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Sosa, C., Saire, J. (2017). Consulting report - Euromotors S.A [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/9439
Sosa, C., Saire, J. Consulting report - Euromotors S.A []. PE: Pontificia Universidad Católica del Perú; 2017. http://hdl.handle.net/20.500.12404/9439
@mastersthesis{sunedu/2662012,
title = "Consulting report - Euromotors S.A",
author = "Saire Donayre, Juan Diego",
publisher = "Pontificia Universidad Católica del Perú",
year = "2017"
}
Title: Consulting report - Euromotors S.A
Authors(s): Sosa Vera, Cynthia Alejandra; Saire Donayre, Juan Diego
Advisor(s): Sánchez Paredes, Sandro Alberto
Keywords: Empresas -- Organización; Administración de empresas; Planificación estratégica; Industria automotriz -- Perú -- Lima
OCDE field: https://purl.org/pe-repo/ocde/ford#5.02.04
Issue Date: 2-Oct-2017
Institution: Pontificia Universidad Católica del Perú
Abstract: Euromotors S.A. es la representante exclusiva de las marcas Volkswagen, Audi,
Porsche y SEAT entre otras dentro de once unidades estratégicas de negocios en Perú. Desde
su fundación, la empresa ha crecido excepcionalmente en tamaño, alcance y sofisticación
desde su función original de importador de automóviles hasta su estado actual de venta de
vehículos, automóviles nuevos y usados, servicio y venta de repuestos originales. Como
empresa multimarca, mantiene 1,052 empleados que funcionan de forma relativamente
autónoma dentro de cada división de negocios para las marcas separadas. Con el fin de
impulsar la empresa hacia adelante como una unidad cohesiva, las sinergias dentro de la
necesidad de ser creado para eliminar la replicación de los procesos y procedimientos y, en
última instancia, racionalizar la función organizativa en general.
Después de unos años de caída en la rentabilidad, Euromotors está buscando
oportunidades para mejorar su posición competitiva en el sector de la venta automotriz
peruana, que está cambiando rápidamente y cada vez más competitivo en el mercado. Con el
fin de retener una ventaja competitiva, se ha diseñado un proyecto de micro proyecto dentro
del proceso de consultoría, que ha tenido un análisis profundamente arraigado tanto en
factores ambientales internos como externos, para ser implementado con Euroshop, la
división más rentable de Euromotors. Una transformación cultural fortaecerá al equipo de la
fuerza de ventas de Euroshop; sin embargo, antes de que pueda administrarse adecuadamente,
debe superarse la resistencia al cambio.
La solución propuesta desarrolla un método para que Euromotors pueda superar
gradualmente esta resistencia para aumentar la motivación y la unidad de los empleados, al
tiempo que aumenta la responsabilidad intrínseca de funcionar como un equipo en toda la
empresa. El objetivo de la propuesta busca mantener el compromiso con los objetivos
estratégicos de la empresa. Mediante el desarrollo de un mapa estratégico y un cuadro de
mando, la firma tendrá visibilidad sobre los factores clave para lograr una verdadera
transformación. Se estima que la implementación del proyecto se realice en seis meses y que
el presupuesto ascienda a 25,500 dólares americanos
Euromotors S.A. is the exclusive brand representative of the Volkswagen, Audi, Porsche, and SEAT brands among others within 11 strategic business units in Peru. Since its foundation, the firm has since grown exceptionally in size, scope and sophistication from their original operational function as an automobile importer to their current status engaged in the sale of vehicles, new and used cars, servicing and sale of original spare parts. As a multi-brand firm, it maintains 1,052 employees who function relatively autonomously within each business division for the separate brands. In order to propel the firm forward as a cohesive unit, synergies within need to be created to eliminate the replication of processes and procedures and to ultimately streamline overall organizational function. After a few years of declining profitability, Euromotors is looking at opportunities to improve its competitive position within the Peruvian automotive retail sector, which is rapidly changing and increasingly competitive market. In order to withhold a competitive advantage, a micro-pilot project has been designed within the consulting process, which has taken deep rooted analysis at both the internal and external environmental factors, to be implemented with Euroshop, Euromotors’ most profitable division. A cultural transformation will impact the sales force team of Euroshop; however, before it can be properly administered, overcoming organizational resistance to change must be dealt with. The proposed solution develops method for Euromotors to incrementally overcome the resistance to change in a multi-step system, to increase employee motivation and unity while increasing intrinsic responsibility to function as a team throughout the entire firm. This proposal considers the necessity of maintaining commitment to the strategic goals of the company. Through the development of a strategic map and a KPI based scorecard, the firm will have visibility on the key factors in garnering true change. Project timeframe is estimated in six months and total budget in USD 25,500
Euromotors S.A. is the exclusive brand representative of the Volkswagen, Audi, Porsche, and SEAT brands among others within 11 strategic business units in Peru. Since its foundation, the firm has since grown exceptionally in size, scope and sophistication from their original operational function as an automobile importer to their current status engaged in the sale of vehicles, new and used cars, servicing and sale of original spare parts. As a multi-brand firm, it maintains 1,052 employees who function relatively autonomously within each business division for the separate brands. In order to propel the firm forward as a cohesive unit, synergies within need to be created to eliminate the replication of processes and procedures and to ultimately streamline overall organizational function. After a few years of declining profitability, Euromotors is looking at opportunities to improve its competitive position within the Peruvian automotive retail sector, which is rapidly changing and increasingly competitive market. In order to withhold a competitive advantage, a micro-pilot project has been designed within the consulting process, which has taken deep rooted analysis at both the internal and external environmental factors, to be implemented with Euroshop, Euromotors’ most profitable division. A cultural transformation will impact the sales force team of Euroshop; however, before it can be properly administered, overcoming organizational resistance to change must be dealt with. The proposed solution develops method for Euromotors to incrementally overcome the resistance to change in a multi-step system, to increase employee motivation and unity while increasing intrinsic responsibility to function as a team throughout the entire firm. This proposal considers the necessity of maintaining commitment to the strategic goals of the company. Through the development of a strategic map and a KPI based scorecard, the firm will have visibility on the key factors in garnering true change. Project timeframe is estimated in six months and total budget in USD 25,500
Link to repository: http://hdl.handle.net/20.500.12404/9439
Discipline: Administración de Negocios
Grade or title grantor: Pontificia Universidad Católica del Perú. CENTRUM
Grade or title: Magíster en Administración de Negocios
Register date: 2-Oct-2017; 2-Oct-2017
This item is licensed under a Creative Commons License