Design of a marketing information system to carry out the commercial budget. cimex las tunas case

SUMMARY

The work entitled Proposal for a Marketing Information System, carried out at the CIMEX Las Tunas Branch, has the purpose of contributing to the design of a Marketing Information System that contributes to the realization of a Commercial Budget at the Cimex Las Tunas Branch.

sim-marketing-information-system

The work is structured in two chapters, in the first chapter theoretical aspects are discussed, in the second chapter a marketing information system is proposed.

INTRODUCTION

Marketing is a philosophy of the company, according to which the satisfaction of customer needs is the economic and social justification for its existence and, consequently, all the activities of the company must tend to determine their needs and then satisfy them to obtain a profit. Consciously stable.

We are a country that has to take better advantage of its resources and marketing allows us to be more rational in production and services, to do what consumption is guaranteed because it is in demand, that is, as a way of doing business. Marketing is a way to successfully run an organization.

The process of Business Improvement, the continuous preparation of the tables in Management Techniques and the increasingly dynamic environment, determines that the efficiency of administrative decisions depends on the precision of the information systems designed in the entities. For decision-making, not only does the internal information matter, but the information that comes from the environment begins to have vital importance.

In most companies the barrier does not lie in not knowing the importance of implementing information systems, but in not knowing how to do it, and even when it is done, not taking advantage of the advantages that organizing processes would obviously give.

This work was carried out at the CIMEX Las Tunas Branch, belonging to the Cuban company Corporación CIMEX SA, with headquarters at Julián Santana Street No. 175 between Colón and Joaquín Agüero, First division of this city of Las Tunas.

This entity does not have a marketing information system that favors the realization of the commercial budget, so it intends to propose a marketing information system that allows it to draw up this budget, aimed at offering useful information to achieve better development. of the activity that is carried out, the above led us to the following problem in the CIMEX Las Tunas Branch, there are insufficiencies in commercial management that limit the preparation of the commercial budget, based on the previously stated problem, the objective is drawn up: design of a Marketing that contributes to the realization of a Commercial Budget at the CIMEX Las Tunas Branch, as hypotheses:If a Marketing Information System is developed, then it contributes to facilitating the realization of a Commercial Budget at the CIMEX Las Tunas Branch.

DEVELOPING

CHAPTER I. Theoretical Foundation.

1.1.- Conceptual Framework.

1.1.1.- The information system of the company.

A system is nothing more than a set of elements interrelated with common objectives. Therefore, under a systemic approach, an information system is made up of a set of integrated and interrelated elements that pursue the objective of capturing, debugging, storing, retrieving, updating and processing data to provide, distribute and transmit information on-site and moment in which it is required in the organization.

The information system of a company will also be an open system. The raw material that enters the information system is the data that, after adequate treatment, is transformed into output information.

In figure 1.1, it can be seen that the organization's activity is developed through a process of entries, transfers and exits. In this model, the information system is used as an information tool. The effectiveness of this information system depends on the management being able to develop adequate management.

Figure: 1.1. Information system. Classic approach.

1.1.2.- Objectives and characteristics of an information system.

Provide the different levels of management with the information necessary for planning, control and decision-making. Collaborate in achieving the company's objectives, supporting the realization and coordination of operational tasks. Extract competitive advantages from their environment.

Reliable: That it provides quality information, without errors. Selective: That it provides only the information necessary for the purpose assigned to it, ignoring the unnecessary information. Relevant: That the information provided is of such importance that the recipient is interested.

Timely: That the system provides the information when it is needed. Timely information, even if it has certain deficiencies (it is incomplete), is almost always more useful than untimely information, despite its high quality.

Flexible: The design of the system must allow its easy modification to adapt it to the changing needs of the organization and the variations of the environment.

1.1.3.- Information Systems and decision levels.

The Information System must play an important role in each and every decision level of a company. These decision levels represented in figure 1.2 are related to the hierarchical levels of the company.

Level Decisions

Strategic Registration

Address

level

Medium Tactics

level

Operational Operations

Figure 1.2. Decision pyramid.

1.1.4.- Procedures to determine the information needs.

The procedures are: the survey, the existing information system, the operating system and experimentation with a prototype of the information system

Survey: It allows knowing the information needs by directly asking the users of the information. It implies that the user is able to define what data he needs and how he wants the information to be provided to him.

Existing information system: It is the result of the evolution of the company and includes the information needs that have been produced so far; It can serve as a basis to define a new information system, to which the necessary data is incorporated.

Operating system: Composed of people, equipment, procedures, etc. It must allow detection of what information is used and why.

Experimentation with a prototype information system: It is useful when people are not able to indicate what information they need. As the identification and design of a specific information system passes through the knowledge of the necessary information, a prototype can be designed and, after a series of tests, choose the information system to be applied.

1.2.- Marketing Information System.

The Marketing Information System can be defined as a set of structured relationships, where men, machines and procedures intervene, and which aims to generate an orderly flow of relevant information, from sources internal and external to the company, intended to inform decisions within specific areas of marketing responsibility.

In order for a correct interpretation and application of data from information to be made, the following must be determined:

The degree of reliability of the information, subjecting it to an objective analysis, examining the method followed to obtain it, as well as the people and institutions that collected the data and published the information, and the rate of updating of the information used, since We need the most recent one that is in line with reality: the degree of discrimination or detail of the information used, so that data that allows knowing the components of the phenomenon studied are not included in the same concept.

Only adequate information makes it possible to have a company policy that determines the objectives to be achieved, the activity to be carried out, the decisions to be made; have a program, follow it and coordinate it; and finally establish a control mechanism that verifies that everything is going according to plan, make corrections and make the necessary adaptations.

It is essential to have a good Marketing Information System, both for the company itself in order to determine the objectives and decision making, and for the marketing auditor who will need it for the audit diagnosis and subsequent decision making.

1.2.2.- Making a Marketing Plan

The elaboration of a marketing plan is a really complex task, in which a rigorous planning and methodological criterion must prevail. With its elaboration, the aim is to systematize the different actions to achieve the best results in accordance with market circumstances. Although we are generally talking about marketing plans whose validity period is one year, there are those carried out in the long term, three or five years, in which the annual marketing actions are contemplated, which coordinated with those of the financial departments, human resources, production, etc. establishes the company's strategic plan.

We must bear in mind that the marketing plan is not something magical that increases the sales of our company, but the fruit of constant planning regarding our product or service and its sale with respect to the needs detected in the market. Any company, regardless of its size, type of activity or environment in which it operates, must work based on a marketing plan.

The marketing plan is an essential instrument in any company, since it facilitates the effective commercialization of any type of product or service. It is very risky to try to make a company succeed without having previously developed a marketing plan. This should be appropriate to the size of the company. There is no valid model for all of them, each company has to adapt it to their own needs, addressing each and every one of the variables that make up marketing, paying more or less attention to each of them depending on the different adjusted factors to the internal life of the company and the type of its organization chart.

We can find as many marketing plans as companies. We could define it, to highlight some of the most characteristic features, such as the preparation of a written document in which in a systematic, structured way, and after carrying out the corresponding analyzes and studies, the objectives to be achieved in a period of time are defined determined, as well as the programs and means of action that are necessary to achieve the stated objectives within the expected period.

Having a brilliant and magnificent marketing plan is not synonymous with success, since the most important part is pending: its execution. To bring it to fruition, it is necessary to establish an implementation plan that designates the specific tasks to be carried out by the different professionals who must intervene, mark the level of responsibility of each and a work plan where the times are reflected. of execution.

1.2.3.- Stages of the Marketing Plan

EXECUTIVE SUMMARY

Its brevity is not directly related to the level of importance, since in a reduced number of pages it must indicate an extract of the content of the plan, as well as the means and strategies to be used. Reading these pages, along with the recommendations that should also be included at the end of the plan, are the ones that will serve top management to obtain a global vision.

Those points in which you want to obtain more information will be those that introduce them to the general content of the plan, for this reason I have seen marketing plans in which the general index is included as an annex to this section.

ANALYSIS OF THE SITUATION

The marketing area of a company is not an isolated department that operates on the margins of the rest of the company. Above any market objective will be the mission of the company, its definition will be given by senior management, who must indicate what the corporate objectives are, that is, what business we are in and what markets we should target. This will be the general framework in which we must work to prepare the marketing plan.

A historical analysis: its purpose is to establish projections of the most significant events and from which, by examining past developments and future projections, quantitative estimates such as sales in recent years, the trend of the expansion rate of the market, product share, average order trend, product turnover levels, price behavior, the historical concept applies to at least the last three years.

A causal analysis: with which it is sought to find the reasons that explain the good or bad results in the objectives set, and not the excuses and justifications, as sometimes happens. Regardless of the analysis that we make of each of the stages of the previous plan, the response capacity that was had in the face of unforeseen competitive or conjunctural situations must be evaluated.

An analysis of the behavior of the sales force: true architects of the achievement of business objectives, it is convenient to carry out a detailed analysis both at the geographical and area levels, as well as at the delegation and individual level, the comparative and analysis tool is the ratio.

A market study: for a long time it has been thought that within the analysis of the situation, this was the only point that had to be developed to prepare a marketing plan and always through a survey; Paradoxically, it is not always necessary to do it to know both the market and the situation in which it starts, since there are very valid alternatives to obtain reliable information.

An analysis of the weaknesses, threats, strengths, opportunities: it is in the marketing plan where it has its maximum exponent since it will analyze and study all the strengths, weaknesses, threats and opportunities that are or may arise in the company or competition, which will allow us to reflect not only the current situation but the possible future.

Analysis of the degree of market rejection: tries to analyze and evaluate the degree of acceptance or rejection that manifests itself in the market regarding a product or company. If it is not considered in its proper measure, it eventually produces heavy economic losses, given that when a new product appears that seems to respond to the most demanding guidelines and that it meets all needs, it could be rejected. acceptance without apparent logic.

Within the marketing plan, when developing the situation of a company within the market, it must be considered that, together with the analysis carried out so far, it is necessary to consider other external and internal factors that directly affect the results, therefore It is convenient to include them within this stage and they will be decisive in the following ones. Among the main ones, we can highlight:

Environment:

Socioeconomic situation Legal regulations Changes in cultural values Appearance of new market niches

Image:

Company, products, sector, competition, international level.

Professional qualification:

Management team.External collaborators.Sales teams.Degree of identification of the teams.

Market:

Same size Segmentation Purchase potential Supply analysis Demand analysis Qualitative analysis

Distribution network:

Types of point of sale. Professional qualification. Number of points of sale. Commercial actions carried out. Logistics.

Competition:

Market share Distribution network Services offered Professional level Network implementation

Product:

Technology developed. Global sales participation. Current range. Rotation levels. Analysis of different variables (core, size and brand…). Margins. Guarantees. Delivery times.

Communication policy:

Selected Targets. Communication objectives. Work teams. Existence of internal communication.

DETERMINATION OF OBJECTIVES

The objectives are a central point in the development of the marketing plan, since everything that precedes them leads to their establishment and everything that follows them leads to their achievement. The objectives in principle determine numerically where we want to go and in what way; These must also be in accordance with the general strategic plan, an objective also represents the desired solution of a market problem or the exploitation of an opportunity.

Characteristics of the objectives

With the establishment of objectives what is most pursued is the setting of sales volume or market share with the least possible risk, for this the objectives should be:

Viable: that is, they can be achieved and are formulated from a practical and realistic perspective.

Concrete and precise: fully consistent with company guidelines.

In time: adjusted to a work plan.

Agreed upon: encompassed by the general policy of the company, they must be accepted and shared by the rest of the departments.

Flexible: fully adapted to the needs of the moment.

Motivators: as with sales teams, these must be constituted with an achievable challenge.

Not all marketing professionals accept the term qualitative objective, quantitative objectives are set to give results in the short term, it is the qualitative ones that make us consolidate over time and obtain better results in the medium and long term:

Quantitative: to the sales forecast, profit percentage, new customer acquisition, lost customer recovery, market share, penetration coefficient.

Qualitative: image improvement, higher recognition, quality of services, opening of new channels, professional improvement of the sales force, R&D assessment…

DEVELOPMENT AND SELECTION OF STRATEGIES

The strategies are the action paths available to the company to achieve the planned objectives; When a marketing plan is drawn up, these should be well defined in order to position themselves advantageously in the market and against the competition, in order to achieve the highest profitability of the commercial resources assigned by the company.

Likewise, you should be aware that all strategies must be formulated based on an inventory of the strengths and weaknesses, opportunities and threats that exist in the market, as well as the internal and external factors that intervene and always agree with the corporate guidelines of the company.

Strategic marketing indicates the different types of strategy that a company can adopt, depending on the nature and nature of the objectives to be achieved. We cannot always obtain the same results with the same strategy, since it depends on many factors, the word "adapt" plays a major role again. Therefore, although the strategy we establish is correctly defined, we cannot have a guarantee of success. Its effects will be seen in the long term.

The process to follow to choose the strategies is based on:

The definition of the target audience that you want to reach. The general approach and specific objectives of the different marketing variables (product, communication, sales force, distribution…). The determination of the budget in question. The global assessment of the plan, which will allow us to know if we obtain the fixed profitability. The designation of the person in charge who will be in charge of achieving the marketing plan.

For information purposes, we indicate below some possible strategic orientations that can be considered, both independently and in combination with each other:

Enter the Internet. Elimination of less profitable products. Modify products. Expand the range. Support the sale of the most profitable. Focus on the most profitable channels. Support the sale of 'child' products. Close the least profitable branches. Support to the point sales.Modify distribution channels.Improve production efficiency.Modify delivery systems.Remove from selected markets.Specialize in certain products or markets.

ACTION PLAN

If you want to be consistent with the selected strategies, you will have to prepare an action plan to achieve the proposed objectives within the specified time frame. Any objective can be reached from the application of different strategic assumptions and each of them requires the application of a series of tactics. These tactics define the concrete actions that must be carried out in order to achieve the effects of the strategy. This necessarily implies having the human, technical and financial resources capable of successfully carrying out the marketing plan.

It can be affirmed that the objective of marketing is the point of arrival, the selected strategy or strategies are the way to follow in order to achieve the established objective or objectives and tactics are the steps that must be taken to travel the path.

The different tactics used in the aforementioned plan will be included in the marketing mix, since different specific strategies will be proposed, combining the marketing variables appropriately. They can be supported in different combinations, which is why at this stage we limit ourselves to listing some of the actions that could be implemented, which of course will be based on everything analyzed in the previous stages.

About the product: eliminations, modifications and launching of new products, creation of new brands, extension of the range, quality improvement, new packaging and sizes, added values to the product, creation of new products…

About the price: revision of the current rates, change in the discount policy, incorporation of rappels, purchase bonuses…

On distribution channels: Internet access, support to the retailer, setting conditions for wholesalers, opening of new channels, stock policy, improvements to the delivery time, transportation subcontracting…

On the commercial organization: definition of functions, duties and responsibilities of the different commercial levels, increase or adjustment of staff, modification of sales areas and routes, compensation and incentive of vendors, fulfillment and processing of orders, subcontracting of task forces.

On comprehensive communication: hiring a press office, creating a website, media and support plan, budgeting, promotional campaigns, direct marketing policy.

BUDGET ESTABLISHMENT

Once you know what to do, only the necessary means to carry out the previously defined actions are missing. This is materialized in a budget, whose spending sequence is made according to the work programs and time applied.

For the General Directorate to approve the marketing plan, it will want to know the quantification of the effort expressed in monetary terms, since money is a common denominator of various resources, as well as what it leads to produce in terms of benefits, since it will be able to issue a judgment on the viability of the plan or showing interest in carrying it out. After approval, a budget is an authorization to use financial resources. It is not the means to achieve a goal, that means is the program.

CONTROL METHODS

Control is the last requirement of a marketing plan, management control and the use of dashboards allow knowing the degree of compliance with the objectives as the defined strategies and tactics are applied. Through this control, the aim is to detect possible failures and deviations in accordance with the consequences that these generate, in order to apply solutions and corrective measures with the utmost immediacy.

If these control mechanisms were not established, we would have to wait for the exercise to end and then see if the objective set has been reached or not. In the latter case, it would be too late to react. Thus, the control mechanisms allow to know the partial achievements of the objective in relatively short periods of time, so the ability to react is almost immediate.

The methods to be used will be made once the Key Results Areas (ARCs) have been selected and identified, that is, those aspects that provide the greatest contribution to the performance of commercial management. Below we will briefly describe the type of information that the marketing department will need to assess possible deviations:

Sales results (by delegations, product range, by seller…). Profitability of sales for the same concepts outlined above. Control ratios established by the management. Control of the activity of the sellers. Results of the different communication campaigns.Rate of visits per order.Rate of income per order.

Finally, it only remains for us to analyze the possible existing deviations, to carry out the corresponding feed-back with the aim of investigating the causes that may have produced them and can serve us for subsequent experiences.

Therefore, in view of the different periodic checks that we carry out, it will be necessary to carry out modifications to the original plan, of greater or lesser importance. It would not hurt to establish drafts of alternative plans, both in the event of the failure of the original plan and to reinforce any deviations that may occur. This will give an immediate response and reaction capacity, which will make them more competitive.

CHAPTER II: DESIGN OF THE INFORMATION SYSTEM IN THE CIMEX LAS TUNAS BRANCH

2.1.- Characterization of the Company

The Las Tunas Branch was established, by Agreement of the Board of Directors of the Cuban Society Corporación CIMEX SA, on October 18, 2004, but began its activities on January 1, 2005.

In 2004, as a representation of the Oriente Norte Branch, located in the Holguín province, the application for Business Improvement was presented to the entity, which was approved in January of the current year as an independent Branch, meeting in these moments in the Implementation stage.

It has subordinates to four Complexes: La Época, La Reforma, Innovación and Colombia, which function as Base Business Units and group the stores, points of sale, service centers, photoservice and units of the Western Union.

In addition, there is a FINCIMEX agency for the processing of credit cards in CUC, a HAVANAUTOS agency for the rental of vehicles and one of ADESA in charge of the supervision and inspection of the containers received with the merchandise, both last of central subordination.

It has 8 Stores including the Wholesaler, 3 Rapids, 3 Sodas, 2 Photo Service, 3 Service Centers (each assumes sale of fuel, food and non-food products and gastronomic services), 33 Points of sale and 5 units where service is provided. the Western Union.

The Mission of the Las Tunas Branch of the Cimex SA Corporation is to capture the foreign currency that reaches the population of our territory through various channels, through Retail Trade, in the activities of shops, service centers, gastronomic centers and photographic services and sale, rental of movies, music and accessories.

Likewise, we must participate in solving the needs of tourism entities, the foreign exchange collection sector and other entities that have funds in freely convertible currency, through Wholesale Trade in merchandise, supplies and technological or other services.

Our work is aimed at providing an excellent service, in order to satisfy the needs of our clients, based on the professionalism and ethics of our staff and the use of advanced management technologies and systems.

Social object. The Branch has its own legal personality and the activities it is authorized to carry out are included in the corporate purpose of the Cimex SA Corporation.

The Branch has approved the carrying out of productive activities of a wholesale, retail and service commercial nature, among which the following may be related:

Wholesale and retail marketing of goods in general in freely convertible currency, including food and non-food products such as: preserves, alcoholic beverages, ice cream, toys and souvenirs, household items, costume jewelery, optics, electrical products, hardware, medical, textiles, footwear, hardware and any other for family or personal consumption.

Wholesale and retail marketing in freely convertible currency of raw materials, components, accessories, spare parts, supplies and merchandise destined for national and foreign entities.

Wholesale and retail marketing in freely convertible currency

of information support modalities in any format, such as equipment and audiovisual media.

Wholesale and retail marketing in freely convertible currency of fuel, lubricants, accessories for motor vehicles, their parts, pieces and other products.

Wholesale and retail commercialization in freely convertible currency of television and graphic advertising media, cameras, rolls and other photographic and image reproduction articles, as well as publications, such as books and magazines.

Provision of gastronomic, photographic, developing and slide show services.

Provision of energy repair and maintenance services and of movable and immovable property.

Provision of warranty and after-sales services for the productions and merchandise that it markets. Provision of services related to the Western Union.

2.2.- Proposal for the Marketing Information System.

Surveys.

As a result of the applied surveys, the absence of a Marketing department is evident and, consequently, the entity does not have a marking strategy for the realization of the products and services it performs.

Surveys applied to clients showed that there is not full satisfaction with the products and services that the Branch provides, and shows that the order of priority of the tunero to make purchases is as follows:

Feeding.

Hygiene and Cleaning ProductsMaintenance, repair and construction of houses.Confections and Footwear.Electronics and Home Appliances.

As there is no information channel, the company does not include the needs that may currently serve as the basis for defining an information system. See annex No.1

Existing information system.

The existing mechanism does not meet the needs of the company as there are still difficulties in the information system, as a consequence the development of an information system does not evolve.

Example: The purchase of products for marketing is done without taking into account the needs of customers as well as the quality of these products, consequently they stagnate and for their realization it is necessary to decrease sales prices.

Operating system.

The current system is deficient because it does not have a marketing department. Due to the structure and the existing information system, it is not possible to know the different concepts of expenses incurred in the commercial activity, since all of them are accounted for under the element of distribution and sales, and expenses of commercial operations. This makes it impossible to carry out different analyzes to evaluate the efficiency of this activity, as well as carrying out activities that would undoubtedly directly and positively influence the company.

Proposed information system.

Proposal of expense items and their source of financing related to the commercial activity that must be budgeted and reflect their execution in the different Financial Statements.

EXPENDITURE ITEMS	FUNDING SOURCE
ACCOMMODATION AND DIET EXPENSES	BUSINESS SITUATION AND MEETINGS
PROMOTIONAL AND SALES EXPENSES	INFORMATION FENCES, SPECIFIC CAMPAIGNS, PRICE LIST, BROCHURE
OFFICE MATERIAL EXPENSES	STATIONERY, MODELING, PENCILS, PENS, DESKTOP ITEMS, CLAMP, POCKET CALCULATOR
CONSUMPTION EXPENSES OF COMPUTER MATERIAL	COMPACT DISCS, DISKETS, INK CARTRIDGES FOR PRINTERS, MAUS, KEYPADS (the latter are replacements)
LEGALIZATION EXPENSES	LEGAL PROCEDURES, DOCUMENT MANAGEMENT (CUSTOMS SERVICES, MESSAGING AMONG OTHERS.
EXPENSES ASSOCIATED WITH THE MARKETING OF PRODUCTS AND SERVICES	COMING FROM THE COST SHEET.
EXPENSES OF PARTICIPATION OF NATIONAL AND INTERNATIONAL FAIRS AND EVENTS	CALL, APPLICATIONS FOR PARTICIPATION, CONVENTIONS AND FESTIVAL WITH THE AIM OF PROMOTING THE IMAGE AND CORPORATE BRANDS

CONCLUSIONS

The proposal of a marketing information system constitutes a starting point for the elaboration of the Commercial Budget in the CIMEX Las Tunas Branch. The elaboration of the commercial budget will allow to obtain better results in the performance of the activity.

RECOMMENDATIONS

Taking into account the exposed in this work, carry out actions aimed at the implementation of a Marketing Information System that allows the preparation of the Commercial Budget.

BIBLIOGRAPHY

Resolution 297, Ministry of Finance and Prices, 2003.Arjonilla Domínguez, S., and Medina Garrido, J. (1998): The Management of Information Systems in the Company, Madrid.Jáuregui, (1992): The Information System and its structure, MAP.

ANNEXES

Annex no. 1.- Customer satisfaction survey. CIMEX Las Tunas Branch.

1.- What products or services have you received in our units?

2.-Is each product accompanied by technical information or specificities ?. Mark with an X.

This information has been:

Complete: ____

Incomplete: ____

No information received: _____

3.- When making your purchases, which products would you select in order of priority:

Hygiene and Cleaning Products ____

Maintenance, repair and construction of houses. ____

Electronics and Appliances. _____