AD3022 Consultoría administrativa e inteligencia de negociosSEMANA 4

Sept. 2Noticias

Eq. 5

Caso CAMUS

Proyecto

Caso Camus Ltda. CARACTERÍSTICAS DE LA EMPRESA

Pequeña (20 empleados)

Clientes: Imprentas, industrias de alimentos, centros de reparación de vehículos

Empresa a cargo de envíos y entrega a clientes.

Mercado nacional.

PROBLEMÁTICA DE LA EMPRESA de acuerdo al gerente y dueño

Márgenes bajos

SituacionesBuen ambiente de trabajo

Poco frecuente análisis de situación actual

Poco frecuente definición acciones futuras

Algunos empelados con percepción de trabajo en riesgo por bajo desempeño

Poca información ordenada para toma de decisiones

Información útil dispersa

PLAN DE TRABAJO derivado de lluvia de ideas Area Comercial

- definición mercado meta y objetivo

Plan de ventas

Asignación responsabilidades plan de ventas

DUDAS

¿Acciones suficientes para incrementar margen de venta?

Márgenes con respecto al Pvta

Cuestionar:- Clientes más importantes? Qué tanto influye el precio, calidad y servicio en decisión de compra?- Qué productos sustitutos existen en el mercado? ¿Cómo se diferencian de estos productos en precio y

calidad?- ¿Cuál es el recurso más crítico? Producción, marketing, distribución, servicio al cliente?- ¿Qué costos implica la/las estrategias seleccionadas por la empresa?

¿Situación deseada?

¿Situación actual?

Brecha = Problema

Aquí estamos

Aquí queremos estar

Desagregarlo en “pequeños problemas”

Requiere hablar con los empleados, obtener documentos, etc: Aprender

Ingresos de restaurante están disminuyendo

Servicio al cliente

El staff comete errores?

Se reconocen a los clientes frecuentes?

Tiempo de espera

Tomar las ordenesErrores en la cuenta

Para asignar mesaPara la comidaPara la cuenta

PublicidadCambió la publicidad?

Es inefectiva?

EJEMPLO

Generar posibles soluciones

Ingresos vs Costos

Ingresos (flujo o cuentas por cobrar)

Costos (fijos + variables)

Costos: de adquisición de materia prima

Costos de mano de obra de fabricación (salarios, prestaciones)

Costos indirectos de fabricación (mano de obra para mantenimiento de planta, seguros de la fábrica, impuestos, depreciación de la planta,..)

Caso Walgreens

Fuente: http://www.innosight.com/impact-stories/walgreens-case-study.cfm

How can you transform to achieve a wider company mission?"Our goal is to create an experience unmatched in this industry by focusing on 'Well,'“ Gregory Wasson, Walgreen´s CEO, 2009.

"At the corner of happy and healthy."

Disrupting the care model

By leading the industry in opening healthcare clinics inside its stores, Walgreens

was already shifting to more affordable care by offering flu shots, other vaccines

and basic health testing in a convenient setting and at more accessible prices. In

the process, Walgreens became the nation's largest private-sector provider of

seasonal flu immunizations.

But expanding into more complex health services presented a greater challenge.

Developing disruptive mechanisms to simplify, decentralize, and drive down the

costs of treating chronic conditions involves a deeper understanding of

consumer behavior as well as a focus on creating new business models.

Charting the healthcare services roadmap

Walgreens' leadership called on Innosight to help refine the new strategy and support it with a

consumer-facing innovation plan.

Led by senior partner Andrew Waldeck, the Innosight team interviewed and observed patients, providers, pharmacists, and physicians:

How do they make health and treatment decisions? What influences their behavior? Do

they have important emotional, social and functional "jobs-to-be-done" that aren't being met

adequately today?

The team also examined macro trends driving change.

How would new healthcare legislation enable new "coordinated care" models? What kind

of services can effectively be delivered at a lower cost? How can you partner with the

players you're disrupting?

The result was Project Roadmap, a menu of more than 50 new services that could be rolled

out over the coming decade. Innovations were grouped into three categories: "enhance" the

core pharmacy business, "expand" beyond it into more complex care, and "evolve" into a

partner that could help improve outcomes and lower costs for large patient populations.

Reinventing the role of the pharmacist

Innosight helped reimagine the pharmacist at the center of a new customer experience.

Instead of remaining behind-the-scenes, the idea was to have them leverage their extensive knowledge

base and engage with patients.

These and other changes led to a new kind of retail healthcare format, called Well Experience.

Designed by IDEO, its semi-private spaces would enable pharmacists and patients to discuss sensitive

issues. Specially stationed Health Guides could serve as a concierge for other kinds of wellness or

product issues.

By early 2014, Walgreens had rolled out more than 650 Well Experience stores incorporating the new

role of the pharmacist.

"Our pharmacists now have the opportunity to directly interact with patients," says Dr. Jay Rosan, a

former family physician who is now Senior Vice President of Health Innovations at Walgreens. "Instead

of talking to computers, they are talking to people."

Improving outcomes through prescription adherence

The new format features specific interventions - using both personal relationships and technology - aimed at

tackling the giant problem of prescription non-adherence. The Centers for Disease Control estimates

that 50% of patients fail to take their medications as prescribed, leading to 125,000 annual U.S. deaths and

nearly $300 billion in avoidable medical costs.

The effects of the new interventions have been significant. Prescription adherence rates in Well Experience

stores have improved significantly over the national average, reports Nimesh Jhaveri, VP of Pharmacy

Transformation at Walgreens. "That has a huge impact on cost savings and better health outcomes," he

says.

For instance, a new wellness program called WellTransitions has been shown to reduce the rate of patients

being readmitted to the hospital by 46% within the first 30 days of discharge, as compared to a control group.

"What the Innosight team brought to the table was a rigor, discipline and focus on what we needed to solve

for, and we were able to deliver programs to address those issues," he adds. "It's been a huge win for us."

Leading the healthcare transformation

Walgreens has been able to measure the effectiveness of the new strategy and

innovation plan in terms of:

•Higher number of patients consultations with pharmacists

•Higher customer satisfaction

•Higher acquisition rate of new patients

•Higher retail prescription market share, now nearing 20% nationally

Under Project Roadmap, Walgreens is now moving into some of the toughest areas of

chronic care such as hypertension, diabetes, high cholesterol, and asthma that collectively

account for about 85% of total U.S. healthcare spending. "Innosight showed us how the

whole customer experience could be improved and enhanced," says Dr. Rosan, "and that is

helping the company grow by differentiating us from everyone else in the market."