UNIVERSIDAD PRIVADA DEL VALLE

BUSINESS SCIENCES

YEANA – A S.R.L

DOCENTE: Raúl flores lisarazu

MEMBERS:

ANNETH XIMENA GUTIERREZ SACA

Cochabamba – Bolivia
2024

TABLE OF CONTENTS
1. INTRODUCTION........................................................................................................................................... 1

2. BUSINESS IDEA............................................................................................................................................ 2

2.1 ANALYSIS OF THE ENVIRONMENT.........................................................................................................................2

2.1.1 Anal PESTEL........................................................................................................................................2
2.1.1.1 Political factor..................................................................................................................................................3

2.1.1.2 Economic factor...............................................................................................................................................4

2.1.1.3 Factor social.....................................................................................................................................................5

2.1.1.4 Factor tecnológico...........................................................................................................................................5

2.1.1.5 Ecological factor..............................................................................................................................................5

2.1.1.6 Factor legal......................................................................................................................................................5

2.1.2 Analysis M. Porter (Diamond).............................................................................................................6

2.1.2.1 Client negotiation............................................................................................................................................6

2.1.2.2 Bargaining power of new suppliers..................................................................................................................6

2.1.2.3 Threat of entry of new competitors.................................................................................................................6

2.1.2.4 Threat of entry of substitute products.............................................................................................................6

2.1.2.5 Rivalry between competitors...........................................................................................................................7

3. LEGAL INCORPORATION OF THE COMPANY.................................................................................................. 7

3.1 REQUIREMENTS AND PROCEDURES......................................................................................................................7

3.1.1 Articles of incorporation and agenda..................................................................................................7
3.1.1.1 The order of the day:.......................................................................................................................................7

3.1.2 Control of homonymy in company cover.............................................................................................9

3.1.3 Notarial form....................................................................................................................................10
3.1.4 Company operating license...............................................................................................................10
3.1.5 Company code NIT............................................................................................................................11
3.2 SUMMARY TABLE OF THE CONSTITUTION.............................................................................................................12

4. BUSINESS MANAGEMENT.......................................................................................................................... 12

4.1 PLANNING.................................................................................................................................................... 12
4.1.1 Vision................................................................................................................................................13
4.1.2 Mission.............................................................................................................................................13
4.1.3 Strategic objectives...........................................................................................................................13
4.1.4 Company values................................................................................................................................13
4.1.5 Balanced scorecard...........................................................................................................................13
4.2 ORGANIZATION..............................................................................................................................................14
4.2.1 Human Resources (Organizational Chart).........................................................................................14
4.2.2 Economic and financial resources (Opening Balance).......................................................................15
4.2.2.1 Fixed assets...................................................................................................................................................15

4.2.2.2 Deferred Assets.............................................................................................................................................16

4.2.3 Technology Resources.......................................................................................................................17

4.2.4 Material resources............................................................................................................................17
4.3 ADDRESS......................................................................................................................................................18
4.3.1 Company Directors...........................................................................................................................18
4.3.2 Function manual...............................................................................................................................18
4.3.2.1 Store Manager...............................................................................................................................................18

4.3.2.2 Seller............................................................................................................................................................. 18

4.3.2.3 Cashier........................................................................................................................................................... 18

4.3.3 Operations Manual...........................................................................................................................18

4.3.3.1 Inventory Management.................................................................................................................................19

4.3.3.2 Customer Support.........................................................................................................................................19

4.3.3.3 Marketing & Sales..........................................................................................................................................19

4.3.3.4 Personnel Management................................................................................................................................19

4.3.3.5 Administration and Finance...........................................................................................................................20

4.3.4 Regulations.......................................................................................................................................20
4.3.5 Charter..............................................................................................................................................20
4.3.5.1 NAME OF THE COMPANY...............................................................................................................................20

4.4 CONTROL......................................................................................................................................................21
4.4.1 Control mechanism...........................................................................................................................21
4.4.2 Management indicators (Alternatives).............................................................................................21
4.4.2.1 Customer satisfaction index...........................................................................................................................21

4.4.2.2 Sales conversion rate.....................................................................................................................................22

4.4.2.3 Inventory Turnover by Product Category.......................................................................................................22

4.4.2.4 Average purchase ticket.................................................................................................................................22

4.4.2.5 Percentage of returns....................................................................................................................................22

4.4.2.6 Profit margin per product..............................................................................................................................22

4.4.2.7 Customer acquisition cost.............................................................................................................................22

4.4.2.8 Percentage of returning customers...............................................................................................................22

4.5 HR INTEGRATION HH......................................................................................................................................23

 4.5.1 Personnel selection...........................................................................................................................23
4.5.2 Staff induction..................................................................................................................................23
4.5.3 Staff training.....................................................................................................................................23
4.5.3.1 Product Knowledge:......................................................................................................................................23

4.5.3.2 Customer Service:..........................................................................................................................................23

4.5.3.3 Store Policies:................................................................................................................................................23

4.5.3.4 Safety Procedures:.........................................................................................................................................23

4.5.3.5 Cash Register Management:..........................................................................................................................24

4.5.4 Staff Development............................................................................................................................25

5. MARKET RESEARCH.................................................................................................................................... 25

6. DETERMINATION OF:................................................................................................................................. 25

7. FINANCIAL CALCULATIONS......................................................................................................................... 25

8. DESCRIPTIVE ANALYSIS OF THE COMPANY.................................................................................................. 25

9. ANALYSIS AND SUGGESTED POLICIES.......................................................................................................... 25

CONCLUSIONS.................................................................................................................................................... 25
 INDEX OF FIGURES
Figure 1 Anal PESTEL...................................................................................................................2
Figure 2 Registration application form...........................................................................................9
Figure 3 Company Notarized Form.............................................................................................10
Figure 4 Company operating license...........................................................................................10
 TABLE OF CONTENTS
Table 1 Financial contribution from each partner...........................................................................8
 YEANA – A S.R.L
1. INTRODUCTION

In contemporary society, pets, particularly dogs, have achieved privileged status as

beloved and valued members of the family. With this growing appreciation for our pets
comes an ever-increasing demand for products and services that meet their needs and
promote their well-being. In this context, the opening of a company dedicated to the sale of
clothing, accessories and dog food is presented as a promising and relevant opportunity in
the current market.

Our company, YEANA, has as its main goal to provide pet owners with a wide range of
high-quality products, ranging from nutritious and tasty food to accessories and toys that
promote the entertainment and health of their faithful canine companions. With a focus on
customer satisfaction and animal welfare, we strive to become the preferred destination for
dog lovers in our community.

In this introduction, we will explore the fundamentals of our company, including the reason
for its establishment, the market we are targeting, the products and services we offer, as
well as our mission, vision, and core values that will guide all of our operations. In addition,
we will highlight the opportunities and challenges we face in the competitive pet food and
products market, as well as our strategies to position ourselves as leaders in this ever-
evolving sector.

Throughout this paper, we will discover how YEANA is prepared to offer an exceptional
experience to dog owners, providing quality products, personalized attention, and an
unwavering commitment to pet well-being. We are excited about the journey ahead and
look forward to contributing positively to the lives of people and their beloved canine
companions.

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2. Business Idea
We will offer a variety of innovative products for our pets of the Cochabamba population.
The way we want to capture the attention of customers will be through social networks
such as Tik tok, Facebook, Instagram, etc. Providing a product and service in which our
customers feel satisfied. As long as we have a business idea that guarantees us a
successful company.

2.1 ANALYSIS OF THE ENVIRONMENT

An environmental analysis is a strategic technique used to identify all internal and external
factors that could affect a company's success. The internal components reveal a
company's strengths and shortcomings, while the external components represent the
opportunities and risks. This exists outside the company.

2.1.1 Anal PESTEL

Figure 1 Anal PESTEL

Source: Own elaboration

2.1.1.1 Political factor

For Bolivia, 2024 may be the most complex and challenging year it has experienced in its
recent history. The conflicts that have worsened in recent years will converge from the first

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days of management, generating a scenario of high volatility that could challenge the
capacities and strengths of the political and economic model that has governed Bolivia for
fifteen years. Perhaps the most urgent problem of 2024 is the looming economic crisis.
The extreme fall in Net International Reserves (NIR) and the scarcity of dollars can have
critical consequences on the ability to ensure the purchase of fuels from abroad, imports of
goods, payment of foreign debt service and other obligations that require that currency.

The government, faced with a real threat of recession, could in 2024 open up to
eliminating export quotas and approving the use of biotechnology, boost productive credit,
allow the participation of the private sector in sectors where the state monopoly currently
rules, guarantee the protection of property and business capital, eliminate barriers to
production and international trade and, above all, generate an efficient policy to attract
investment direct foreign policy. Unfortunately, even with these measures, the problems
predicted for 2024 seem inevitable.

The Operating Licence is the basic authorisation that must be processed at the start or
opening to the public of the economic activity. Any economic activity that does not have the
Operating License will be closed in accordance with the provisions of Article 163 of Law
2492 ""Omission of Registration in the Tax Registries"", which states: ""Anyone who omits
its registration in the corresponding tax registries, registers or remains in a tax regime
different from the one that corresponds to him and the result of which undue benefits or
dispensations are produced to the detriment of the administration shall be sanctioned with
the closure of the establishment until its registration is regularized and a fine of two
thousand five hundred Housing Development Units (2,500.- UFV's) without prejudice to the
right of the tax administration to register ex officio, recategorize, inspect and determine the
tax debt within the term of the statute of limitations."

Smuggling is harmful and costly for the entire economy, because it causes enormous
losses of foreign currency that are increasingly scarce and restricts the State's revenues.

The government of President Luis Arce had projected growth of 4.86% for 2023, which
was later readjusted to an estimate of between 2.6% and 2.7%. However, Economy
Minister Marcelo Montenegro reported on Tuesday that economic growth was 2.2% in the
second quarter.

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2.1.1.2 Economic factor
The study also indicates that companies pay 83.7% of total profits in taxes (national,
municipal and others). "This would be the highest figure in the world. Meanwhile, the Latin
American average as a percentage of profits paid is 46.7%, while advanced countries
charge 39.9%," says the institution, while asking: if anyone could doubt that this configures
the worst environment to do business, forge companies and create quality employment?

Moreover, commodity price volatility also appears to increase domestic inflation volatility
over the medium term. This situation can occur when, for example, higher volatility in the
price of imported goods is passed on to domestic prices and thus results in higher volatility
in consumer price inflation
International Monetary Fund Commodity Price Volatility Reduces Growth and Increases
Growth
In addition, inflation directly affects the demand for SMBs' products and services, as when
prices increase, consumers may have less money to spend and may choose cheaper
products offered by competitors.
" Upon receiving the minimum wage, companies may choose to replace some of them with
more machines and a few skilled workers to operate them (the so-called "substitution
effect").
A market study is the process by which we collect and analyze information that serves to
identify the characteristics of a market and understand how it works.
This research is used by various branches of the industry to ensure decision-making and
better understand the commercial landscape they face when carrying out their operations.

2.1.1.3 Factor social

One of the key social factors is the growing number of pet owners. More and more people
welcome their furry companions into their homes and treat them as part of the family. This
trend has created a demand for pet-related products and services, from food and toys to
grooming and training. As a pet business owner, it is essential to take advantage of this
growing market and meet the needs of pet owners.

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2.1.1.4 Factor tecnológico
Technological and scientific advances and the latest trends in international fashion set the
tone this year at the fair, in pet accessories. The innovations that national producers and
distributors bring focus on improving the coexistence of pets in different urban
environments. Anti-bark collars, flea shields and all kinds of gadgets seek to make animals
adapt better in their homes and live together better.

2.1.1.5 Ecological factor

Behavioral problems in dogs and cats usually occur for various reasons, but mainly for
three in particular: genetic, phenotype and environmental. In the article they inform us
about environmental factors in pet control, on the one hand to analyze to what extent
environmental factors can affect the behavior of dogs and cats and on the other hand, offer
some useful tips to prevent or correct some behavioral problems that can derive from
handling errors.

2.1.1.6 Factor legal

Within this market there are different products, which can only be marketed under the
supervision of a veterinary doctor or through a regency and control of an animal health
professional.

There is a range of balanced foods, which are called medicated and are prescribed for
domestic pets with digestive, kidney, heart, and allergic problems, among others. On the
other hand, the different treatments against parasites that animals frequent can only be
treated by people specialized in them, which are externally applied by shampoo or liquids,
can be attacked with injectable medicines and also by oral ingestion with drops or pills.
These aspects must be complied with responsibly by the owners of each company
operating in its different areas, since if it is carried out clandestinely or without supervision,
dishonest actions would be generated and there would be the possibility of sanctions,
even closures of the premises and the health of the animals would be put at risk.

2.1.2 Analysis M. Porter (Diamond)

Porter's Diamond analysis is a framework used to assess the competitiveness of a specific
industry. It is based on four main elements that interact with each other to determine the

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level of competition and profitability of an industry. We will apply this analysis to YEANA
S.R.L:

2.1.2.1 Client negotiation

Customers may increase the price business especially if they are not buying multiple
items, there are also quantity discounts when purchasing various quantities of products,
customers may request special offers as well as additional services

2.1.2.2 Bargaining power of new suppliers

It can be variable in terms of prices with increases and decreases in our products' quality.
We have the ability to raise prices in our favor and reduce the profitability of the company

2.1.2.3 Threat of entry of new competitors

There can be a notorious threat to the entry of our company into the market because in
Bolivia there are many competitions, both legal and illegal. Another point against is the
poor implementation of stop stops in our company compared to others.

2.1.2.4 Threat of entry of substitute products

Porter's analysis allows us to define strategies to improve offers for customers in
competition with other pet stores, it can come from other pet stores that offer a wide range
of products or even in online stores, specialized pet clothing stores.

2.1.2.5 Rivalry between competitors

The threat of new entrants is likely to be moderate, as market entry can be relatively easy
in terms of setting up an online store or a physical store. However, existing competition
and the economies of scale of established competitors can act as barriers to entry.

3. LEGAL INCORPORATION OF THE COMPANY

3.1 REQUIREMENTS AND PROCEDURES
3.1.1 Articles of incorporation and agenda
In the city of Cochabamba, on the thirtieth day of the month of August of two thousand and
twenty-two, at ten o'clock in the morning, the following gentlemen met on Melchor Pérez
Avenue:

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Mrs. Nayeli Olivera Herbas, of legal age, with C.I. 13001299 CB, student in Law, domiciled
at Avenida Blanco Galindo km 5 - Cochabamba.
Mrs. Anneth Ximena Gutierrez Saca, of legal age, with C.I. 8031973 CB, student in Law,
domiciled at Avenida Blanco Galindo Km11 - Cochabamba.
Mrs. Yessica Mencía Sarabia, of legal age, with C.I. 10842074 CB, law student, domiciled
at Avenida Santa Cruz - Cochabamba.
Mr. Adalid Davy Ayala Mairana, of legal age, with C.I. 10471138 CB, student in Law,
domiciled at Av. Melchor Pérez and zoological passage

3.1.1.1 The order of the day:

AGREE
1° To incorporate a company under the name of "YEANA", a type of limited liability
company which operates on América Avenue and Libertador

2° To approve the bylaws that are incorporated into this act of incorporation as an annex
by which the entity will be governed, which were read in this same act and approved
unanimously by those gathered.

3°The purpose of the company is to dedicate itself on its own, third-party and/or
associated account, either directly or through contracts with business suppliers, and at the
same time to dedicate itself to the import, export, distribution, marketing (the sale of
clothing for pets)

4° To appoint the board of directors of the entity whose composition is as follows:

 Legal Representative: Nayeli Olivera Herbas

 General Manager: Anneth Ximena Gutierrez saca
 Financial Manager: Yessica Mencía Sarabia
 Contador: adalid Davy Ayala Mairana

5° Mr. Nayeli Olivera Herbas was assigned to carry out, protocolize and register all the
administrative procedures for the management of the company, such as the processing of

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the public deed of incorporation of the company, procedures in Funda empresa, National
Tax Service, Notaries and other places and institutions where his contribution is requested.

6° To set the capital stock that was established at FOUR HUNDRED THOUSAND
BOLIVIANOS 00/100 (Bs 400,000), in cash in addition to contributing capital movable
property with a value of TWO HUNDRED THOUSAND BOLIVIANOS 00/100 (Bs 200,000),
divided into quotas of Bolivianos 1000.- quotas making a total of 600 quotas of capital
formed as follows:

Board 1 Financial contribution from each partner

PARTNERS CAPITAL QUOTAS PERCENTAGE

BS
Nayeli Olivera Herbas 19000 190 35%

Anneth Ximena Gutierrez takes 17000 170 25%

out
Davy Ayala Myrana 12000 120 20%

Yessica Mencía Sarabia 12000 120 20%

Total 60000 600 100%

Source: Own elaboration

7° It was agreed that 70% of the cash will be deposited in a current account in the credit
bank of this city of Cochabamba and without further matters to be discussed, the following
minutes were read, which was approved unanimously, the session was adjourned at 6
p.m. on the day of the date already established, signing all those present as a sign of
acceptance and agreement.

Cochabamba, March 02, 2024

____________________ ________________________
Nayeli Olivera Herbas Anneth Ximena Gutierrez Saca

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 ____________________ _____________________
Davy Ayala Myrana played by Jessica Mencia Sarabia

3.1.2 Control of homonymy in company cover

Figure 2 Registration application form

Source: own elaboration

3.1.3 Notarial form

9
 Figure 3 Company Notarized Form

Source: Own elaboration

3.1.4 Company operating license

Figure 4 Company operating license

Source: Own elaboration

10
3.1.5 Company code NIT

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3.2 SUMMARY TABLE OF THE CONSTITUTION

N° Procedures Requirements Cost Time Purpose

1 Control
homonimia
2
3

4. BUSINESS MANAGEMENT
4.1 PLANNING
We are a company located in the center of the city.

We have the goal of expanding from here to various departments in Bolivia through a
positioning of the brand, the product, to feel identified, following the appropriate steps to
achieve our objectives through brainstorming, thus establishing a certain time for a better
solution to the problems that arise.

4.1.1 Vision
To be the company recognized for providing a comprehensive service providing our
customers with quality products that allow us to maximize the value and happiness of our
furry customers.

4.1.2 Mission
We are a company that manufactures and markets pet clothing where our differentiation is
corporate social responsibility to create a better world, helping to protect and care for the
quality of life of our pets. We also seek to maximize the value of the company.

4.1.3 Strategic objectives

To offer unique experiences at the time of buying our diverse products with good quality,
demonstrating that we are a company of great variety and with quality and others.
YEANA's company aims to launch at least two varieties of products for the company with
market trends and consumer preference to keep us innovative and relevant.

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To form strategic alliances with producers of clothing and various products promoting
economic development by improving our production and management processes, thus
investing in technology and staff training to ensure operational efficiency and the constant
quality of our products.

4.1.4 Company values

Comply with the quality with each of our products acquired by our products for the care
and attention of animals and comply with the obligations with all responsibility and sincerity

4.1.5 Balanced scorecard

Figure 3.1.5 This is the balanced scorecard

4.2 ORGANIZATION
We take into account that our precise objectives of how and where I want to go with my
company and thus we take into account what we needed for our company and its growth
as we are going to carry it out.

The YEANA company, being a sales company, must have a manager in administration, a
production manager and a human resources and marketing manager, all this for the
contribution to the company and its development.

4.2.1 Human Resources (Organizational Chart)

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 Figure 1 Organizational chart on human resources

Source: Own elaboration

4.2.2 Economic and financial resources (Opening Balance)

Investment in assets refers to the amount of money necessary to fully build the company,
including its main and auxiliary services that allow it to be placed in a situation that allows
it to start its activities. It is basically the sum of the value of all the assets required to be
able to function. The assets under consideration are classified as:
 Fixed assets
 Deferred Assets
 Working Capital

4.2.2.1 Fixed assets

A fixed asset is an asset of a company, whether tangible or intangible, that cannot be
converted into liquid in the short term and that is normally necessary for the operation 82
83 of the company and is not intended for sale (Funes, 2009). The following table
describes the investment in all fixed assets that YEANA-A requires for its start-up.

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Depreciation is the mechanism by which the wear and loss of value suffered by a good or
asset due to the use made of it over time is recognized (Funes, 2009). The following table
shows the depreciation of fixed assets annually and throughout the 5-year duration of the
project.

4.2.2.2 Deferred Assets

A deferred asset refers to goods and services for which a company pays in advance, even
if they have not necessarily been used (Funes, 2009). It is a type of investment that directs
the organization of the company. The following table shows the investment of the deferred
assets for the current YEANA-A project.

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 Figure 2 Balance sheet

Source: Own elaboration

4.2.3 Technology Resources

CONTENT Cost in bs
Computer 7500
Security cameras 3500
Televisions 1500
M20 Engraving Machine 12000
Security alarms 2300
Air conditioning 2500

4.2.4 Material resources

CONTENT Cost in bs
Tables 500
Chairs 300

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 Lockers 1200
Hangers 300
Sofas 3500
Shelves 1800
Desks 800

4.3 ADDRESS
4.3.1 Company Directors
4.3.2 Function manual
This role manual aims to define the responsibilities and tasks of each job position within a
pet clothing store.
4.3.2.1 Store Manager
 Business planning and management.
 Supervision of personnel.
 Inventory control.
 Customer service.
 Marketing and sales.
 Financial management.
4.3.2.2 Seller
 Serve customers in a cordial and efficient manner.
 Advise customers on products.
 Make sales.
 Keep the store tidy and clean.
4.3.2.3 Cashier
 Collect sales.
 Process credit and debit card transactions.
 Issue receipts and tickets.
 Keep the cash register closed and secure

4.3.3 Operations Manual

This operations manual aims to establish the guidelines and procedures necessary for the
proper functioning of a pet clothing store. It ranges from inventory management to
customer service, product selection, marketing, and sales.

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4.3.3.1 Inventory Management
 Product selection: A careful selection of products that fit the needs and
preferences of the target customers must be made. It's important to consider the
variety of breeds, sizes, and lifestyles of pets.
 Receipt of goods: It must be verified that the goods received match the order
placed and that they are in good condition.
 Storage: Products should be stored in a suitable, clean, and dry place.
 Inventory control: An updated record of inventory must be kept to avoid shortages
and excess stock.

4.3.3.2 Customer Support

 Product knowledge: Store staff must have a thorough understanding of the
products on offer in order to properly advise customers.
 Attitude and service: Friendly, cordial and efficient customer service must be
offered.
 Handling complaints and suggestions: A procedure must be in place to address
customer complaints and suggestions in a timely and effective manner.

4.3.3.3 Marketing & Sales

 Marketing strategy: A marketing strategy must be developed that allows the store
and its products to be known to the target audience.
 Promotion and advertising: Various promotion and advertising channels should
be used to reach potential customers.
 Sales: Sales strategies must be implemented that encourage the purchase of
products.

4.3.3.4 Personnel Management

 Recruitment: Personnel with the necessary skills and aptitudes to work in a pet
clothing store must be selected.
 Training: Staff should be trained on products, customer support, and store policies.
 Motivation: Staff must be kept motivated to provide a quality service.

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4.3.3.5 Administration and Finance
 Expense control: Strict control of store expenses must be kept to maintain the
profitability of the business.
 Financial analysis: A periodic financial analysis should be carried out to evaluate
the progress of the business and make strategic decisions.

4.3.4 Regulations
On-time check-in or check-out on time
 Days and times set for cleaning the establishment
 Payment days and locations
 Permits and licenses days in advance
 Availability of workers' time for constant training.
 Not having arguments or aggressions within the establishment
 Make use of the goods and especially telephone services, equipment or services
for matters of a personal nature.
 -No to the consumption of tobacco in the company's facilities.
4.3.5 Charter
4.3.5.1 NAME OF THE COMPANY.
We have the official name of the company which is YEANA-A

 Corporate purpose
Our company is dedicated to the sale of products in general for pets in which there are
neighborhoods items, where we are governed by different rules, permits and licenses
established by the government.

 Legal form
Total, commitment on the part of the partners to the company for the growth and success
of the company in all its evolutionary stages.

 Registered office
The physical address of the company has its main headquarters in America and Libertador
north sidewalk.

 capital social

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 PARTNERS CAPITAL BS QUOTAS PERCENTAGE

Nayeli Olivera Herbas 19000 190 35%

Anneth Ximénez Gutierrez Saca 17000 170 25%

Davy Ayala Myrana 12000 120 20%

Yessica Mencía Sarabia 12000 120 20%

Total 60000 600 100%

4.4 CONTROL
4.4.1 Control mechanism
Obtaining objective and quantifiable information that allows comparison between what is
currently being carried out in the operation and what is expected to be achieved.

 Implement a results-based culture.

 Increased commitment and responsibility of staff to meet objectives.
 Increased productivity.
 It promotes continuous improvement and the search for more efficient processes.
 It represents a common language that facilitates a standardized measurement.
 Have a control board.
 Design of indicators that add value for decision-making.

4.4.2 Management indicators (Alternatives)

4.4.2.1 Customer satisfaction index

Measuring customer satisfaction through surveys, feedback, and online reviews can help
assess service and product quality, as well as identify areas for improvement.

4.4.2.2 Sales conversion rate

Tracking the percentage of customers who make a purchase after visiting the store can
provide insight into the effectiveness of sales and marketing strategies.

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4.4.2.3 Inventory Turnover by Product Category
Analyzing inventory turnover for different product categories, such as clothing,
accessories, toys, etc., can help optimize stock levels and predict future demand.

4.4.2.4 Average purchase ticket

Tracking the average amount spent by each customer on each transaction can provide
insight into customers' purchasing power and the effectiveness of cross-selling and
upselling strategies.

4.4.2.5 Percentage of returns

Monitoring the number of returned products relative to total sales can help identify quality
issues, fit issues, or customer dissatisfaction.

4.4.2.6 Profit margin per product

Evaluating the gross and net profit margin for each product sold can help identify the most
profitable products and optimize the pricing strategy.

4.4.2.7 Customer acquisition cost

Calculating how much it costs to acquire a new customer, taking into account marketing
and sales expenses, can help evaluate the effectiveness of customer acquisition
strategies.

4.4.2.8 Percentage of returning customers

Tracking the percentage of customers who make repeat purchases in-store can provide
insights into customer loyalty and the effectiveness of retention strategies.

4.5 HR INTEGRATION HH.

4.5.1 Personnel selection

4.5.2 Staff induction

The new worker will be familiarized with the company through the root patterns, which are
the steps that have to be followed within the establishment and which must be carried out

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4.5.3 Staff training
Training will be provided to staff in the following areas:
4.5.3.1 Product Knowledge:
 Types of garments and accessories.
 Materials and fabrics.
 Sizes and measurements.
 Styles and trends.
 Care and maintenance of garments.

4.5.3.2 Customer Service:

 Greeting and welcome to the customer.
 Identification of customer needs.
 Personalized advice and recommendations.
 Handling customer objections.
Closing of the sale.
 Customer loyalty.

4.5.3.3 Store Policies:

 Exchange and Return Policy.
 Pricing and discount policy.
 Payment Methods Policy.
 Security and loss prevention policy.

4.5.3.4 Safety Procedures:

 Fire prevention.
 First aid.
 Emergency management.

4.5.3.5 Cash Register Management:

 Opening and closing the box.
 Collection of sales.
 Card Payment Processing.
 Issuance of tickets and receipts.
 Cash balances.

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The training will be delivered through a combination of theory and practice. Different
didactic resources will be used, such as multimedia presentations, videos, case studies
and role-playing.
Staff learning will be assessed through examinations, performance evaluations, and direct
observation.
Resources:
 Product manual.
 Customer service manual.
 Store Policy Manual.
 Safety Procedures Manual.
 Cash register management manual.
 Multimedia presentations.
 Videos.
 Case studies.
The training will last 20 hours, distributed over 5 days of 4 hours each.
Proceeds:
 Improved product knowledge by staff.
 Improved customer service.
 Reduced complaints and returns.
 Increased sales.
 Improvement of the store's image.
Staff training is critical to the success of a clothing store. Well-trained staff can offer quality
service to customers, which translates into higher customer satisfaction, increased sales,
and a better store image.

4.5.4 Staff Development

5. MARKET RESEARCH
A market study is a set of actions carried out by commercial organizations that aim to
obtain information about the current state of a certain market segment. Its purpose is to
know in depth the niche that is intended to be conquered, as well as its degree of
profitability.

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5.1 MARKET RESEARCH QUESTION BANK
5.1.1 First phase of the survey
5.1.1.1 What is your age range?

5.1.1.2 Gender

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5.1.1.3 Do you have pets?

5.1.2 Second phase of the survey

5.1.2.1 What is your average monthly income?

5.1.2.2 What percentage of your monthly income would you be willing to spend on
items for your pets?

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5.1.2.3 What items do you usually buy for your pets?

5.1.2.4 From which companies do you typically purchase the above products?

5.1.2.5 Would you like to warm and take care of our pets with the products of a new
company on the market "YEANA-A" that offers you variety, quality and low costs?

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5.1.3 Last phase of the survey
5.1.3.1 How often would you be willing to buy pet clothes per month?

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5.1.3.2 How much would you be willing to pay for the amount mentioned in the
previous question?

5.1.3.3 What promotion would you like to purchase from YEANA-A?

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5.1.3.4 Where would you like to buy our products?

5.1.3.5 How do you usually find out about new pet products?

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6. DETERMINATION OF:
6.1 FINANCIAL STATEMENTS
6.1.1 Income Statement

6.1.2 Balance general

6.1.3 Cash flow
In a company's financial accounting, cash flow is one of the most important indicators, as it
provides information on income and expenses, allowing the solvency and liquidity of the
business to be determined. This work in the company is carried out by the Financial
Controller, and its importance lies in the control of the cash flow statement, since thanks to
this, the capacity of a business to generate wealth can be evaluated and helps to make
strategic decisions about the operation of the activity, its financing model and investments.
6.1.3.1 Financial cash flow

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6.1.3.2 Investment cash flow

7. FINANCIAL CALCULATIONS
7.1 ECONOMIC AND FINANCIAL INDICATORS
7.1.1 CURRENT NET VALOS (NPV)
7.1.1.1 Financial flow

7.1.1.2 Investment Flow

7.1.2 INTERNAL RATE OF RETURN (IRR)

7.1.2.1 Financial flow

7.1.2.2 Investment Flow

7.1.3 BENEFIT/COST RATIO (R/B)

7.1.3.1 Financial flow

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7.1.3.2 Investment Flow

7.1.4 PERIODO DE RECUPERACION DE LA INVERSION (PRI)

7.1.4.1 Financial flow

7.1.4.2 Investment Flow

7.2 FLOW COMPARISON CHART

8. DESCRIPTIVE ANALYSIS OF THE COMPANY

8.1 VERTICAL ANALYSIS OF THE BALANCE SHEET
8.2 HORIZONTAL ANALYSIS OF THE BALANCE SHEET
8.3 VERTICAL ANALYSIS OF THE INCOME STATEMENT

8.4 HORIZONTAL ANALYSIS OF THE INCOME STATEMENT

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CONCLUSIONS

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