Plan estratégico de internacionalización de Agua Pura Manantial Azul S.A.S para su incursión en el mercado peruano
This work consists in the set out of a strategic plan to internationalize the company Agua Pura Manantial Azul SAS focused in analizing the factibility of the company to incursion in Peru through the investigation of the inner and outer surroundings. Agua Pura Manantial Azul SAS uses the 40 % of its...
- Autores:
-
Giraldo García, Hugo David
Vanegas Mejía, Samuel David
- Tipo de recurso:
- Fecha de publicación:
- 2019
- Institución:
- Universidad de San Buenaventura
- Repositorio:
- Repositorio USB
- Idioma:
- spa
- OAI Identifier:
- oai:bibliotecadigital.usb.edu.co:10819/7354
- Acceso en línea:
- http://hdl.handle.net/10819/7354
- Palabra clave:
- Internacionalización
Estrategia
Empresa
Costos
Riesgo
Exportación indirecta
Modelo
Perú
Entorno interno y externo
Internationalization
Strategy
Company
Costs
Risks
Indirect Export
Model
Peru
Inner and outer surroudings
Estrategia empresarial
Costos
Riesgo (finanzas)
Exportaciones
Planeacion estrategica
Planificación estratégica
- Rights
- License
- Atribución-NoComercial-SinDerivadas 2.5 Colombia
Summary: | This work consists in the set out of a strategic plan to internationalize the company Agua Pura Manantial Azul SAS focused in analizing the factibility of the company to incursion in Peru through the investigation of the inner and outer surroundings. Agua Pura Manantial Azul SAS uses the 40 % of its installed capacity, since the national market is swamped with an over offer; that’s why the company has as objective to incursion in Peru through a process of the internationalization, which would generate new economical resources, so it could use the height of its production capacity. Through the analysis of the collected information both of the inner and outer surroudings, the company found out that doesn’t count with the enough financial resources that permit to cover with all of the incur expenses needed for an export including the cost and risk of custom process and insurance; as well as lack experience and trained personnel to carry out an export process, that is why the indirect internationalization model is more feasible because there is less investment compared to other models, in a similar way risks and procedures can be avoided throughout middlemen decreasing the costs at the time of the export |
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