Bibliographic citations
Astacio, M., Mendez, F. (2025). Diseño de estrategias para mejorar la participación de mercado en la cartera postpago de la consultora Grupo ID, 2024 [Trabajo de Suficiencia Profesional, Universidad Peruana de Ciencias Aplicadas (UPC)]. http://hdl.handle.net/10757/683853
Astacio, M., Mendez, F. Diseño de estrategias para mejorar la participación de mercado en la cartera postpago de la consultora Grupo ID, 2024 [Trabajo de Suficiencia Profesional]. PE: Universidad Peruana de Ciencias Aplicadas (UPC); 2025. http://hdl.handle.net/10757/683853
@misc{renati/1053528,
title = "Diseño de estrategias para mejorar la participación de mercado en la cartera postpago de la consultora Grupo ID, 2024",
author = "Mendez Castro, Flor Elizabeth",
publisher = "Universidad Peruana de Ciencias Aplicadas (UPC)",
year = "2025"
}
The objective of this work focuses on analyzing the causes of the decrease in postpaid clients in the consulting firm Grupo ID, 2024. It is important to analyze the growth of all areas of the company. Although the prepaid portfolio provides firm support to the achievement of general objectives, it is also appropriate to analyze the reduction of the postpaid portfolio, its causes and possible solution alternatives. The most relevant causes are: the frequent rotation of portfolios, not having a customer loyalty and knowledge plan, limiting the hiring of personnel to a more non-commercial operational attention issue, not managing specialized prospecting for the sales process. or entry of new clients and, finally, not adequately and constantly measuring the management of the postpaid portfolio. With this, this work seeks to design a comprehensive strategy that allows optimal maintenance and subsequent increase of clients in the postpaid portfolio. For this, the information provided by the consulting firm, some theories and research articles linked to the topic were reviewed to help prepare a better analysis. Finally, some strategic recommendations are presented such as: staff training, customer loyalty and the stability of portfolio allocation to sector members. The alternative solution chosen was to minimize the rotation of sector workers for up to a year and invest in training support for the commercial development of the assigned sector worker.
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