Citas bibligráficas
Zavaleta, H., Gonzales, D., Cerf, M., Flores, D. (2022). Plan estratégico 2022-2024 para Delta/Signal Corp.: proveedor de equipos eléctricos para fabricantes de la industria automotriz de alta gama enfocados en innovación [Universidad del Pacífico]. https://hdl.handle.net/11354/3593
Zavaleta, H., Gonzales, D., Cerf, M., Flores, D. Plan estratégico 2022-2024 para Delta/Signal Corp.: proveedor de equipos eléctricos para fabricantes de la industria automotriz de alta gama enfocados en innovación []. PE: Universidad del Pacífico; 2022. https://hdl.handle.net/11354/3593
@mastersthesis{renati/237070,
title = "Plan estratégico 2022-2024 para Delta/Signal Corp.: proveedor de equipos eléctricos para fabricantes de la industria automotriz de alta gama enfocados en innovación",
author = "Flores Casas, Daniela",
publisher = "Universidad del Pacífico",
year = "2022"
}
The objective of this document is to describe the Delta/Signal Corp. strategic plan for the 2022-2024 term. The initial strategy was to outstand for innovative products rather than for a scale economy strategy, offering innovative components to luxury car makers. This initial business strategy gave profit in the previous stages, and it was decided to continue with the differentiation macro strategy. The dismissal of the Delta/Signal Corp. CEO allowed to restructure the company and to change the strategic focus taking advantage of opportunities in the environment and of internal strengths. The COVID-19 pandemic was an event that made us question if the adopted strategy was still valid or not. This and the Russia-Ukraine crisis forced us to be more efficient in the transformation initiatives. Our main measures were the diminishing of SKU’s (to focus on those more valuable and differentiation products), working with the car makers to become co-creators, protecting the developments with patents, and becoming desired partners. The strategy was to become a main participant in the luxury car components fairs, showing developed innovation projects and our patents. On the other hand, the sustainability of our model lies on our personnel, for which we commit on a strong investigation and development (I+D) training, and to benefit from our internal personnel (who know about the innovation culture we foster) to become trainers. To sum up, the strategy of Delta Signal/Corp. was based on different actions in the fields of marketing, operations, human resources, and finances.
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