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Ítem Plan estratégico de Fundación Coomeva.(Universidad Icesi, 2020-01-01) RamÍrez Cifuentes, Omar; Jordán Herrera, Andrés; Asesor TesisEl presente escrito ha sido desarrollado bajo una metodología de planeación estratégica, que permite identificar el pasado, el presente y sobre todo el futuro para la organización, a partir del conocimiento del objeto social de la empresa, sus valores corporativos que enmarcan y determinan una forma clara de actuar ante sus diferentes grupos de interés como son los asambleístas, los colaboradores, los clientes y la comunidad en general, entre otros. De igual forma es necesario tomar en cuenta la Misión de la empresa, la Visión, y por supuesto cual es la Oferta de Valor, que determinan claramente un camino a seguir, pero sobre todo un lugar a donde llegar.Ítem Plan de empresa mercado, visión y estrategia(Universidad Icesi, 2012-05-18) Henao Guevara, Marco Antonio; Lozano Posso, Melquicede; AsesorThe sector to develop operations was chosen by the manager for his business experience over 10 years as Account Executive in a cement company in the region, facilitating the sale of service management as the process of consulting, by closer to their customers. With the entry into force of the Free Trade Agreements with the United States, has increased the uncertainty of the hardware sector micro enterprises, so that may occur with their business and sustainability in the market. It provides a clear opportunity to focus on strategic planning issues and how to properly manage their processes more strength to face difficult market conditions that may arise. The business model is clearly differentiated MEVES potential competitors, which seeks to reach a market sector that is unattended; in fact they are not direct competitors in the market serving this sector of the economy. The balance is attained by completing 83% of the project. It is important to note that for a second phase of the project is expected to expand coverage MEVES to micro enterprises in other sectors, with similar operating conditions in the market and probably have similar needs.Ítem TRANS PASS Language Coaching: Consultoría en Comunicaciones y Bilingüismo Corporativo(Universidad Icesi, 2013-06-11) Correa Ramírez, Germán Darío; Lozano Posso, Melquicedec; AsesorThe main objective of this paper is to analyze how viable the business TRANS PASS Language Coaching, a consultancy specialized in corporate bilingualism. The business requires an initial investment of $ 30 million COP by the partners and, based on the results of the financial analysis we can say that the project is viable, and that starts generating profits from the first year, with a net profit of $ 88,486,258.00 COP, thus recovering the investment in the first year of exercise. The analysis of the project for five years, reports a net present value of $ 335,733,334.00 COP, a positive value which allows us to ensure, based on this indicator, that the project is viable. In determining the internal rate of return, which is considered another indicator of feasibility, we find a value of 321.67%, a figure much higher than the minimum rate of return set by the partners (15%), which means that the project is feasible with high profit margins. Furthermore, by observing the indicator cost - benefit, which measures the relationship between income and expenses, you can say that revenues fully cover the project costs with a margin of 21.4% above therefore it could also be said that the project is viable with respect to this indicator. In short, the project is viable.Ítem Control interno empresa INFODEC S.A.S.(Universidad Icesi, 2020-01-01) Cormane López, Valentina; Marín Orozco, María Isabel; Bermúdez Perea, Isabel Cristina; Asesor TesisEl siguiente trabajo busca dar solución a un problema central planteado por la empresa INFODEC S.A.S, la perdida de los clientes. A la compañía le preocupa que sus compradores, en un periodo de tiempo, dejen de solicitar sus servicios, perdiendo así la relación con el mismo. Por lo anterior, se procede a hacer un control en el área principal que tiene un trato directo con el cliente, la de soporte técnico e infraestructura, con el fin de encontrar falencias dentro de esta que puedan interferir en la pérdida de clientes. En la etapa de observación se concluye que la firma, al no contar con un área específica para el servicio al cliente, le ha otorgado esta función al área de soporte técnico e infraestructura, por lo que se considera pertinente la creación de un manual de funciones y procedimientos, que permita definir los roles que cada empleado tiene dentro del área.