Foundation University of Bogotá Jorge Tadeo Lozano

School of Economic and Administrative Sciences

Strategic Management

Baldini Trading Company

Boss

Teacher: Liliana Chacón

Students:
Laura Cuestas
Yohn García
Cristian Rojas
Wendy Suárez

May 2017
Bogotá
 STRATEGIC PLANNING (FIRST DELIVERY)

1.1. Company Description:

Name or business name of the company: Comercializadora Baldini, better known by its name
BOSI commercial.

Baldini Marketing is a Colombian company founded in Medellín in 1975 and is dedicated to

the production and marketing of leather goods. Among its main products are
they find footwear, bags, and belts.

Bosi uses innovative designs, marked by Italian influence and excellent quality which
constitutes its main competitive advantage and allows it to occupy the top place in the industry
national with approximately 30% market share.

Relevant data: 250 to 500 employees

Datos de contacto: Alejandro Casañas - Teléfono: 676 78 78 Ext. 408

1.2. Porter’s Forces:

FACTOR STRENGTH JUSTIFICATION

Due to the great diversity of competitors: Vélez, Bata, Santorini,

Spring Step, Boots and Bags, Mario Hernández. The force is
high because these companies have value in their brand, and
they also have a high market share. For
Example Vélez has a 25% participation and is
Rivalry between
HIGH targeted at a segment of high-income clients. In addition
competitors
has an experience and trajectory of approximately 30
years and more than 200 stores nationwide. The sector
leatherworker is one of the most significant in the industry
Colombian not only by the level of production, but by the
job creation.

The experience of companies in the sector represents a certain

level of risk for potential market entrants
New threat leatherworker because it is a very competitive industry, no
HIGH
starters only by recognized brands, if not by sectors such as the
Restrepo and cities like Bucaramanga strong in the industry
of footwear

Threat of MEDIA products The substitute products for leather footwear refer to
substitutes shoes in other materials such as fabric, plastic, synthetics
 and suede. They are called substitutes because the buyer has
the ease of replacing them for price, because they demand a lower
Watch out for environmentalist trends.

Bosi manages multiple leather suppliers, it does not focus on

a single supplier that can dominate in price.
The leather market is broad and generally is
Negotiation with
HIGH focused on specific sectors of the city (Tunjuelito)
suppliers
detailed ways in which low prices can be negotiated, for
There is also an option to change providers.
at any moment

The experience, quality, and designs allow Bosi to establish

high prices where the customer has no power
negotiation (there is no price sensitivity on the part of the
Negotiation with
LOW buyer). On the other hand, Bosi's client is a client
clients
demanding who has purchasing power and demands quality and
guarantee, besides that it is generally a client of the 3
marcas: Addict, Bosi, Bambino

1.3. Regulatory planning of the company

Mission

Baldini S.A. trading company seeks to satisfy the ongoing needs and desires of our
clients providing them with fashion, distinction, quality, and a personalized service; thanks to the team
human, technology and the business systems that make it up, all through a
individual and group effort that is in favor of business objectives, providing credibility and
trust in our brand.

Vision

Consolidate and strengthen the positioning of the Bosi brand at the national level by the year
2020, implementing a culture of continuous improvement and teamwork, which makes it
These products are preferred as a synonym for quality, modernity, and distinction.

Values

Integrity: responsibility, honesty, coherence, and loyalty

Commitment: actions that lead to the well-being of the client and the growth of the organization
Dynamism: availability of energy and joy
Service: receptivity, patience, kindness, and solutions
Fashion awareness: research flexibility and receptiveness to trends.

1.4. SWOT

STRENGTHS WEAKNESSES

Our brand being linked to high prices does not

Diversity of products for men, women, and
can carry out promotions continuously in front of
children, who have a high quality standard
other brands in the market
The production of imported shoes is delayed.
Numerous stores in the main centers
approximately 45 to 60 days causing delays in the
commercials of the city
new collections
The leather input presents inconveniences of a nature
Brand with over 40 years of experience in the
natural so the waste is high and the cost of
footwear market
leather is by whole sheet and not by the good piece
The invoicing and payment program in the stores is
Our staff has the skills and the unique, the systems area is made up of 5
product knowledge for proper advice to people if a massive error occurs they do not give
our clients supply for the maintenance of the 60 stores at the level
Bogotá

OPPORTUNITIES THREATS

Demanding markets where innovation is imposed and The growth of many shoe companies generates
fashion oversupply
The economic situation of the country creates that the market
Rising foreign segment
I don't constantly buy shoes.

Strengthen the value chain regarding suppliers

Aggressive advertising by brands like BATA
foreigners allowing for better logistics

arrival of foreign brands with production cost

Opening of the online sales channel
low.
 1.5. Systemic analysis matrix:

STRENGTHS WEAKNESSES

STATEMENT FACTOR STATEMENT FACTOR

Diversity of products for men, women, and Our brand being associated with high prices does not
Inability to carry out
children,whohaveahighstandard Product quality youcanperformpromotionscontinuouslyinfrontof
promotions
quality other brands in the market
The production of imported shoes takes time.
Numbers are in the main centers Strategic location of the Merchandise logistics
approximately 45 to 60 days causing delays in
commercialsofthecity tents imported
thenewcollections
The leather supply presents inconveniences of a nature
Brand with over 40 years of experience in the natural, which is why the waste is high and the cost of
Brand Recognition Raw material waste
footwearmarket leatherisbyfullsheetandnotbythepiece
good
The billing and payment program in the stores is
Our staff has the skills and the unique,thesystemsareaismadeupof5
Lack of Personnel in the area of
product knowledge for proper advice Trained personnel peopleifanymassiveerroroccursdonotgive
systems.
toourclients supply for the maintenance of the 60 stores to
level Bogotá
 STRENGTHS WEAKNESSES
IMPACT IMPACT
Inability to Waste
Location Logistics of Missing
Quality of Recognition Personal out of hours of matter
product
strategic
trained brand liaison
SA to carry out
merchandise
first leather
Personal area SA
the layers imported of systems.
promotions "
Incapacity to the
Quality of
A 3 3 3 9 The time to take action 1 1 1 3
product
promotions
Location Logistics of
B strategic of the 0 1 2 3 B.B merchandise 3 2 3 8
tents imported
Recognition Waste of
C 1 1 0 2 C.C 3 3 3 9
of the Brand raw material

Personal Lack of Staff

D 1 1 3 5 D.D 1 0 0 1
qualified systems area.
STATION SP 2 5 7 5 AFFECTATION SP 7 4 3 7
SA * SP 18 15 14 25 SA * SP 21 12 9 21

AFFECTATION

PASSIVE CRITICAL

7 DD C A.A

5 B D

4 B.B

3 C.C

2 A

1 2 3 4 5 6 7 8 9 IMPACT

INERT ACTIVE
 1.6. Impact Matrix

TEST TEST
THREATS FACTOR IMPACT OPPORTUNITIES FACTOR IMPACT
ABILITY ABILITY

The growth of many footwear companies Demanding markets where it is imposed

A Oversupply 3 7 A.A Fashion and Brand 7 8
generate oversupply innovation and fashion

the economic situation of the country generates that the

B High cost of living 8 8 B.B Booming foreign segment New Markets 5 5
market does not continuously buy footwear

Reinforcing the value chain regarding

integration
C Aggressive advertising by brands like BATA Competition 4 6 C.C foreign suppliers allowing for a better 9 9
horizontal
logistics
arrival of foreign brands with cost of Sales channel
D Substitute products 2 9 D.D Opening of the online sales channel 9 10
production down. Online

IMPACT

10 PASSIVE D.D

9 D C.C

8 A.A B

7 A

6 C

5 B.B

1 INERT ACTIVE

1 2 3 4 5 6 7 8 9 PROBABILITY
 2. STRATEGIC PLANNING (SECOND SUBMISSION)

Adjusted SWOT

2.2. Strategic Objectives:

Increase brand positioning by 10% internationally within one year.
Opening of the online sales channel for the Bosi line in a period no longer than one year

2.3. Life cycle:

The company Bosi had a great rise and concentration during its introduction stage since Bosi started in 1975, when
a family inMedellíndecided to produce and market leather footwear and accessory items, influenced by the
designeritalienFrancesco Bosi, who inspired the designs and from whom they took the surname to name thebrand, since
then the customer has shown interest in vestr with high quality handling the characteristics of a good price against
a good quality.

The products were recognized for their originality and creativity.1this is how the slogan 'an original person' was born.
In the late 90s, the bet was aimed at young people between 15 and 25 years old and at a children's line, Bosi Bambino, which was born in
1995 with its own warehouses in some cities.

Bosisiendo is a company that produces and sells footwear from Antoqueña, and it has managed to conquer the market.
nationally offering fashion and quality items, we consider that Bosi is in a stage of maturity since the
the company has great recognition and stability, which has led to significant growth, making it one of the
most prestigious shoe companies in the market.

The Observer, innovative steps, Luis Fernando Gutérrez. May 24, 2008
1
 2.4. Recommended strategy type according to the life cycle:

In the market in which the organization currently finds itself, competition is intense and the strategy is
it finds in the defense of its markets; it is as a result of this that the new trends are being verified and analyzed
In order to stay at the forefront of the markets, processes of contribution are being initiated.
society in order to manage a dynamism that allows for brand recall and current positioning that
maintain.

The two strategies we implemented are2:

CONGLOMERATE
When the organization's core industry is recording fewer and fewer sales and profits
annual.
When the organization has the capital and managerial talent it needs to compete successfully.
in the industry.
When the organization has the opportunity to buy an unrelated business that seems a
attractive opportunity to invest.

DIVERSIFICATION
When the revenues from the organization's current products or services increase
Significantly thanks to the increase of unrelated new products.
When the organization competes in a highly competitive and/or stagnant industry, as indicated by
the low profit margins and returns of the industry.
When the existing distribution channels of the organization can be leveraged to
to market new products to existing customers.
When new products have counter-cyclical sales patterns compared to
products present from the organization.

2.5. Functional strategies

Production strategy: Aimed at the objective of opening the online channel, which seeks to
having a stock of merchandise for sale, avoiding delays in the delivery process to customers. This
allows us to compete independently against the structure that is already being managed at the point of
sale
Marketing strategy: through this strategy we intend to achieve the objective of
international positioning that will be achieved through the differentiation of our portfolio
thus allowing a clear and distinct recall in the minds of foreign consumers.

Taken from: Gallardo, Strategic Management. Chapter VII - Pages 226 to 228
2
 3. OPERATIONAL PLANNING AND FOLLOW-UP ON THE STRATEGY (THIRD DELIVERY)

3.1. Adjusted Strategic Objectives:

Increase the brand's international positioning by 10% within a year.

Opening of the online sales channel for the Bosi line within a period no greater than one year.

3.2. Tactical Objectives:

Increase brand positioning by 10% internationally within a year.

In June 2017, we started the study and segmentation of the international market.
Carry out quarterly advertising campaigns that strengthen brand differentiation.
Open the first international store in November 2017

Opening of the online sales channel for the Bosi line within a period no longer than one year
Create a database of potential customers for the channel over a period of 3 months
Design an attractive and easy-to-use platform for the client in a maximum of 3 months.
Development of the mobile application in a maximum of 3 months.
In 4 months, have the appropriate content ready to keep the customer loyal according to their buying habits.
PERSPECTIVE

RETURN OF THE
INCREASE OF INCREASE OF GROWTH IN
FINANCE INVESTMENT IN
INCOME RENTABILITY ONLINE SALES
NET EARNINGS

16 17 18 19

QUALITY OF PRICE Loyalty of POSITIONING OF

ADVERTISING
CLIENTS PRODUCT COMPETITIVE CLIENT THE BRAND

11 12 13 14 15

IMPLANT SERVICE OF AVAILABILITY

PROCESSES SYSTEM
SOFTWARE VTS CLAIMS AND DATABASE INNOVATION
INTERNOS Computer scientist
ONLINE WARRANTIES CLIENTS

6 7 8 9 10

KEEPING TO
LEARNING INVERSION ACCESS TO THE TRAINING OF
PERSONAL TO THE ATTRACT TALENT
TRAINING INFORMATION PERSONAL IN A
Vanguard of the HUMAN
EMPLOYEES STRATEGIC MULTIPURPOSE SERVICE
TECHNOLOGY
1 2 3 4 5
INITIATIVE INDICATOR FORMULA RESPONSIBLE GOALS
NUMBER OF TRAINED EMPLOYEES / TOTAL NUMBER OF EMPLOYEES
1 TRAINED EMPLOYEES 90% OF TRAINED EMPLOYEES
THE COMPANY * 100
EMPLOYEES PARTICIPATING IN PA / TOTAL 70% OF EMPLOYEES INCLUDED IN
2 Participation in Action Plans
COMPANY EMPLOYEES *100 THE ACTION PLANS
DEPARTMENT OF RESOURCES
3 CRM TRAINING HOURS # OF HOURS EXECUTED / # OF HOURS PROJECTED * 100 HUMANS. LINA CASTELLANOS 90% OF HOURS EXECUTED

EMPLOYEES WITH GRADES EMPLOYEES WITH GRADES > A 90 % IN EVALUATION OF 100% OF EMPLOYEES WITH GRADES
4
OUTSTANDING PERFORMANCE OUTSTANDING
TRAINED EMPLOYEES / TOTAL EMPLOYEES OF
5 TRAINED EMPLOYEES 100% OF EMPLOYEES TRAINED
THE COMPANY * 100

6 ACCURACY OF THE PROCESS DEPARTMENT OF SYSTEMS ENG. CRM READY IN 2 MONTHS

REAL ADVANCE / AVERAGE ADVANCE * 100
MAURICIO VASQUEZ
7 ACCURACY OF THE PROCESS VTS SOFTWARE IN 2 MONTHS
SERVICE LEVEL GUARANTEE OF 95% SUCCESS IN THE REVIEW OF
DEPARTMENT OF GUARANTEES MARIA FERNANDA
8 DAMAGED GOODS / TOTAL GOODS *100
THE SUPPLIERS BARBOSA MERCHANDISE

NEW USERS / TOTAL REGISTERED USERS CUSTOMER SERVICE DEPARTMENT MARIA

9 USER IDENTIFICATION 70% OF NEW REGISTRATIONS
*100 FERNANDA BARBOSA

% VTS FROM NEW 15% GROWTH IN VTS FOR

MARKETING DEPARTMENT MAURICIO
10 SALE - COST/ SALE * 100
SERVICES OCAMPO THE 1ST QUARTER

CREATE AD CAMPAIGNS
11 % GROWTH IN SALES ((Recent Value / Previous Value) - 1) x 100
quarterly

ABOUT PEOPLE WHO RESPOND SATISFACTORILY TO THE 95% SATISFACTION IN THE

12 CUSTOMER SATISFACTION
PANEL / TOTAL OF RESPONDENTS *100 CUSTOMERS
DECREASE COSTS BY 10%
MARKETING DEPARTMENT MAURICIO
13 % Profit Against Cost TOTAL INCOME / PRODUCTION COST *100
OCAMPO PRODUCTION

CLIENT PROFITABILITY IN A
14 CPS = Sum (Income - Expenses) / Sum (Expenses)
PERIOD

INCREASE MARKET SHARE

15 MARKET PARTICIPATION TOTAL VTS COMPANY / TOTAL VTS OF THE MARKET *100
EN 5 %

25% GROWTH IN VTS

16 % GROWTH IN SALES ((Recent Value / Previous Value) - 1) x 100
ANNUAL

INCREASE IN PROFITABILITY
17 Gross Profitability GROSS PROFIT / NET SALES
MARKETING DEPARTMENT MAURICIO GROSS AT 15%
OCAMPO ALEJANDRO CASAÑAS
INCREASE IN PROFITABILITY
ADRIANA BELTRAN AND HECTOR BERNAL
18 NET PROFITABILITY NET INCOME / NET SALES
NET IN 15%

20% GROWTH IN SALES

19 % GROWTH IN SALES SALES MONTH 1 / PROJECTED SALES * 100
ONLINE
Initiative Indicator
Current status The current state of the organization for the learning perspective is at an average of 56.
of the company
% which indicates that more in-depth work should be done on issues of brand appropriation and
1 TRAINED EMPLOYEES
70% benefits for the workers who are facing the customer.
2 Participation in Action Plans
40% The process perspective is a strength in the company because the service part
3 TRAINING HOURS CRM
15%
The informatics are in-house, which allows for a clearer and more specific adaptation towards the two.
OF EMPLOYEES WITH GRADES initially proposed objectives; on the other hand, the issue of claims and guarantees must
4
OUTSTANDING 75% decrease in front of our suppliers so that it reflects in our value chain
5 TRAINED EMPLOYEES
80% the final client the average we handle there is 38% since the CRM is not yet up and running
6 ACCURACY OF THE PROCESS
for Online Sales.
90%

7 ACCURACY OF THE PROCESS The client part has an average percentage of 41% since the advertising for the
0%
SERVICE LEVEL GUARANTEE OF THE
online channels and the entry into the international market is about adapting to the market to which
8
SUPPLIERS 80% we must focus, on the other hand, prices are not aimed at being competitive but appropriate
9 USER IDENTIFICATION value of the product as it goes hand in hand with the quality of the product, to finalize the part of
20%
% VTS FROM NEW brand positioning for online sales is closely linked to the issue of promotion and this
10
SERVICES 0% It must change since what is sought in Bosi is for people to see the value of the product in one line.
11 % GROWTH IN SALES and not like currently where it is a sale.
10%

12 CUSTOMER SATISFACTION Currently, all retail businesses seek to increase revenue regardless of the method.
70%

13 % Profit Against Cost that is being generated and essentially seeks for the new channels to be profitable in the short term
3%
medium or long term in the specific online topic is a high investment with a slow return and
RENTABILITY OF A CLIENT IN A
14
PERIOD long term.
15 MARKET PARTICIPATION
30%

16 % GROWTH IN SALES
10%

17 GROSS PROFITABILITY
10%

18 NET PROFITABILITY
10%

19 % GROWTH IN SALES
0%
 4. WEBGRAPHY

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