Desarrollo de un nuevo modelo de negocio para productos de la floricultura bajo el modelo estratégico del Océano Azul

Abstract

[ES] El Perú es un país que cuenta con una gran biodiversidad, 28 de los 32 climas que posee el mundo se encuentran ahí. Estos factores hacen que cuente con una flora muy apreciada y que inclusive tenga especies únicas en el mundo. Sin embargo, yendo a un aspecto más comercial, los productos de la floricultura son poco consumidos, ya que no existe una cultura de consumo del mismo, siendo únicamente usados en fechas especiales como el día de la madre o San Valentín. La estrategia del Océano Azul, como modelo estratégico nos permite ir más allá de lo que la competencia hace usualmente, buscando océanos que aún no han sido explorados y que a través de un buen estudio se pueda ofrecer a los clientes productos o servicios que le generen valor y que al mismo tiempo no generen un mayor costo a la empresa. En este trabajo de fin de Master, lo que se realizará es un análisis del estado actual de los productos de la floricultura, pasando desde la producción hasta la comercialización dentro del Perú, para que, a través de un estudio inicial de los modelos estratégicos tradicionales, pueda nutrir al análisis macroeconómico de la situación actual y sirva de base para la aplicación de la Estrategia del Océano Azul. Con la Estrategia del Océano Azul se pretende plantear un nuevo modelo de Negocio para la comercialización de los productos de la Floricultura en el mercado peruano. Este modelo permitirá alejarse de la competencia feroz y proponer al cliente productos que le generen valor, y por ende promueva un mayor consumo interno de este tipo de productos.

[EN] The world as it was known before the arrival of the COVID 19 pandemic, will no longer be the same. This pandemic is bringing as a result that the countries enter a great economic recession, fruit of the different measures that each country has taken in order to counteract the impact of this, on its population. Not only from the economic side, the change will be noticeable in the population, but this pandemic came to change people's consumption habits. In countries like Peru, where the population has not yet internalized the use of technological means to make their purchases, this change has had to take place in a radical way; However, not only was the population not prepared for this radical change, but the companies themselves viewed distantly from implementing technological means as part of their sales channels. These radical changes have led to many companies not having the reaction capacity that the market demands, causing many to have to close. It is there, where the little capacity that the average of Peruvian companies has for innovation is seen. Peru has a great biodiversity, fruit of the 28 microclimates that can be found in this territory. These factors allow it to possess a flora that is highly appreciated worldwide, but poorly developed on a commercial level. In this Master's Final Project, it is intended to make a proposal for an innovative business model for floriculture products, under the model of The Blue Ocean Strategy. This model is presented as a great alternative to the entrepreneur, who was born in uncertain times, such as that of the current situation. Thus, the objective is to present an innovative business model for the commercialization of Floriculture products in the Peruvian market, which allows it to move away from fierce competition and can focus on creating value for the consumer. For the development of this work, an analysis of the current state of floriculture products will be carried out, both locally and internationally, with a greater focus on the production and marketing chain in Peru. Subsequently, a study of traditional strategic models will be carried out, so that it can inform the macroeconomic analysis of the current situation and serve as the basis for the Blue Ocean Strategy and the Business Model Canvas proposal. In order to propose the innovative business model through the Blue Ocean Strategy, the boundaries of the market will be redefined, based on the six paths and the analysis of noncustomers. A new value curve will be proposed which includes the ERIC matrix, indicating the focus, divergence and the central message. Finally, through the correct strategic sequence, it will be known if the business model could work properly.