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Hurtado, A., (2019). Consulting report - Bigmond Knowledge Center implementation plan [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/15150
Hurtado, A., Consulting report - Bigmond Knowledge Center implementation plan []. PE: Pontificia Universidad Católica del Perú; 2019. http://hdl.handle.net/20.500.12404/15150
@mastersthesis{sunedu/2661985,
title = "Consulting report - Bigmond Knowledge Center implementation plan",
author = "Hurtado Esquerre, Alexandra Beatriz",
publisher = "Pontificia Universidad Católica del Perú",
year = "2019"
}
Title: Consulting report - Bigmond Knowledge Center implementation plan
Authors(s): Hurtado Esquerre, Alexandra Beatriz
Advisor(s): Arana Barbier, Pablo José
OCDE field: https://purl.org/pe-repo/ocde/ford#5.02.04
Issue Date: 14-Oct-2019
Institution: Pontificia Universidad Católica del Perú
Abstract: Localizada en la capital del Perú, Bigmond es una compañía de servicios que se
dedica a la búsqueda de altos ejecutivos y brinda consultoría en recursos humanos, así como
otros servicios complementarios. Actualmente, la compañía se enfrenta a una competencia
cada vez más creciente en el mercado, se tienen competidores de renombre y nuevos
competidores, y una lenta aparición de Think Tanks en Perú. Por ello es que la compañía
tiene interés en desarrollar un Centro de Conocimiento, que busca darle a Bigmond la
diferenciación que requiere en estos momentos y terminar de posicionar su marca en el
mercado. La reputación de las empresas, en esta industria, es necesaria para incrementar su
cartera de clientes, por ello la compañía apunta a ser no solo una empresa que genera valor
económico para sus inversionistas, sino ser también una empresa que contribuye al desarrollo
de su comunidad. Para lograr el objetivo de implementar un Centro de Conocimientos para
Bigmond, se inició por conocer los factores externos e internos que pudieran afectar a la
empresa, y se usó las cinco fuerzas de Porter para analizar la industria. Luego se revisaron
fuentes sobre lo que implicaba desarrollar un Centro de Conocimientos y los que ya existían
en Perú. Después, se realizó un análisis cuantitativo y cualitativo para determinar qué cosas
se tienen que tener en cuenta a la hora de implementar un Centro de Conocimiento. El
resultado de esta investigación definió el modelo a seguir, el cual será colocar este Centro de
Conocimiento como una nueva área de la empresa (Investigación y Desarrollo), pero que
tenga una campaña de marketing independiente a la compañía, así como la generación de
ingresos para su financiación. Finalmente, el resultado de esta implementación da como
resultado que Bigmond incremente su cartera de clientes, sus ventas, su reputación, las visitas
en su web. Por otro lado, los resultados esperados para esta nueva área son de generar
publicaciones que sean útiles para los negocios y que sea referenciado en otros estudios. Por
todo ello, este proyecto ayuda a conseguir los intereses de Bigmond.
Located in the capital of Peru, Bigmond is a service company that is dedicated to the search for top executives and provides human resources consulting, as well as other complementary services. Currently, the company faces increasingly growing competition in the market, there are renowned competitors and new competitors, and a slow appearance of Think Tanks in Peru. That is why the company is interested in developing a Knowledge Center, which seeks to give Bigmond the differentiation it requires at the moment and finish positioning its brand in the market. The reputation of companies, in this industry, is necessary to increase their client portfolio, so the company aims to be not only a company that generates economic value for its investors, but also to be a company that contributes to the development of the community. To achieve the objective of implementing a Knowledge Center for Bigmond, it began by knowing the external and internal factors that could affect the company, and Porter's five forces were used to analyze the industry. Then. sources were reviewed on what it implied to develop a Knowledge Center and those that already existed in Peru. Then, a quantitative and qualitative analysis was performed to determine what things have to be taken into account for implementing a Knowledge Center. The result of this research defined the role model, which will place this Knowledge Center as a new area of the company (Research and Development), but it will have an independent marketing campaign for the company, as well as income generation for financing. Finally, the result of this implementation results in Bigmond increasing its client portfolio, its sales, its reputation, visits to its website. On the other hand, the expected results for this new area are to generate publications that are useful for business and that are referenced in other studies. For all this, this project helps to get Bigmond's interests.
Located in the capital of Peru, Bigmond is a service company that is dedicated to the search for top executives and provides human resources consulting, as well as other complementary services. Currently, the company faces increasingly growing competition in the market, there are renowned competitors and new competitors, and a slow appearance of Think Tanks in Peru. That is why the company is interested in developing a Knowledge Center, which seeks to give Bigmond the differentiation it requires at the moment and finish positioning its brand in the market. The reputation of companies, in this industry, is necessary to increase their client portfolio, so the company aims to be not only a company that generates economic value for its investors, but also to be a company that contributes to the development of the community. To achieve the objective of implementing a Knowledge Center for Bigmond, it began by knowing the external and internal factors that could affect the company, and Porter's five forces were used to analyze the industry. Then. sources were reviewed on what it implied to develop a Knowledge Center and those that already existed in Peru. Then, a quantitative and qualitative analysis was performed to determine what things have to be taken into account for implementing a Knowledge Center. The result of this research defined the role model, which will place this Knowledge Center as a new area of the company (Research and Development), but it will have an independent marketing campaign for the company, as well as income generation for financing. Finally, the result of this implementation results in Bigmond increasing its client portfolio, its sales, its reputation, visits to its website. On the other hand, the expected results for this new area are to generate publications that are useful for business and that are referenced in other studies. For all this, this project helps to get Bigmond's interests.
Link to repository: http://hdl.handle.net/20.500.12404/15150
Discipline: Administración de Negocios
Grade or title grantor: Pontificia Universidad Católica del Perú. CENTRUM
Grade or title: Magíster en Administración de Negocios
Register date: 14-Oct-2019; 14-Oct-2019
This item is licensed under a Creative Commons License