely
"to invent" a specific number that will have no basis in reality itself
organization. Even so, I will provide an overview of how to perform the calculations and how
interpret the results of the same.
Net Present Value (NPV):
The NPV represents the difference between the present value of cash flows and the investment.
initial. It is calculated using the formula:
NPV = ∑CFt / (1+r)t - Initial Investment
Where:
CFt is the net cash flow for period t,
r is the discount rate,
∑ indicates the sum for all periods.
Interpretation:
A positive NPV indicates that the project could be profitable.
A negative NPV indicates that the project may not be profitable.
2. Internal Rate of Return (IRR):
The IRR is the discount rate that makes the NPV equal to zero. It can be found
using numerical methods or through formulas in spreadsheets.
Interpretation:
A IRR greater than the minimum required discount rate suggests that the project is
profitable.
3. Payback Period (PP):
The PRI indicates the time required to recover the initial investment. It is calculated by summing the cash flows.
of cash accumulated until the NPV is zero.
Interpretation:
A shorter PRI is generally more favorable, but it must be compared with the period
desired to recover the investment.
General Interpretation:
If the NPV is positive and the IRR is greater than the minimum required discount rate, and the
PRI is acceptable compared to the investor's expectations, the project can
to be considered financially viable.
If the NPV is negative, the IRR is less than the minimum required discount rate, or the
PRI is too long, it may indicate that the project is not viable from a perspective
financial.
It is important to adjust these calculations and conclusions based on accurate detailed information.
about cash flows, the discount rate, and other specific project factors.
Additionally, it should be taken into account that these indicators are financial assessment tools.
It is crucial to also consider other qualitative and strategic aspects when making decisions.
business.
As an example; the following aspects can provide a more complete view and
balanced viability and long-term sustainability of a project or business:
1. Analysis of the External Environment:
Political, Economic, Social, and Technological Factors (PESTEL): Evaluate how the
Changes in these factors can affect the business.
Industry Analysis: Understanding the trends and dynamics of the industry in which
operates the company.
2. Competitor Analysis:
Benchmarking: Compare the company's performance and practices with competitors.
Differentiation: Evaluate how the company differentiates itself from the competition.
3. Marketing and Positioning Strategy:
Market Segmentation: Identify and understand market segments and the
customer needs.
Distribution Channels: Evaluate the effectiveness of distribution channels and the
marketing strategies.
4. Innovation Capacity:
Research and Development (R&D): Assess the company's ability to innovate and
adapt to changes in market demand.
Technology and Automation: Consider the use of technology to improve efficiency
and quality.
5. Human Resource Management:
Organizational Culture: Evaluate the company's culture and its alignment with the
strategic objectives.
Talent Development and Retention: Ensuring the availability of skills and
necessary talents.
6. Sustainability and Social Responsibility:
Environmental and Social Impact: Consider how the company's operations impact
the environment and society.
Ethical Practices: Evaluate business ethics and corporate social responsibility.
7. Risks and Contingencies:
Risk Analysis: Identify and assess the potential operational and financial risks.
strategic.
Contingency Planning: Develop plans to address potential challenges and
setbacks.
8. Legal and Regulatory Aspects:
Legal Compliance: Ensuring that the company complies with all regulations and
applicable laws.
Legal Changes: Evaluate how changes in legislation can affect the
company
9. Financial Analysis and Liquidity:
Short and Long Term Cash Flow: Evaluate the liquidity and financial capacity of the
company.
Financial Ratio Analysis: Use financial ratios to assess financial health.
10. Evaluation of Product/Service Quality:
Customer Feedback: Listening and responding to feedback from the
clients.
Quality Control: Ensure high standards of quality in products or services.
The combination of these qualitative and strategic aspects with financial indicators
provides a more complete and balanced assessment when making business decisions. This
A holistic approach is essential to ensure long-term success and sustainability.
company.

When a company decides to assess its future, and makes the decision to have
internal and external financing should not only consider that the sources to choose are the
less expensive and more adaptable to the needs of the company and the project, but,
also allow for better maneuvering in the organization's decision-making
(IACC, 2022)
 BIBLIOGRAPHY
IACC. (2022). Financial viability of a project. Integrated workshop title. Week 8. Santiago: IACC.