Citas bibligráficas
Alva, M., Milla, D. (2024). Gestión e implementación de estrategias para mejorar la competitividad actual en Forbis Logistics S.A. [Trabajo de Suficiencia Profesional, Universidad Peruana de Ciencias Aplicadas (UPC)]. http://hdl.handle.net/10757/674333
Alva, M., Milla, D. Gestión e implementación de estrategias para mejorar la competitividad actual en Forbis Logistics S.A. [Trabajo de Suficiencia Profesional]. PE: Universidad Peruana de Ciencias Aplicadas (UPC); 2024. http://hdl.handle.net/10757/674333
@misc{renati/1298183,
title = "Gestión e implementación de estrategias para mejorar la competitividad actual en Forbis Logistics S.A.",
author = "Milla Castillo, Daniela Sayuri",
publisher = "Universidad Peruana de Ciencias Aplicadas (UPC)",
year = "2024"
}
In 2023, the Peruvian logistics sector faced both national and international challenges, which had an impact on the competitiveness of companies like Forbis Logistics S.A. Consequently, the company's sales decreased, and the third-party segment and customer loyalty were also affected. The objective of this work is to find the ideal alternative to improve competitiveness in the face of these challenges, focusing on enhancing the customer experience with a differential approach between segments, being economically viable, maintaining the quality of its services, and aligning with corporate pillars. The work focuses on preparing a case, analyzing, and proposing solutions to the identified problem at Forbis Logistics S.A., using relevant models and theories. In terms of strategy management, Porter's generic models were applied, and dimensions proposed by other authors were considered to measure strategy effectiveness. Regarding competitiveness, Porter's Five Forces model was applied. Besides, relevant background and theoretical perspectives from different authors were examined for each proposed variable. Finally, it was determined that the best alternative is to invest in improving the TrackOne platform, implement Customer Relationship Management [CRM], and manage the churn rate indicator to direct commercial tactics towards expanding external clients. This will benefit competitiveness in the medium and long term by increasing the client portfolio, focusing on the customer experience and that will be reflected in the improvement of their sales, and allowing the company to face changes in the competitive forces of its industry.
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