STRATEGIC MANAGEMENT

TRABAJO COLABORATIVO 2
TRABAJO FINAL

PRESENTADO A
KARLA NATHALIA TRIANA
TUTORA

PRESENTADO POR
AURELIO EDUARDO RUBIANO DIAZ
CODIGO: 91285086

GRUPO:
212053-10

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA - UNAD

CEAD SOAT
01 DE NOVIEMBRE DE 2017
SOATA
BOYAC
 INTRODUCTION

For most companies, a directional strategy acts as a rudder to steer the company through both
quiet and turbulent times. Without a management strategy, companies can lose sight of their
goals and objectives or get out of the way with projects and plans. A directional strategy
keeps the companies focused in the most strategic way possible, while continuing to grow
their income and the products and services offered to customers.
Most directional strategies can grow a business in one of two ways: through vertical growth
or horizontal growth. Vertical growth can include focusing on current customers to increase
their spending on products and services, or developing new products to sell to your base.
Horizontal growth, on the other hand, means looking for new customers in your immediate
area to buy your current offers and expand your reach to other places to grow your customer
base.
 OBJECTIVES

GENERAL OBJECTIVE

see how important is to formulate, execute and control the company strategy, from the main
aspects of the organization general vision.

SPECIFIC OBJECTIVES
perform the readings of unit 2.

make a presentation on the corporate strategies, the BCG matrix and the balance score
card.

define a strategic plan.

 SELECTED COMPANY

ALPINA S.A.
COMPANY DESCRIPTION

ALPINA COLOMBIA S.A, is a company of the real sector, whose main function is the
manufacture, transformation, development, exploitation, sale, distribution, import and export
of all kinds of food products, mainly dairy products.

MISSION
The areas that make up Alpina have the mission of working together, in a collaborative and
agile way focusing on actions and results that continue to maintain Alpina's leadership in the
sector.

VIEW
It is important to emphasize that while the Company has led over time the main categories
of dairy products in which it participates, its strategy is focused on maintaining this leadership
by rethinking the dairy market vision and constantly innovating in products and processes.

VALUES
The Alpina Ethics Line is a confidential and anonymous reporting mechanism, where
employees, customers, consumers and / or suppliers may report and / or consult non-ethical
actions or situations that may affect the interests of the Organization.

The Ethics Line will be enabled 24 hours a day, 7 days a week. On weekends and holidays,
you can leave messages in a mailbox or use different mechanisms to the telephone line. The
persons who make a report remain anonymous and in no case will the identity of the same
be revealed.
 STRATEGIC PLAN

GROWTH STRATEGY
To achieve a growth in sales of your company, there are 4 possible combinations based on
markets and products. The following table shows the available strategies:

Productos Actuales Productos nuevos

Mercados Actuales Penetracin de mercados Desarrollo de Productos

Mercados Nuevos Desarrollo de Mercados Diversificacin

MARKET PENETRATION
It consists of growing in the same market and with the same products. Some ways to achieve
market penetration would be:
Define our marketing strategy to obtain new customers within the region where we are
currently.
Offer current customers other products they have not yet purchased. For example, offer our
customers who have bought us life insurance, insurance against theft or fire. Offer our clients
who have bought us an accounting system, who now install a checking system, etc.

MARKET DEVELOPMENT.
This way of growing consists of selling the products we currently have in new markets. The
advantage of this way of growing is that you know the benefits of our products, you have the
experience in selling it, and you have a base of satisfied customers who can recommend us.
If our market is in a city, we will seek to be regional. If we are regional, we will grow
nationally. If we already have the national market, look to grow internationally.
It is very important that the business already works as a "system" to grow new markets. The
fact of having defined policies, as well as operating manuals and processes already proven to
ensure quality and success, will help us from the moment we hire those people who will help
us to serve the new markets. It will help us to train the new people we hire, and it will be very
useful to start up branches in other cities that replicate our current office. Having already our
business operating as a system, we can even create franchises of our product.
Clear examples of this would be businesses like Mc Donalds, who simply replicate the
operation of their fast food restaurants every time they open a new branch. If your business
has already proved successful and does not depend on you to work, replicate it in new
branches.

PRODUCT DEVELOPMENT
Another way to grow is by developing new products. An example of a company that has
grown with this strategy is the software giant Microsoft. They created the MS-DOS operating
system, then windows, follow windows 95, windows 98, windows millenium, Windows XP
and now Windows Vista. They have improved their key product by creating a new operating
system. In addition, they have developed other products that revolve around the office (excel,
word, powerpoint, access).
Another example is the record companies, which year after year are looking for and
developing new talents of music.
Try to create new products that are related to the products you currently use, to take advantage
of the market you already have.

DIVERSIFICATION
This strategy is the last one recommended, since it involves a very big reduction in the use
of the experience that is had with the current products and markets. This strategy seeks to
create new products and sell them to new customers. It is recommended when the activities
we are doing are not successful, when we are anticipating changes that will very negatively
affect our current situation, or when we already cover the other three possibilities for growth.

PENETRATION
It seeks to obtain a greater proportion of the target market, removing from the competition
part of its contribution. This goes hand in hand with marketing strategies, and it uses activities
such as advertising, promotions, events, sampling, campaigns, among others. It is highly
convenient to have (or build) a very clear differentiation for the product or service to
implement this strategy. It must be considered that getting to move alternative products is
also a possibility to increase penetration. An example is the case of Bonafont, which has
displaced other beverages, especially soft drinks, taking away a significant fraction of the
market they owned.
REPLICATION
Create new operations similar to the one that gave them origin. The objective is to reach new
markets and increase competitiveness through lower cost and greater presence. One example
is the OXXO convenience store chain that has created a very extensive and competitive
marketing network by keeping operating costs low in each store.

EXPANSION
New operations different from the one that gave rise to them, but with a certain degree of
relationship, either by joint suppliers, target customers in adjacent or related sectors. There
are several cosmetic companies that have created special product lines for men and children;
One of the best known in Mexico is Avon.

EXTENSION
Increase the capacity of operations. In general, this is due to an inability to meet the demand,
in anticipation of this happening in the short term, or the increase in demand for any other
reason. Frequently this leads to having large centralized operations and leads to the
development of complex distribution and service systems. It is the most common form of
growth in companies and the origin of distribution systems such as Cervecera Cuauhtmoc-
Moctezuma.

FRANCHISE
It is a replication strategy, except that the business owner gives his know-how and the right
to operate for a certain time under the same corporate identity in exchange for economic
retribution and compliance with certain rules. Possibly the best known franchise is
McDonald's. In general, businesses develop their own operations in the most profitable
markets and then offer franchises for less profitable markets or where the conditions for the
original company would not be so beneficial.
ACQUISITION
When the company has a high purchasing power can visualize the growth through the
purchase of another company with high potential, especially if the latter is in a difficult
situation, or if it is a direct competitor. This strategy is one of the safest, because prior to
making the purchase, consultancies specialized in valuation are hired to carry out the process
called due diligence. While the growth is immediate, the cost of the acquisition also requires
time to recover, so the business does not immediately benefit from this action. Acquisitions
can be made from the market, that is, brand and customers, or include operations. The
strategies behind such acquisitions can be very diverse. An example is the case of the
purchase of the Saab brand by Swedish Koenigsegg, its competitor, General Motors.

JOINT VENTURE
Some companies find that their growth desires are limited by lack of capacity, knowledge,
resources, or because new activities require functions that would not be affordable to do them
alone. In those cases, they find companies that are experts in doing exactly what they lack or
competitors with whom they share part of the costs and reach agreements to conduct a
business together. Joint ventures have been given in large companies such as Air France-
KLM-Delta. However, it has also been carried out in smaller companies.

FUSION
Although in Mexico the merger of companies is not usually seen as growth, but as a simple
way out of a crisis or disguising an acquisition, the reality is that many companies benefit
from such synergies. The characteristic of the merger is that the result is a single strengthened
company, where the fixed costs are shared and the strengths of each party are used to boost
the new company. Such is the case of the merger of Cemex with four other companies in
February 2005, where Cemex Concretos subsisted as a merger.
STRATEGIC ALLIANCE
The strategic alliance is very similar to society, except that the companies remain as separate
entities. The purposes of an alliance can be very diverse, where the common factor is to use
the strength of a larger entity to address something that would have been inaccessible or
difficult to achieve for any of the members alone, be it new markets, volume negotiations
with suppliers, or develop products where their strengths are used. A recent example is the
alliance formed by Dell and Telefonica to develop the mobile internet.
 BIBLIOGRAPHIC REFERENCES

Jeyarathmm, M. Strategic Management, (pp. 122-147, 190-207) Global Media, 2007. ProQuest
Ebook Central, Retrieved from: http://bibliotecavirtual.unad.edu.co:2460/lib/unad-
ebooks/reader.action?ppg=134&docID=3011305&tm=1502838885344

Murray, A. I. (1988). A contingency view of Porter's generic strategies. Academy of

management review, 13(3), 390-400. Retrieved
from: http://bibliotecavirtual.unad.edu.co:2051/login.aspx?direct=true&db=buh&AN=4306951&l
ang=es&site=eds-live

Wright, E., Fowler, D., & Moss, H. (2016). the one page strategic plan. Supervision, 77(2), 3.
Retrieved
from: http://bibliotecavirtual.unad.edu.co:2051/login.aspx?direct=true&db=f5h&AN=112361377
&lang=es&site=eds-live
Grasseov, M. (2010). Utilization of Balanced Scorecard in Public Administration. Revista
Academiei Fortelor Terestre, 15(1), 49-57. Retrieved
from: http://bibliotecavirtual.unad.edu.co:2048/login?url=http://search.ebscohost.com/login.asp
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