Estrategias adoptadas en la historia empresarial de dos organizaciones tolimenses

• Cujiño Ibarra, Milena Johanna ^[1] ; Uribe Macías, Mario Enrique ^[1]
  1. [1] Universidad del Tolima

     Universidad del Tolima

     Colombia

     
• Localización: Desarrollo Gerencial, ISSN-e 2145-5147, Vol. 8, Nº. 1, 2016 (Ejemplar dedicado a: Enero - Junio)
• Idioma: español
• Títulos paralelos:
  • Strategies taken in the enterprise history of two tolima organizations
• Enlaces
  • Texto completo (pdf)
• Resumen
  • español

    El artículo se enmarcó en los campos de estudio: historia empresarial y estrategia. Su objetivo es analizar las principales estrategias que las empresas Velotax S.A. y Mercacentro adoptaron a lo largo de su historia y las incidencias que estas tuvieron. La investigación fue descriptiva mediante estudio de casos, método deductivo y aplicación de entrevistas semidirigidas al representante designado por cada gerencia. Las empresas fueron seleccionadas mediante consenso de panel. Las principales decisiones estratégicas de Velotax S.A. fueron: transformación en cooperativa, inversión de dos mil millones en vehículos, creación de tres sociedades anónimas para apalancar la empresa, remoción del señor Contreras del cargo de gerente y desarrollo de un proceso de preparación para la transición directiva. En Mercacentro: crecimiento y expansión como cadena regional de supermercados, creación de imagen y marca asociadas al concepto de región, creación de marca propia, incorporación de la familia en la administración de la empresa y diseño del protocolo de familia. Ambas empresas han estado sometidas en gran medida a la influencia del empresario (gerente), de quien se ha desprendido la formulación de la estrategia, la cual ha dependido de la época de creación y desarrollo, así como del ambiente competitivo en la industria dentro de la cual se desenvuelve cada empresa.

      ABSTRACTThe paper, Research kind, belonged to enterprises´ history and strategy study fields, its objective: analyze the main strategies the enterprises Velotax S.A. and Mercacentro adopted along their history and the incidences those had. Research was descriptive, by study of cases, deductive method, using semi-directed interviews to designated representative by every manager; the enterprises were selected by panel consensus. Some of main Velotax S.A. strategic decisions: its transformation into cooperative; investment of $2.000 million in vehicles; creation of three shareholder corporations in order to lever the enterprise; dismissal of post of manager Mr. Pedro Pablo Contreras; and develop of a preparation for managerial transition process in the enterprise. With regard to Mercacentro: growth and expansion, becoming a regional supermarket chain; creation of an image and brand associated to region concept; creation of its own-brand; family incorporation in the enterprise management; and the design of a family protocol. Both enterprises have been greatly subdued to entrepreneur (manager) influence, whose has made decision about strategy formulation; these strategies have depended of the creation and development epoch, as well as of competitive environment in the industry every enterprise belong.

  • English

    The paper, Research kind, belonged to enterprises´ history and strategy study fields, its objective: analyze the main strategies the enterprises Velotax S.A. and Mercacentro adopted along their history and the incidences those had. Research was descriptive, by study of cases, deductive method, using semi-directed interviews to designated representative by every manager; the enterprises were selected by panel consensus. Some of main Velotax S.A. strategic decisions: its transformation into cooperative; investment of $2.000 million in vehicles; creation of three shareholder corporations in order to lever the enterprise; dismissal of post of manager Mr. Pedro Pablo Contreras; and develop of a preparation for managerial transition process in the enterprise. With regard to Mercacentro: growth and expansion, becoming a regional supermarket chain; creation of an image and brand associated to region concept; creation of its own-brand; family incorporation in the enterprise management; and the design of a family protocol. Both enterprises have been greatly subdued to entrepreneur (manager) influence, whose has made decision about strategy formulation;these strategies have depended of the creation and development epoch, as well as of competitive environment in the industry every enterprise belong.