• Análisis del retorno de la inversión en la gestión comercial de los supermercados en el Perú

      Pérez Peral, Anastasio; Zamudio Gutiérrez, Alfredo (Universitat Politècnica de Catalunya, 2015-06-15)
      Globalization has irreversibly transformed our reality. However, firms must work to develop new ideas that mitigate the negative effects of globalization, take advantage of its opportunities and propose new forms to make their businesses profitable. In the last fifteen years, the dynamic Peruvian supermarket industry has meant supermarket chains have expanded. Although the number of supermarkets in Peru jumped from 121 in 2008 to 205 in December 2012, according to Maximixe (2013), modern markets (i.e., supermarkets) in Peru only have a market share of 15% while traditional markets (i.e., bodegas and market stalls) continue to dominate the Peruvian market with an 85% market share. In contrast, countries such as Chile, Brazil and Ecuador have an average market share of 60%. These numbers show significant potential for continued supermarket growth and give rise to this analysis of the return on investment of sales management in Peruvian supermarkets. Given the industry's dynamism and Peru's significant market potential, the purpose of the study is to analyze the return on investment in sales management of these Peruvian supermarkets using non-financial metrics at the supermarkets owned by the industry's three main firms: Interbank (Plaza Vea y Vivanda), Falabella (Tottus) y Cencosud (Metro y Wong). The study will analyze economic category of mid-sized supermarket stores with sales areas in the range of 1500-2500 m2 that sell approximately 20,000 products among supermarket chains that are most representative and present in Peru. To do so, the study will first evaluate an analysis using financial metrics that can serve as a basis or structure to use the proposed methodology described in the chapter of the same name. Return on investment is usually calculated with financial metrics which, while necessary, only explain what has happened in the past and only allow for a reactive sales management and not a proactive one. To manage financial information looking forward, we need more than financial metrics. We need non-financial metrics that can foresee what financial metrics can reflect after the fact. The supermarket industry, with its strong growth in Peru and Latin America, has significant influence on employment, as well as changing daily habits surrounding purchases, recreation and other products. As such, it's important to understand both the financial and non-financial parameters of growth.
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