LPQ BUILDERS MANAGEMENT REPORT

SANDRA ARACELY JAIMES QUINTERO

JUAN SEBASTIAN MONSALVE DIAZ
1017131-882184

NEGOCIACION INTERNACIONAL
SENA
2017
 INTRODUCCION

It is essential that all enterprise have coherence in the administration of their

processes.

The case of the LPQ Builders company shows us a real approach where are
catalogued in a way symmetrical aspects such as administration, finance, human
talent, internalization processes, production and marketing.

However as all company also demonstrates that a company directs a general

manager that manages decision-making and therefore it gives viability throughout
the productive environment and marketing.
 LPQ BUILDERS IS DEDICATED TO:

The LPQ Builders is a leader company in production and distribution of building

materials. The company has a logistics network for the marketing of its products
that has been structured based on Colombias geographical conditions. Its main
headquarter is in Bogota city and it also has branch offices in Buenaventura,
Cartagena and Armenia.

The LPQ Builders was faced to changes in the organizational structure, which led
to a redistribution of its business units and changing its business model. In the
following management report the results of the processes carried out will be
discussed, taking into account the objectives and plans of the organization
specifying in each case the level and percentage of goals achieved by the use of
indicators to display the information provided by responsible.
Instructions for a management indicators presentation:
It is important that a company has clear objectives. So it must take into account
that depending on these objectives can be evaluated in accordance with the
business performance indicators.

Management indicators measure the result of the following way:

Achievement of results with basis in standards established. Manage or establish
concrete actions to realize the tasks or jobs scheduled and planned. Performance
is defined as actions that are relevant to the objectives of the Organization, and
that can be measured in terms of contribution to the goals of the company.
 Improving strategic processes

Administration:

Have a clear and defined strategic vision and objectives. This will help to follow
guidelines that meet realistic parameters.

Internationalization:

Be clear about the quality of the product to export, knowing that niche you want to
get and which are the rules which must Access according to the culture or the legal
processes that exist in that country.

Human Resource management:

Hire the personal suitable and qualified for the task.

Production:
Make sure that all manufacturing processes are made with quality standards for
quality products and a proper export.

Marketing:
Analyze objective markets itself as its culture and laws.

Finance:
Take care of the heritage and invest in only that which generates profitability,
making use of an analysis that determines the profit and lost before any financial
movement.
 CONCLUSION

Strategic Management: develops in the direction, and its main characteristic

influence the actions and decisions is generally corporate and long term. It has to
do with the definition of macro business. Includes the company's relationship with
the environment.

Tactical Management: is developed based on strategic management. The impact of

decisions and actions, medium-term, includes strategic business units. It has to do
with the initial operations of strategic decisions. Framed functions of organization
and coordination.

Operations Management: developed based on tactical management. The impact of

decisions and actions is short term and includes natural work teams and
individuals. It basically has to do with the functions of implementation and control.