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Pontificia Universidad Católica Del Perú Escuela PONTIFICIA UNIVERSIDAD CATÓLICA DEL PERÚ ESCUELA DE POSGRADO Consulting Report – Toulouse Lautrec TESIS PARA OBTENER EL GRADO DE MAGÍSTER EN ADMINISTRACIÓN DE NEGOCIOS OTORGADO POR LA PONTIFICIA UNIVERSIDAD CATÓLICA DEL PERÚ PRESENTED BY Marcial Ivo Silva Mercado Luis Enrique Arteaga Díaz Advisor: Pablo José Arana Barbier Surco, September 2019 Acknowledgments This report could not have been developed without the help of our friends Carina and Claudia, to whom we greatly appreciate your support. In addition, to Frida Melgar, representative of Toulouse Lautrec, for the support that allowed to finish this work. Dedications We dedicate this work to our families, for the unconditional support in our lives. In addition, to our colleagues in this program for helping us develop professionally and learn from them. Abstract Toulouse Lautrec is an Escuela de Educación Superior in Peru, the first institution in the country to obtain the SUNEDU licensing to operate as an escuela. It also belongs to the Educa group, to which also belongs Universidad de Ciencias y Artes de América Latina and the CERTUS Institute. The educational center was founded in 1983, being one of the first to focus on creative careers. Currently, TLS offers specialization in six subjects. Also, to offer a quality education, the company has two business units, Antegrado and Educación Continua. The company employs more than 900 professors, with a student body of 7,500 and more than 6,000 graduates. In recent years, one of the main challenges for TLS is to improve the image and profitability of Educación Continua business unit, which operates in the four buildings that the company has, sharing spaces with Antegrado in the campuses of Santiago de Surco and Magdalena, while at the sede of San Miguel and Independencia it operates 100%. To achieve the objective, the CENTRUM consulting team held meetings with the company to identify the problem and propose the optimal solution. After conducting an analysis of the company, it was determined that the problem to be solved is the low percentage of use of classrooms, mainly at the sede of San Miguel. In the course of the consultancy and with the commitment of TLS representatives, it was proposed to establish an innovation center at San Miguel. This implies enabling co-working spaces. The budget to implement this proposal amounts to S/608,600, and will give as a result a net present value of S/495,538. It is expected to develop this plan in September 2019 and have the spaces enabled by January 2020. The result of this proposal will bring sustained growth in the operating margin of sede San Miguel. Resumen Ejecutivo Toulouse Lautrec es una escuela de educación superior en el Perú, primera institución en el país en conseguir el licenciamiento de SUNEDU para operar como escuela. Además, pertenece al grupo Educa, al cual también pertenecen la Universidad de Ciencias y Artes de América Latina y el instituto CERTUS. El centro educativo fue fundado en el año 1983, siendo uno de los primeros en enfocarse en carreras creativas. En la actualidad, TLS ofrece especialización en seis temas. Asimismo, para ofrecer una educación de calidad, la empresa tiene dos unidades de negocio, Antegrado y Educación Continua. La empresa emplea a más de 900 docentes, con un alumnado de 7,500 estudiantes y más de 6,000 graduados. En los últimos años, uno de los principales retos para TLS es mejorar la imagen y rentabilidad de la unidad de negocio de Educación Continua, la cual opera en los cuatro edificios que tiene la empresa, compartiendo espacios con Antegrado en los campuses de Santiago de Surco y Magdalena, mientras que en las sedes de San Miguel e Independencia opera al 100%. Para lograr el objetivo, el equipo de consultoría de CENTRUM, sostuvo reuniones con la empresa para identificar el problema y proponer la solución óptima. Luego de realizar un análisis de la empresa, se determinó que el problema a solucionar es el bajo porcentaje de utilización de aulas en las aulas, principalmente en la sede de San Miguel. En el transcurso de la consultoría y con el compromiso de los representantes de TLS, se propuso establecer un centro de innovación en la sede. Esto implica habilitar espacios de co-working. El presupuesto para implementar esta propuesta suma S/608,600 y dará como resultado un valor presente neto de S/495,538. Se espera desarrollar este plan en el mes de septiembre del 2019 y tener los espacios habilitados para enero del 2020. El resultado de esta propuesta, traerá un crecimiento sostenido en el margen operativo de la sede San Miguel. ii Table of Contents List of Tables .......................................................................................................................... vii List of Figures .......................................................................................................................... ix Chapter I: General Situation of the Organization ................................................................ 1 1.1. Presentation of the Organization .................................................................................... 1 1.1.1. History ................................................................................................................. 1 1.1.2. Products and Services .............................................................................................. 2 1.1.3. Future goals .......................................................................................................... 3 1.1.4. Locations .............................................................................................................. 3 1.1.5. Organogram ......................................................................................................... 4 1.2. Industry Analysis (Porter´s Five Forces) ........................................................................ 5 1.2.1. Bargaining power of suppliers ............................................................................. 5 1.2.2. Bargaining power of customers ........................................................................... 7 1.2.3. Potential new entrants .......................................................................................... 8 1.2.4. Threat of substitutes ............................................................................................. 8 1.2.5. Competitive rivalry ............................................................................................ 10 1.3. External Analysis (PESTE) – Opportunities and Threats ............................................ 12 1.3.1. Political .............................................................................................................. 12 1.3.2. Economical ........................................................................................................ 16 1.3.3. Social 20 1.3.4. Technological ..................................................................................................... 24 1.3.5. Environmental .................................................................................................... 27 1.4. Internal Analysis (AMOFHIT) – Strengths and Weaknesses ...................................... 29 1.4.1. Administration and management (A) ................................................................. 29 1.4.2. Marketing and sales (M) .................................................................................... 30 ii Table of Contents List of Tables .......................................................................................................................... vii List of Figures .......................................................................................................................... ix Chapter I: General Situation of the Organization ................................................................ 1 1.1. Presentation of the Organization .................................................................................... 1 1.1.1. History ................................................................................................................. 1 1.1.2. Products and Services .............................................................................................. 2 2.1. Identified Problems .......................................................................................................... 44 2.1.1. Problems identified by the company .................................................................... 44 2.1.2. Problems identified by the consulting team ......................................................... 45 2.1.3. Changing the service mix ............................................................................................. 46 2.1.4. Reducing cost and expenses ................................................................................. 47 2.2. Key Problem ................................................................................................................. 49 2.2.1. Substance .............................................................................................................. 49 2.2.2. Location ................................................................................................................ 49 2.2.3. Ownership ............................................................................................................ 50 2.2.4. Magnitude ............................................................................................................. 50 2.2.5. Time perspective ..................................................................................................
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