Propuesta de estrategia empresarial para la Asociación Agroindustrial Comercial (ASOAGRIC), a partir de un análisis administrativo integral de su modelo de negocio, que contribuya a la mejora de su gestión
Fecha
2025
Autores
Figueroa Naranjo, Guilber Mauricio
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Editor
Universidad Nacional, Costa Rica
Resumen
La Asociación Agroindustrial Comercial (ASOAGRIC), es una organización sin fines den lucro, pero con la convicción de ayudar a los pequeños productores de la zona de Pérez Zeledón, por medio del desarrollo de proyectos, con los cuales se logre un mejor estado económico de los agricultores asociados. La empresa comenzará con un proyecto de producción de aceite de Sacha Inchi, donde sus proveedores serán productores de la zona, de igual forma la organización brindará capacitaciones a los asociados para la producción. La misión de la empresa brinda de forma concisa la idea de su objetivo como organización la cual es: “Somos una asociación de productores Agropecuarios, enfocados en desarrollar proyectos para mejorar la economía de los asociados y sus familias, mediante la innovación, investigación e implementación de productos de alto valor agregado, que satisfaga a los clientes”, dejando claro que la asociación es por y para los agricultores. Se realiza un diagnóstico del área administrativa, operativa y financiero con el cual se logra determinar la estructura organizacional de ASOAGRIC, estableciendo la misión, visión y valores. La elaboración del análisis FODA indica que la empresa debe enfocarse en las estrategias para afrontar las debilidades y amenazas, esto determinado por el balance estratégico, y las estrategias se establecen en el análisis CAME. Con el análisis PESTEL de determina que la mayoría de los criterios son negativos, por consiguiente, existe más amenazas que oportunidades. Se determinan las acciones para reducir costos, aumentar ingresos y maximizar la rentabilidad, estas acciones se plantean a futuro, cuando la empresa este en operaciones, pero las acciones establecidas sin duda brindarán mejoras en las finanzas de ASOAGRIC. La mejora de los procesos administrativos de la empresa estará dada por la capacitación de la junta directiva de ASOAGRIC, y la elaboración de un manual de políticas y procedimientos. Se establecen diagramas de flujo de los procesos que tendrá la empresa, para lograr que los colaboradores tengan una visión clara de los pasos a seguir, los cuales son: proceso de inscripción de socios, extracción de aceite, compra de Sacha Inchi y reclutamiento. ASOAGRIC brindará un producto de alta calidad como lo es el aceite de Sacha Inchi, la empresa proyecta una producción de 2000 litros al año, para esto necesitará invertir en maquinaria, equipo e infraestructura. Por lo tanto, la empresa tiene que realizar una inversión significativa la cual sería de ₡116 397 504, de los cuales un 80% serían por un financiamiento o donación de alguna entidad gubernamental, y el restante 20% sería por parte de la asociación. Según los indicadores financieros TIR, VAN, ID y PRI, determinan la viabilidad de la inversión en la producción de aceite de Sacha Inchi. El VAN da como resultado ₡9 449 159, lo que indica que la empresa tendrá ese monto como ganancia al final del periodo. Este es un dato positivo porque determina que la empresa recupera lo invertido, y que además tendrá una ganancia. Por este motivo y otros se resalta la viabilidad del plan de negocios de ASOAGRIC.
The Asociación Agroindustrial Comercial (ASOAGRIC), is a non-profit organization, but with the conviction to help small producers in the Pérez Zeledón area, through the development of projects, with which a better economic status of the associated farmers is achieved. The company will start with a project for the production of Sacha Inchi oil, where its suppliers will be producers in the area, and the organization will also provide training to members for production. The company's mission statement provides a concise idea of its objective as an organization, which is: “We are an association of agricultural producers, focused on developing projects to improve the economy of members and their families through innovation, research, and implementation of high value-added products that satisfy customers,” making it clear that the association is by and for the farmers. A diagnosis of the administrative, operational and financial areas was carried out to determine ASOAGRIC's organizational structure, establishing its mission, vision and values. The SWOT analysis indicates that the company should focus on strategies to address weaknesses and threats, as determined by the strategic balance, and the strategies are established in the CAME analysis. With the PESTEL analysis it is determined that most of the criteria are negative, therefore, there are more threats than opportunities. Actions are determined to reduce costs, increase income and maximize profitability. These actions are planned for the future, when the company is in operation, but the actions established will undoubtedly improve ASOAGRIC's finances. The improvement of the company's administrative processes will be achieved by training ASOAGRIC's board of directors and preparing a policies and procedures manual. Flow charts of the company's processes will be established so that the collaborators have a clear vision of the steps to follow, which are: membership registration process, oil extraction, purchase of Sacha Inchi, and recruitment. ASOAGRIC will provide a high quality product such as Sacha Inchi oil. The company plans to produce 2,000 liters per year and will need to invest in machinery, equipment, and infrastructure. Therefore, the company has to make a significant investment of ₡116,397,504, of which 80% would be financed or donated by a government entity, and the remaining 20% would be provided by the association. According to the financial indicators IRR, NPV, ID and PRI, they determine the viability of the investment in the production of Sacha Inchi oil. The NPV results in ₡9 449 159, which indicates that the company will have that amount as profit at the end of the period. This is a positive data because it determines that the company recovers its investment, and that it will also have a profit. For this reason and others, the viability of ASOAGRIC's business plan is highlighted.
The Asociación Agroindustrial Comercial (ASOAGRIC), is a non-profit organization, but with the conviction to help small producers in the Pérez Zeledón area, through the development of projects, with which a better economic status of the associated farmers is achieved. The company will start with a project for the production of Sacha Inchi oil, where its suppliers will be producers in the area, and the organization will also provide training to members for production. The company's mission statement provides a concise idea of its objective as an organization, which is: “We are an association of agricultural producers, focused on developing projects to improve the economy of members and their families through innovation, research, and implementation of high value-added products that satisfy customers,” making it clear that the association is by and for the farmers. A diagnosis of the administrative, operational and financial areas was carried out to determine ASOAGRIC's organizational structure, establishing its mission, vision and values. The SWOT analysis indicates that the company should focus on strategies to address weaknesses and threats, as determined by the strategic balance, and the strategies are established in the CAME analysis. With the PESTEL analysis it is determined that most of the criteria are negative, therefore, there are more threats than opportunities. Actions are determined to reduce costs, increase income and maximize profitability. These actions are planned for the future, when the company is in operation, but the actions established will undoubtedly improve ASOAGRIC's finances. The improvement of the company's administrative processes will be achieved by training ASOAGRIC's board of directors and preparing a policies and procedures manual. Flow charts of the company's processes will be established so that the collaborators have a clear vision of the steps to follow, which are: membership registration process, oil extraction, purchase of Sacha Inchi, and recruitment. ASOAGRIC will provide a high quality product such as Sacha Inchi oil. The company plans to produce 2,000 liters per year and will need to invest in machinery, equipment, and infrastructure. Therefore, the company has to make a significant investment of ₡116,397,504, of which 80% would be financed or donated by a government entity, and the remaining 20% would be provided by the association. According to the financial indicators IRR, NPV, ID and PRI, they determine the viability of the investment in the production of Sacha Inchi oil. The NPV results in ₡9 449 159, which indicates that the company will have that amount as profit at the end of the period. This is a positive data because it determines that the company recovers its investment, and that it will also have a profit. For this reason and others, the viability of ASOAGRIC's business plan is highlighted.
Descripción
Licenciatura en administración con énfasis en gestión financiera
Palabras clave
NEGOCIOS PEQUEÑOS, ORGANIZACIONES SIN FINES DE LUCRO, GESTIÓN, DIAGNÓSTICO, ANÁLISIS FINANCIERO, PLANIFICACIÓN ESTRATÉGICA, SMALL BUSINESSES, NON-PROFIT ORGANIZATIONS, MANAGEMENT, DIAGNOSTIC, FINANCIAL ANALYSIS, STRATEGIC PLANNING