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Southern Cabinet Case

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Universidad de Puerto Rico Recinto de Rio Piedras
Facultad Administración de Empresas
Departamento de Gerencia

Caso Southern Cabinet Company
Bill y Mike Norris

26 de noviembre de 2012

Introducción
El propósito de este trabajo es evaluar la compañía de Bill, Southern Cabinet Company, para determinar estrategias que mejoren la empresa en la actual difícil situación económica y competencia en la industria. Las mismas estarán basadas en las predicciones del futuro sobre la industria, análisis del macro ambiente y microambiente, y las debilidades y fortalezas que posee la corporación. La unidad de negocios que será evaluada en este trabajo es la venta de gabinetes. Para realizar el análisis de este caso, primero debemos conocer el trasfondo de Bill Martin, el presidente de la compañía. Bill obtuvo su grado de escuela superior y en 1956 fundo la compañía de Southern Cabinet. Al comienzo Bill era el único empleado que había pero ya para el 1984 tenia a 38 personas trabajando con el. La compañía se estableció en una gran área metropolitana llamada Sunbelt.
Para concluir el caso, se suministrarán recomendaciones acerca de las estrategias y del análisis realizado para superar las dificultades que atraviesa esta industria. De esta forma, la gerencia puede hacer prosperar el negocio por medio a la ventaja competitiva y crecimiento en potenciales consumidores.

Objetivo principal
El objetivo principal es determinar las estrategias necesarias para lograr el éxito en la compañía por medio de diferenciación de producto y ventaja competitiva.

Unidades del negocio seleccionadas

Venta de Gabinetes por pedido
Objetivos
1. Aumentar el espacio de inventario para los pedidos. (10) 2. Mejorar los precios. (6) 3. Aumentar la publicidad de la compañía. (4)
Análisis del Macro ambiente (PEST) * En 1982 los Estados Unidos sufrió una recesión * La inflación anual se predice que se mantendrá debajo del 5%.

ANÁLISIS DE MACROAMBIENTE DE CLASE DE COSTURA | En 1982 los Estados Unidos sufrió una recesión | -2 | La inflación anual se predice que se mantendrá debajo del 5%. | 7 |
Leyenda:
+10 impacto positivo en las ganancias de la industria
-10 impacto negativo en las ganancias de la industria

Basado en la información obtenida en este análisis sobre el macro ambiente en la venta de gabinetes, haremos estrategias para aquellos ítems con un resultado negativo. Las mismas serán explicadas más detalladamente en la sección de estrategias.

Las Fuerzas de Porter Amenaza Nuevos Competidores(-3) | Poder de Suplidores (4) | Poder de Compradores(5) | Amenazas de Substitutos (-1) | Rivalidad Competitiva (5) | Complementos (1) | Costo de Inversión (-7) | Número de Suplidores (5) | Número de Compradores (8) | Igual precio y rendimiento (1) | Número de competidores (4) | Venta de neveras y estufas (1) | Economías de Escala (-8) | Recursos abundantes (7) | Poder de escoger (2) | Disposición de clientes a cambiar (1) | El mercado de venta de gabinetes (6) | | Regulaciones y Restricciones (2) | Costo de cambiar de suplidor (1) | | Lealtad de clientes (-3) | Barreras de salida (6) | | Diferenciación de productos (7) | | | | Poder de compradores (5) | | EVALUACIÓN FINAL: 4 |

Leyenda:
+10 impacto positivo en las ganancias de la industria
-10 impacto negativo en las ganancias de la industria

Amenaza de nuevos competidores (-3) * No existen muchas barreras de entrada ya que el negocio de la venta de gabinetes es una competencia perfecta y solo requiere la regulación mínima de cualquier compañía. Esto quiere decir que no hay tantas restricciones legales para entrar en este negocio. Por otro lado, el costo de inversión (equipo, materiales necesarios, renta, etc.) es alto en comparación con otros negocios y puede ocasionar que no mucha gente quiera entrar en este mercado.

Poder de los compradores (4) * El poder que tienen los compradores es regular ya que existen unas cuantas compañías en la venta de gabinetes. Esto les da la ventaja a los compradores de poder elegir entre múltiples opciones. Sin embargo, el número de clientes es bastante alto ya que la mayoría de las personas compran gabinetes cada 8 años para su hogar.

Basado en la información obtenida en este análisis sobre el atractivo de la industria, a través de las fuerzas de Porter, haremos estrategias para aquellos ítems con un resultado negativo. Las mismas serán explicadas más detalladamente en la sección de estrategias.

Análisis Interno (Tablas Comparativas) TABLA COMPARATIVA DE MERCADEO | IMPORTANCIA | Southern Cabinet Company | Kraft Maid Cabinetry | Davis Cabinet Company | 10 | 7 | 8 | 10 | El precio es una de las variables más destacadas dentro de estas empresas. Éste es un factor determinante en la selección de los consumidores sobre la compañía de gabinete. | 10 | 6 | 6 | 6 | La rapidez de entrega del producto es una herramienta importante para los clientes. La decisión de escoger entre compañías depende mucho de esto. | 8 | 10 | 7 | 6 | La diversidad de gabinetes busca satisfacer las necesidades de los consumidores. Es un buen atractivo para hacer más factible la elección del cliente y a la vez una forma de retención. | 10 | 10 | 8 | 7 | La calidad del producto es una variable importante para que el consumidor se sienta seguro de su compra. | 5 | 0 | 0 | 0 | El plan de pago es una opción atractiva a clientes. Con este servicio los clientes pueden comprar los gabinetes con más facilidad. |

Leyenda:
0 – no es importante para el éxito y rentabilidad del negocio
10 – es muy importante para el éxito y rentabilidad del negocio TABLA COMPARATIVA DE RECURSOS HUMANOS | IMPORTANCIA | Southern Cabinet Company | Kraft Maid Cabinetry | Davis Cabinet Company | 9 | 4 | 7 | 3 | El grado de profesión con el que los empreados de la empresa cuenta es parte de la toma de decisión en el ámbito laboral | 8 | 7 | 10 | 5 | El número de empleados es un factor importante en el crecimiento de producción y su eficiencia. Con esto se logra las metas y/o planes de la empresa. | 10 | 8 | 8 | 6 | La supervisión de los empleados o retroalimentación como medida reguladora en el ámbito laboral por parte de la empresa. Con este proceso se logra cumplir con la calidad de servicio esperado. | TABLA COMPARATIVA DE OPERACIONES | IMPORTANCIA | Southern Cabinet Company | Kraft Maid Cabinetry | Davis Cabinet Company | 7 | 10 | 8 | 8 | La localización es un componente influyente en la decisión del consumidor ya que tiene que quedar en un lugar fácil de acceso y de seguridad. | 8 | 7 | 9 | 5 | Tener equipo moderno es un elemento clave que todo cliente busca. Esto les garantiza un mejor servicio y eficiencia a su disposición. | 7 | 3 | 8 | 6 | Tener espacio disponible para guardar inventario les da seguridad a los clientes de que no le vaya a pasar nada a su compra. |
Leyenda:
0 – no es importante para el éxito y rentabilidad del negocio
10 – es muy importante para el éxito y rentabilidad del negocio

Evaluación del Análisis Interno
Esta unidad de negocio, la cual representa la actividad principal de la compañía Southern Cabinet, cuenta con pocos canales de promoción para anunciar sus servicios. La promoción de la compañía no está siendo manejada eficientemente. Los precios son más altos que la competencia y la rapidez de entrega del producto es lenta, significando que estas son las debilidades más notables de la compañía. Por otro lado, la calidad y gran diversidad de los gabinetes son sus mayores fortalezas.
Métricas Funcionales Calculadas
ROA per year = 16.6%, 18%, 21%, 13.7%, 13%,
Median ROA = 16.46%
Sales Growth = 2.6%
T.I.E Ratio = 1.26 Evaluando las métricas funcionales de la compañía podemos observar que las ventas de la compañía se mantienen en constante crecimiento a pesar de la crisis que paso los Estados Unidos durante los 1980. Southern Cabinet Company tiene como ROA Mediana un 16.46 % lo cual es bueno para una compañía. Lo único que no es tan bueno de sus estados financieros seria el TIE Ratio lo cual esta bajito en comparación a compañías exitosas. Luego de analizar la compañía puedo decir que la gerencia está manejando bien la compañía. A pesar de las crisis ocurriendo, la compañía sigue a flote, demostrando su dirección hacia el éxito. La gerencia hace un buen trabajo en ir analizando expandir su espacio porque para seguir creciendo yo creo que esto es algo necesario.

Estrategias a. Objetivos: Para que la compañía siga creciendo, tiene que enfocarse en varios objetivos principales. El primero es aumentar el espacio de inventario para los pedidos. Si la compañía quiere vender más tiene que estar preparada para esto y crear más espacio. La opción de moverse al edificio nuevo suena bien porque a largo plazo la inversión les va a favorecer. El segundo objetivo seria mejorar los precios. La compañía ofrece muchos productos de calidad, pero bajando los precios podrían aumentar su ventaja competitiva. Por último, el tercer objetivo es aumentar la publicidad de la compañía. Ahora mismo la empresa es una de las más grandes en ventas de gabinetes pero en mi perspectiva no se está haciendo mucho con la publicidad de la compañía. Sería bueno que la gente viera más las cosas que diferencian a Southern Cabinet de las otras compañías. Poniendo anuncios en el periódico acerca de su calidad y la gran variedad de diferentes gabinetes que tienen, que otras compañías no tienen, los pondrá en las mentes de los consumidores como la mejor compañía.

b. Análisis del Macro ambiente (PEST): Durante el año 1980 los Estados Unidos entro bajo lo que se conoce como la crisis de ahorros y préstamos, lo que causo que muchas compañías quebraran. Southern Cabinet Company por el contrario, supo manejar la situación y se mantuvo con ganancias durante este periodo. Otro factor del macro ambiente es que la inflación se mantendrá bajita. Con la baja inflación viene una reducción en las tasas de los créditos, especialmente en los saldos del préstamo. De aquí se podría sacar la estrategia de aprovechar esta oportunidad y poder coger un préstamo para comprar el nuevo edificio.

c. Estrategia Corporativa:
Como estrategia corporativa, se tomó en cuenta de que muchas compañías no tienen la opción de venta de gabinetes ya fabricados. Con la compra de este nuevo edificio, la compañía tendría la opción de producir una cierta cantidad de los gabinetes más pedidos para que estén listos para la venta en el momento. Con este tipo de producto, lograrían posicionarse con una ventaja competitiva muy superior a sus respectivos competidores. d. Estrategia del negocio: * La estrategia del negocio como tal sería la de comprar este nuevo edificio. Ahora mismo la renta de la facilidad actual de la compañía está subiendo rápidamente al igual que las ventas. La empresa necesita más espacio para poder expandir sus ganancias y ahora mismo con la crisis financiera, las tasas de interés están bajitas, lo cual les daría la oportunidad perfecta para comprar. Con este nuevo edificio tendrían muchos costos de inversión, pero haciendo los cálculos sería una mejor opción a largo plazo porque el edificio como tal va a apreciar y la compañía va a generar más ventas.
Recomendaciones
1. Comprar el edificio y expandir la compañía. 2. Fabricar gabinetes y venderlos al momento de la compra. 3. Comenzar a darle más publicidad a la compañía a través de anuncios.

Referencias

1980 US Crisis. http://useconomy.about.com/od/grossdomesticproduct/p/89_Bank_Crisis.htm Causas de Inflacion. http://www.vanguardia.com/historico/44321-inflacion-baja-lo-bueno-y-lo-malo Davis. 2003 Davis Cabinet Co. http://www.daviscabinetcompany.com/ Kraft Maid. 2012 Masco Cabinetry LLC http://www.kraftmaid.com/ Southern Cabinet Company. 1999-2012
http://www.southerncabinetcompany.com/

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