Journal-General Economics ournal-Economic Systems J

Journal-General Economics

Volume 1, Issue 1 – January – June – 2017

Volume 2, Issue 3 – July – December – 2018

Journal-Economic Systems

ISSN-On line 2523-6350

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ANGELES - CASTRO, Gerardo. PhD

University of Kent

BUJARI - ALLI, Ali. PhD

Instituto Politécnico Nacional

MIRANDA - GARCÍA, Marta. PhD

Universidad Complutense de Madrid

VARGAS - DELGADO, Oscar René. PhD

Universidad de Santiago de Compostela

MIRANDA - TORRADO, Fernando. PhD


SUYO - CRUZ, Gabriel. PhD


CAMPOS - QUIROGA, Peter. PhD

Universidad Real y Pontifica de San Francisco Xavier de Chuquisaca

GARCIA - ESPINOZA, Lupe Cecilia. PhD


AZIZ - POSWAL, Bilal. PhD.

University of the Punjab-Pakistan

BANERJEE, Bidisha. PhD

Amity University

GUZMÁN - HURTADO, Juan Luis. PhD


BARRERO - ROSALES, José Luis. PhD

Universidad Rey Juan Carlos III

ALIAGA - LORDEMANN, Francisco Javier. PhD

Universidad de Zaragoza

GUZMAN - SALA, Andrés. PhD

University of California

PEREIRA - LÓPEZ, Xesús. PhD


BARDEY, David. PhD

University of Besançon

GÓMEZ - MONGE, Rodrigo. PhD


HIRA, Anil. PhD

Claremont Graduate School

FELDMAN, German. PhD

Johann Wolfgang Goethe Universität

IBARRA - ZAVALA, Darío Guadalupe. PhD

New School for Social Research

GARCÍA Y MOISES, Enrique. PhD

Boston University

CHAPARRO, Germán Raúl. PhD

Universidad Nacional de Colombia

VARGAS - HERNANDEZ, José G. PhD

Keele University

BELTRÁN - MORALES, Luis Felipe. PhD

Universidad de Concepción

VILLASANTE, Sebastián. PhD


BLANCO - GARCÍA, Susana. PhD

Universidad Complutense de Madrid

VALDIVIA - ALTAMIRANO, William Fernando. PhD

Universidad Nacional Agraria La Molina

DE AZEVEDO - JUNIOR, Wladimir Colman. PhD

Universidade Federal do Amazonas

LUO, Yongli. PhD

Universidad de Chongqing

PALACIO, Juan. PhD

University of St. Gallen

DANTE - SUAREZ, Eugenio. PhD

Arizona State University

D. EVANS, Richard. PhD

University of Greenwich

NIEVA - ROJAS Jefferson. PhD

Universidad Autónoma de Occidente

MANRÍQUEZ - CAMPOS, Irma. PhD

Instituto de Investigaciones Económicas – UNAM

Comité Arbitral

OLIVES - MALDONADO, Carlos. PhD

Universidad Nacional de Cuyo

GALICIA - PALACIOS, Alexander. PhD


SAENZ - OZAETTA, Carlos. PhD

Universidad Técnica de Babahoyo

QUISPE, Jimmy. PhD

Universidad Superior Politécnica del Litoral

SOLORZANO - MENDEZ, Víctor. PhD

Universidad Agraria la Molina

HERNÁNDEZ, Carmen Guadalupe. PhD


LUIS - PINEDA, Octavio. PhD


CAICHE - ROSALES, Willian. PhD

Universidad Tecnológica Empresarial de Guayaquil

GIRÓN, Alicia. PhD

Universidad Nacional Autónoma de México

GARCÍA - ELIZALDE, Maribel. PhD


HUERTA - QUINTANILLA, Rogelio. PhD


ORDÓÑEZ - GUTIÉRREZ, Sergio Adrián. PhD.


MORÁN - CHIQUITO, Diana María. PhD

Universidad Autónoma Metropolitana

PELAYO - MACIEL, Jorge. PhD

Universidad de Guadalajara

CAMELO - AVEDOY, José Octavio. PhD


ACEVEDO - VALERIO, Víctor Antonio. PhD.

Universidad Michoacana de San Nicolás de Hidalgo

SANCHEZ - CANO, Julieta Evangelina. PhD

Universidad Juárez del Estado de Durango

TAVERA - CORTÉS, María Elena. PhD

Colegio de Postgraduados

CONTRERAS - ÁLVAREZ, Isaí. PhD


VILLALBA - PADILLA, Fátima Irina. PhD


SÁNCHEZ - TRUJILLO, Magda Gabriela. PhD

Universidad de Celaya

FERNÁNDEZ - GARCÍA, Oscar. PhD


SALAMANCA - COTS, María Rosa. PhD


MALDONADO - SANCHEZ, Marisol. PhD

Universidad Autónoma de Tlaxcala

PERALES - SALVADOR, Arturo. PhD

Universidad Autónoma de Chapingo

CAMPOS - RANGEL, Cuauhtémoc Crisanto. PhD

Universidad Autónoma de Tlaxcala

NOVELO - URDANIVIA, Federico Jesús. PhD


GÓMEZ - CHIÑAS, Carlos. PhD


VARGAS - SANCHEZ, Gustavo. PhD


TREJO - GARCÍA, José Carlos. PhD


MANJARREZ - LÓPEZ, Juan Carlos. PhD

El Colegio de Tlaxcala

MARTÍNEZ - SÁNCHEZ, José Francisco. PhD


COTA - YAÑEZ, María del Rosario. PhD


MARTÍNEZ - GARCÍA, Miguel Ángel. PhD


GAVIRA - DURÓN, Nora. PhD


BECERRIL - TORRES, Osvaldo U. PhD

Universidad Autónoma del Estado de México

CAPRARO - RODRÍGUEZ, Santiago Gabriel Manuel. PhD


ISLAS - RIVERA, Víctor Manuel. PhD


OLIVO - ESTRADA, José Ramón. PhD

Instituto Pedagógico de Estudios de Posgrado

RUIZ - MARTINEZ, Julio César. PhD


PÉREZ - SOTO, Francisco. PhD

Colegio de Postgraduados

SALDAÑA - CARRO, Cesar. PhD

Colegio de Tlaxcala

GARCÍA - ROJAS, Jesús Alberto. PhD

Universidad de Puebla

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Presentation of the content

In the first article we present Diagnosis of the area of human resources in SMEs of Ciudad

Obregón, Sonora by NAVARRO-ARVIZU, Elba Myriam, LEYVA-OSUNA, Beatriz Alicia, LÓPEZ-

PARRA, María Elvira, and GONZÁLEZ-NAVARRO, Nora Edith with adscription in the Instituto

Tecnológico de Sonora, in the next article Methodology for Logistics Management at the Micro, Small

and Medium Enterprises by ROMERO-CRUZ, Clara , MÉNDEZ-HERNÁNDEZ, José Luis, VEGA-

ROCHA, Roberto and HERNÁNDEZ-HERNÁNDEZ, María Elena with adscription in the Instituto

Tecnológico Superior de San Martín Texmelucan, in the next article Commercial strategy by ARROYO-

RUIZ, Armando, HERNÁNDEZ-HERNÁNDEZ, María Elena and PÉREZ-MEJÍA, Salvador with

adscription in the Instituto Tecnológico Superior de San Martín Texmelucan,. in the next article

Reasoning process information at the cognitive approach in the provision of purchasing goods and

services young wine “Guanajuatense”s by RAMIREZ-RUIZ, Wendy Carolina Azucena & NAVA-

ÁVILA, María Georgina with adscription in the Universidad Tecnológica de León.

Content

Article

Page

Diagnosis of the area of human resources in SMEs of Ciudad Obregón, Sonora

NAVARRO-ARVIZU, Elba Myriam, LEYVA-OSUNA, Beatriz Alicia, LÓPEZ-

PARRA, María Elvira, and GONZÁLEZ-NAVARRO, Nora Edith

Instituto Tecnológico de Sonora

1-8

Methodology for Logistics Management at the Micro, Small and Medium

Enterprises

ROMERO-CRUZ, Clara, MÉNDEZ-HERNÁNDEZ, José Luis, VEGA-ROCHA,

Roberto and HERNÁNDEZ-HERNÁNDEZ, María Elena

Instituto Tecnológico Superior de San Martín Texmelucan

9-16

Commercial strategy

HERNÁNDEZ-HERNÁNDEZ, María Elena, ARROYO-RUIZ, Armando and PÉREZ-

MEJÍA, Salvador


17-19

Reasoning process information at the cognitive approach in the provision of

purchasing goods and services young wine “Guanajuatense´s

RAMIREZ-RUIZ, Wendy Carolina Azucena & NAVA-ÁVILA, María Georgina

Universidad Tecnológica de León

20-26

1

Article Journal-Economic Systems December, 2018 Vol.2 No.3 1-8

Diagnosis of the area of human resources in SMEs of Ciudad Obregón, Sonora

Diagnóstico del área de recursos humanos en SMEs de Ciudad Obregón, Sonora

NAVARRO-ARVIZU, Elba Myriam†*, LEYVA-OSUNA, Beatriz Alicia, LÓPEZ-PARRA, María

Elvira and GONZÁLEZ-NAVARRO, Nora Edith


ID 1st Author: Elba Myriam, Navarro-Arvizu / ORC ID: 0000-0003-2695-0883, Researcher ID Thomson: S-5657-2018, PubMed Autor ID: elbamyriam, CVU CONACYT ID: 648109

ID 1st Coauthor: Beatriz Alicia, Leyva-Osuna / ORC ID: 0000-0003-4935-6326, Researcher ID Thomson: S-5836-2018, PubMed Autor ID: beatrizleyva, CVU CONACYT ID: 285583

ID 2nd Coauthor: María Elvira, López-Parra / ORC ID: 0000-0003-3552-3517, Researcher ID Thomson: S-5729-2018,

CVU CONACYT ID: 252600

ID 3rd Coauthor: Nora Edith González-Navarro / ORC ID: 0000-0002-7112-8082, Researcher ID Thomson: S-6890-2018, PubMed Autor ID: Nora Edith González Navarro, CVU CONACYT ID: 280977

Received July 11, 2018; Accepted December 03, 2018

Abstract

This research is a study of the functions performed in the

human resources area of two organizations located in

Ciudad Obregón, Sonora, both SMEs, belonging to the

service sector and founded in 2009, with the purpose of

give improvement proposals for this area based on to the

diagnosis of these functions to achieve an improvement in

organizational performance. This research is descriptive,

not experimental and qualitative. As a result, it was

obtained that SMEs do not have an exclusive area to meet

the needs and requirements of the staff, the processes of

this department are carried out informally and by the

business owner. Based on these results, improvement

proposals were prepared for each SME and a manual of

policies and procedures was designed for the functions of

the human resources department as well as an induction

manual to support this activity.

Diagnosis, Human Resource, Administration of

Personal, SMEs

Resumen

Esta investigación es un estudio a las funciones realizadas

en el área de recursos humanos de dos organizaciones

localizadas en Ciudad Obregón, Sonora, ambas SMEs,

pertenecientes al sector servicios y fundadas en 2009, con

la finalidad de plantear propuestas de mejora para esta área

en base al diagnóstico de dichas funciones para lograr una

mejora en el desempeño organizacional. Dicha

investigación es descriptiva, no experimental y cualitativa.

Como resultados se obtuvo que las SMEs no cuentan con

un área exclusiva para atender necesidades y

requerimientos del personal, los procesos de este

departamento son realizados de manera informal y por el

dueño del negocio. Partiendo de estos resultados se

elaboraron propuestas de mejora para cada PyME y se

diseñó un manual de políticas y procedimientos para las

funciones del departamento de recursos humanos así como

un manual de inducción que de soporte en esta actividad

Diagnóstico, Recurso Humano, Administración de

Personal, SMEs

Citation: NAVARRO-ARVIZU, Elba Myriam, LEYVA-OSUNA, Beatriz Alicia, LÓPEZ-PARRA, María Elvira and

GONZÁLEZ-NAVARRO, Nora Edith. Diagnosis of the area of human resources in SMEs of Ciudad Obregón, Sonora.

Journal-Economic Systems. 2018. 2-3: 1-8

* Correspondence to Author (email: [email protected])

† Researcher contributing as first author.

© RINOE Journal-Cameroon www.rinoe.org/cameroon

2

Article Journal-Economic Systems

December, 2018 Vol.2 No.3 1-8

ISSN 2523-6350

RINOE® All rights reserved NAVARRO-ARVIZU, Elba Myriam, LEYVA-OSUNA, Beatriz

Alicia, LÓPEZ-PARRA, María Elvira and GONZÁLEZ-NAVARRO,

Nora Edith. Diagnosis of the area of human resources in SMEs of

Ciudad Obregón, Sonora. Journal-Economic Systems. 2018.

Introduction

In the opinion of Del Ángel (2016) for Mexico,

SMEs are indispensable in their growth, due to

the fact that they have an important amount of

this type of companies, which should be used as

a competitive advantage to attract new

investments and strengthen the presence of

Mexican products not only abroad but also

within the same country.

Coinciding with the above, is the

contribution of Palomo (2005), who says that

"SMEs are important for the economy and

development of the country, due to the number

of jobs they generate and their contribution to the

economic impact in the market." In addition, he

affirms that it is important that they continue to

exist, and that they grow to expand the positive

impact on the economy.

This author mentions several studies that

have been carried out to identify the problems

that afflict this type of companies, where it can

be observed that, among others, problems related

to the personnel that work in them are

mentioned. In the same way, Zapata (2005)

ensures that among the ten main problems faced

by SMEs are those related to the low

participation of employees in the planning of the

company's activities, little attention to the

process of selection and induction of staff, little

or no motivation of employees and lack of

training on current issues.

On the other hand, Chiavenato (2007)

ensures that every organization, whatever its

size, depends on people to function, because

they are the ones who direct, control and operate

them; He affirms that "there is no organization

without people and it depends on them for

success and continuity".

Because of this, the author asserts that

studying people must be basic in organizations

and mentions that modern human resources

management seeks to see people as such and not

just as a resource or input. He adds that "the

current trend is for all people at all levels to be

administrators, and not just directors of their

tasks."

For this reason, it is important to also

take into account the individual differences and

the diversity that exists within the companies, as

well as considering that the greater the

difference.

The greater the potential for creativity

and innovation and if each person is aware that

it is an element of diagnosis and problem

solving, in addition to performing their

corresponding tasks, their work It will improve

continuously as people contribute to

organizations with skills, knowledge, attitudes,

behaviors, perceptions, among others, playing

different roles according to the position they

occupy and these differences of personality,

experience and motivation are what make them

an very diversified resource, which should be

given its real importance, hence the approach of

the following Question: How to improve the

organizational performance of SMEs in the

locality through the review of the functions

performed in the area of human resources? As

an objective derived from the realization of this

research it was established to propose

improvement proposals for the area of human

resources of SMEs in the locality based on a

diagnosis of the functions performed in said area

in order to achieve an improvement in

performance organizational.

Theoretical Framework

An important aspect of this research was the

analysis of the following terms: Diagnosis. For

Arteaga and González (2001) the diagnosis is a

comparison between a situation that is known by

means of a research and another previously

known, which serves as a reference and its

purpose is to obtain true knowledge that

originates a change based on needs and interests

of the parties involved. On the other hand,

González (2013) states that it is a process that is

carried out with the purpose of obtaining and

analyzing information that provides help in the

evaluation of different problematic situations, to

which solution strategies will be proposed; adds

that the diagnosis, in addition to the above,

prioritizes the needs and problems detected. On

the other hand, Rocha (2010) agrees in the

conceptualization of the diagnosis with the

previous authors, since it mentions that it is a

process in which aspects of the organizations are

studied in order to detect situations that need to

be solved and to be able to propose solutions, in

addition, states that there are two types of

diagnosis, the integral, "which covers an

extensive viewof aspects or business variables"

considering all the parts that make up the

company under study "and the specific

diagnosis, which focuses on one or few aspects

of the object in study, that is, study only part of

the organization.

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Similarly, Braidot, Formento and

Nicolini (2006) believe that an organization can

be diagnosed at different levels: in the first level,

it is carried out to detect problems, in the second,

to look for solutions focusing on the

improvement procedure; and, the strategic

diagnosis is the one that includes the two

previous ones, starting from changes in the

environment and recognizing that it is necessary

to integrate efforts of improvement to the key

problems detected, which will allow to obtain

substantial changes in the organization. Based

on the above, diagnosis is defined as the process

through which problematic or opportunity areas

are detected in companies, in order to propose

possible solutions that help overcome or

minimize the identified problems.

2.2 Human resource. Acosta (2008)

assures that the term human resource is the group

of people that work in an organization and that

is usually synonymous with personnel. He adds

that when this term is used in plural, it usually

refers to the administrative area that is

responsible for the company's personnel,

performing the functions of recruitment,

development, training, dismissal, among others.

Coinciding with Acosta (2008), Moreno and

Godoy (2012) affirm that "in an organization,

human resources are made up of the individuals

that make it up, whether they are professionals,

executives, workers, among others", to those

who characterize their knowledge, experiences,

individualities and diverse competences, which

is what makes the organizational objectives

achieved. Assevera that the key for an

organization to grow is to have productive

people with the appropriate educational level,

which shows that this type of resource gives

additional value to the organization.

Likewise, Hernández and Quezada

(2016) conceptualize human resources as the set

of people belonging to a public or private

organization, where they work performing

various tasks assigned to them based on their

abilities and talents, in addition to considering

the daily needs that are presented in the

company. On the other hand, Chiavenato (2007)

affirms that they are the people who "enter,

remain and participate in the organization",

regardless of the hierarchical level they are in or

the task they perform can be found distributed at

managerial, intermediate and operational levels;

besides being "the only living and dynamic

resource of the organization", which makes

decisions on how to handle other resources.

Therefore, the human resource is the

most important type of resource that every

organization has because they are those who

generate added value to the company and who in

turn manage the other existing resources.

2.3 Staff Administration. Dessler (2001)

defines it as "policies and practices that are

required to carry out the aspects related to people

or human resources that belong to an

administrative position".

In turn, Chiavenato (2007) adds that the

administration of human resources is an

interdisciplinary area, because in it they put into

practice knowledge of industrial and

organizational psychology, organizational

sociology, industrial engineering, labor law,

systems engineering, computing, among others;

and the issues that are usually addressed in this

area range from application and interpretation of

psychological tests, interviews, technology of

individual learning and organizational changes,

nutrition, social service, life and career plans, job

design, job satisfaction , absenteeism, salaries,

accidents at work, even transportation for staff

and many other matters, both internal to the

organization and to external or environmental.

Based on the previous contributions is

conceptualized to personnel management as all

those actions necessary to staff each of the

positions that form the organizational structure,

as well as those actions necessary to maintain

and retain such personnel in the organization.

2.4 SMEs. According to different

criteria, the conceptualization of SMEs can vary,

the most used is the number of employees that

comprise it, which in turn will depend on the

country and the productive sector to which it

belongs. In Mexico, this number varies between

11 and 100 employees, regardless of the sector

to which the company belongs. (Monroy, 2007).

The common characteristics shared by

this type of company, according to Rodríguez

(2010) are: a) little or no specialization in

administration, b) little knowledge of sources of

financing by the owner, c) total dependence on

the community where it is located and of your

environment.

Braidot, Formento and Nicolini (2006)

assure that "SMEs are very different from large

companies" so they should be studied in an

independent way.

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They also mention that in recent years,

several international studies of this type of

companies have reached the conclusion that both

innovation and the management of total quality

and formalization in management practices

widely benefit SMEs, but despite this, it is still

difficult to explain the reasons why this type of

companies do not apply these strategies.

Some of the advantages of the SMEs

according to Del Ángel (2016) is that they are an

important driver of local and regional

development in the country where they are

located; they are dynamic, with possibilities to

grow and become a large company; they

generate jobs, attracting a large number of the

economically active population; and, easily

adapt new technologies to their processes. As

disadvantages, it can be presented that profits are

not reinvested in improvements of equipment

and production techniques; In general,

specialized and trained personnel are not hired

since this represents paying high salaries; Poor

production quality due to few or no quality

controls; little staff training due to the costs this

causes; flight of trained personnel; problems

arising from lack of organization.

It can be said that conceptualizing SMEs

is somewhat complicated, since this will depend

on the country to which they belong, the

productive sector they are engaged in and

various factors that must be considered, such as

the number of workers, their volume of annual

sales, production volume and size of your

capital. The most used criterion is the number of

employees, where it is considered that a

company is small when it has between 11 and 50

employees and median when this number is from

51 to 100 workers.

Research Methodology

The present investigation is of descriptive, non-

experimental and qualitative type where the

characteristics and current situation of the SMEs in

study are described, identifying the existing

opportunities in the area of human resources

without manipulation of variables.

- 3.1 Objects of study. The two

organizations studied in the present investigation

belong to the services sector, both are located in

Ciudad Obregón, Sonora and founded in 2009.

The first one is a sushi restaurant, with 12

employees, of which seven they are men and five

are women, most of them have a basic education,

only two have a university degree.

The other organization under study is a

gym that has 22 employees, of which 13 are

women and 9 are men. Like the previous

company, the majority of its employees have a

basic education and only one of them has a

degree.

3.2 Instruments. To obtain the necessary

information for this study, two instruments were

designed, one to carry out the characterization of

each organization and another one to be able to

diagnose the area of human resources.

The instrument to carry out the

characterization of the company is divided into five

sections: the first one is to obtain general

information about the company, has 20 items,

where you can count on your name, federal register

of taxpayers, date of foundation, location, number

of employees, size, products or services offered,

main customers and suppliers, among others. In the

second section the background of the company is

requested, in the third part it is requested to describe

its productive process, in the fourth section the

organization is requested and in the last section

there is a control format, which shows the date of

application of the instrument, the identification data

of the interviewer and the name and signature of the

person who answered the instrument.

The second instrument used was designed

with the purpose of obtaining information to be able

to diagnose the area of human resources and each

of the functions performed there. It is divided into

five sections or sections. The first section is general

data, where the name of the person who answers the

instrument, the position he occupies, the

department he belongs to, his seniority in the

position, the date he joined the organization, his

degree of schooling and its gender. In the second

part of the instrument the instructions are given to

answer it as well as a thank you for your

collaboration. The following section begins with

the reagents, which are a total of 43, with which it

is questioned whether the company has an area

dedicated to the administration of personnel, who is

responsible for performing the functions of

recruitment, selection, hiring and induction, and

more specific questions about how each of these

functions corresponding to this area is executed.

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Then there is a section where the

interviewer can make his notes on the observations

made and finally there is a control section, where

the application date of the instrument is requested,

the identification data of the interviewer and the

name and signature of the person who answered the

instrument.

3.3 Process. To carry out this research

work, the following phases were considered:

1. First, SMEs from the locality that wanted

to participate in the research were

sought, obtaining a favorable response

from four of them.

2. Presentation of the project to the

entrepreneur through an interview where

he was explained in detail the objective

set in the research, what would be the

process to follow and the positive impact

that would get to participate in the

project.

3. A characterization was made to each one

of the SMEs under study applying the

instrument designed for this purpose and

with which information was obtained

about their background, turnover,

number of employees, products and / or

services offered to the market, types of

clients, organizational structure, among

others.

4. The instrument was designed and

validated to gather information about the

functions performed in the human

resources area of each of the

participating SMEs.

5. Once the instrument was validated, it

was applied to the person in charge of the

human resources area in each of the

SMEs under study.

6. Based on the information obtained by

applying the designed instrument, a

diagnosis was made of the functions

performed in the area of human

resources, capturing the real situation of

this area in each of the SMEs involved.

7. Based on the diagnosis made,

improvement proposals were prepared

for the areas of opportunity detected for

each of the functions of the human

resources area carried out in the SMEs

participating in the project.

8. In order that the entrepreneur

implements in a short time the

improvement proposals that were

prepared, they were designed, developed

for its early implementation.

9. A final report was drawn up with the

results to present to each of the

participating entrepreneurs, this report

contains the diagnosis made, the

improvement proposals elaborated and

the development of these, in addition to

suggesting a process of implementation

of said proposals.

Results

As results of the present investigation, once the

instruments designed were applied, the analysis

of the answers provided was carried out, finding

the following:

a) in the company that is a gym, there is no

specialized area that focuses on the

administration of personnel, being the

position of general director who

performs the corresponding functions to

that area. The recruitment process is not

formalized, but the company has

descriptions of each position by area of

work that include the profile that must

cover the person who comes to occupy

that position. The sources of recruitment

used are internal, since it is through

recommendations of the same employees

that the vacancies available in the

organization are disclosed and the

interested parties send a job application

to the company.

Within the selection process candidates

are tested to see how efficient they are in their

work taking into consideration the attitude with

the client, the prior knowledge they have in the

position and the experience they have.

The selection of the personnel is carried

out by the immediate supervisor, who, in order

to make a decision, also considers the

description of the job position and the job

application submitted, in addition to

interviewing the candidate.

For the application of the contracting

process that takes place in the company, it is not

necessary to perform medical, general

knowledge or psychometric exams, but if the

candidate is put to the test performing the

functions of the position for a period of 15 days,

in addition to verify the candidate's personal data

via telephone, as well as the personal references

that you have provided.

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The decision of the hiring is in charge of

the manager of the company, although this is not

the immediate boss, such hiring is done

eventually and in writing.

Once the trial period of the candidate has

been completed and the hiring decision is

favorable, the candidate is informed of this

decision so that from that moment he starts

working in the company, without there being an

induction process or a manual specific to provide

the new employee.

b) The sushi restaurant company does not

have a specialized area for personnel

management, so the functions of that

area are performed by the business

owner. The functions of recruitment,

selection, hiring and induction are

carried out informally; that is, when it is

necessary to hire staff to cover a vacancy,

in addition to verifying that the candidate

is of legal age, only the previous

experience that he / she presents in the

elaboration of dishes is considered, in the

case of being the position of cook, and

through an interview if the positions

requested are from waitress or cashier. It

is important to clarify that the interview

is informal, since there is no structure

designed for this function. Neither

medical nor psychometric examinations

are applied, only the verification of labor

references provided by the candidate is

carried out. The decision of the hiring is

also taken by the owner, the signing of

any formal contract or in writing is not

made and the induction process consists

only in informing the new employee of

the functions he will perform in the

position he occupies, assigning him a

person to teach you how things should be

done.

Based on the results obtained, we

proceeded to elaborate proposals for

improvement for both SMEs, among which the

following can be highlighted:

1. Formalize each of the processes

(recruitment, selection, hiring and

induction) related to the administration

of personnel for each of the SMEs under

study.

2. Have a person who is exclusively

responsible for performing the functions

of this area.

3. Establish policies for the administration

of personnel that serve as a guide for

decision-making related to this area.

4. Prepare a manual of policies and

procedures exclusively for the area of

human resources, where each of the

functions to be performed in said area is

clearly and thoroughly described.

5. Prepare an induction manual to support

the implementation of this important

process in the incorporation of a new

employee to the company.

In addition to the improvement proposals

made to the SMEs, it was supported in the

elaboration of the policies for the area of human

resources, in the same way the manual of

policies and procedures was designed for this

same department as well as the induction manual

that will serve as support in this function.

Conclusions

The findings obtained in the present study,

corroborate the difficult condition that SMEs go

through in terms of human resources, since for

different reasons, whether financial, cultural or

other, this type of company usually does not

have a specific area dedicated exclusively to

meet the requirements and needs of its staff,

being the owner or manager of the business who

must take charge of performing the functions of

this department, whether or not you have

sufficient knowledge to do so.

Reinforcing the above, Jaramillo (2005),

states that one of the internal problems that

hinders the development of SMEs is the poor

management of human resources within

organizations, so it is considered of utmost

importance to pay timely attention to This area,

as well as the functions carried out in it, with the

purpose of ensuring that the organization has the

appropriate personnel to support the fulfillment

of the objectives set, thus achieving

organizational efficiency and effectiveness.

Therefore, it is considered indispensable

that the investigated SMEs put into practice the

proposals that were made to them as well as

implement the manuals that were designed for

exclusive use for each of them.

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It can be concluded by reinforcing the

importance of continuing to carry out this type

of research in which the university is linked to

companies, since through these interventions

benefits are obtained for the SMEs under study,

through the diagnoses made as well as of the

proposals and implementation of improvements

that are made to them; Like the students

participating in these projects, who put into

practice in the real field the knowledge acquired

in the classroom.

It can be concluded that every

organization is composed of people, who

contribute their skills, knowledge, experiences

and attitudes to the success and permanence of

the company, hence the importance of

conducting studies focused on this subject,

which serve to improve the functions performed

by the area in charge of the personnel and in this

way we can count on suitable employees to

perform the assigned positions, contributing in

this way in the organizational improvement.

References

Acosta, G. (2008). Gestión de Recursos

Humanos en la Administración Tributaria

Venezolana. Observatorio Laboral Revista

Venezolana. 1(2). Pp. 79-100. Venezuela:

Universidad de Carabobo Valencia. Recuperado

el 4 de abril de 2018, de:

http://www.redalyc.org/pdf/2190/21901682200

5.pdf

Arteaga, C. & González, M. (2001).

Diagnóstico. Desarrollo comunitario. Pp. 82-

106. México: UNAM. Recuperado el 12 de abril

de 2018, de:

http://biblioteca.udgvirtual.udg.mx:8080/jspui/b

itstream/123456789/1006/1/Diagnostico.%20en

%20Desarrollo%20comunitario.pdf

Braidot, N., Formento, H. & Nicolini, J. (2006).

Estudio sobre los resultados y la correlación de

variables en un modelo diagnóstico específico

para SMEs, aplicado a distintas áreas de

actividad industrial. Universidad Nacional de

General Sarmiento. Argentina. Recuperado el 13

de abril de 2018, de:

http://www.littec.ungs.edu.ar/pdfespa%F1ol/IFI

%2002-2006%20Formento-Braidot-Nicollini-

Altube.pdf

Chiavenato, I. (2007). Administración de

recursos humanos: El capital humano en las

organizaciones. Octava edición. México: Mc

Graw Hill.

Del Ángel, D. (2016). Las SMEs como principal

fuente de empleos en nuestro país. UNAM.

Recuperado el 9 de abril de 2018, de:

http://vinculacion.dgire.unam.mx/Memoria-

Congreso-2016/trabajos-ciencias-

sociales/politicas/1.pdf

Dessler, G. (2001). Administración de personal.

Octava edición. México: Editorial Prentice Hall.

González, O. (2013). Diagnóstico de las áreas

funcionales de la empresa integradora Ixtleros de

Coahuila S.A. de C.V. Caso: El Salitre, Saltillo,

Coahuila. México: Universidad Autónoma

Agraria Antonio Narro. Recuperado el 11 de

abril de 2018, de:

http://repositorio.uaaan.mx:8080/xmlui/bitstrea

m/handle/123456789/4480/T19740%20GONZ

ALEZ%20VAZQUEZ%2c%20OLINDA%20%

20TESIS.pdf?sequence=1&isAllowed=y

Hernández, F. & Quezada, D. (2016). Los

recursos humanos en las bibliotecas públicas de

México: una investigación exploratoria.

Investigación Bibliotecológica. 30(68). Pp. 17-

50. Recuperado el 5 de abril de 2018, de:

https://goo.gl/5aWf3w

Jaramillo, O. (2005). Gestión del talento humano

en la micro, pequeña y mediana empresa

vinculada al programa Expopyme de la

Universidad del Norte en los sectores de

confecciones y alimentos. Pensamiento y

Gestión. (18). Pp. 103-37. Recuperado el 17 de

abril de 2018, de:

http://www.redalyc.org/html/646/64601805/

Monroy, C. (2007). Los Retos de las SMES para

consolidar el desarrollo económico de México.

Universidad de Sonora. Recuperado el 2 de abril

de 2018, de: http://www.bidi.uson.mx/

TesisIndice.aspx?tesis=17722

Moreno, F. & Godoy, E. (2012). El talento

humano: Un capital intangible que otorga valor

en las organizaciones. Daena: International

Journal of Good Conscience. 7(1). Pp. 57-67.

Recuperado el 6 de abril de 2018, de:

https://goo.gl/uNk8nV

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Palomo, M. (2005). Los procesos de gestión y la

problemática de las SMEs. Ingenierías. 8(28).

Pp. 25-31 . Recuperado en 8 de abril de 2018, de:

http://eprints.uanl.mx/10226/1/28_llo_procesos

_gestion.pdf

Rocha, N. (2010). Diseño de una metodología de

disgnóstico para empresas productoras de flores

tropicales y follajes en el eje cafetero.

Universidad Nacional de Colombia. Recuperado

el 11 de abril de 2018, de:

http://www.bdigital.unal.edu.co/2618/1/790654

.2010.pdf

Rodríguez, J. (2010). Administración de

pequeñas y medianas empresas. Sexta edición.

México: Cengage Learning.

Zapata, E. (2005). Las SMEs y su problemática

empresarial: Análisis de casos. Colombia:

Univerisdad Nacional de Colombia, Facultad de

Ciencias y Administración. Recuperdo el 12 de

abril de 2018, de:

https://books.google.com.mx/books?hl=es&lr=

&id=N1l2My4B7h8C&oi=fnd&pg=PA296&dq

=problemas+de+las+SMEs&ots=KPs8EaLBhp

&sig=t3CWp2b1CIqobVQWJlsdXo4tH1k#v=o

nepage&q&f=false

.

9



Enterprises

Metodología para la gestión logística en la micro, pequeña y mediana empresa

ROMERO-CRUZ, Clara †*, MÉNDEZ-HERNÁNDEZ, José Luis, VEGA-ROCHA, Roberto and

HERNÁNDEZ-HERNÁNDEZ, María Elena

Instituto Tecnológico Superior de San Martín Texmelucan. Camino a la Barranca de Pesos S/N Col. San Lucas Atoyatenco.

ID 1st Author: Clara, Romero-Cruz / ORC ID: 0000-0002-69395712, Researcher ID Thomson: S-5947-2018, CVU

CONACYT ID: 947137

ID 1st Coauthor: José Luis, Méndez-Hernández / ORC ID: 0000-0002-89461051, Researcher ID Thomson: S-7848-2018,

CVU CONACYT ID: 367084

ID 2nd Coauthor: Roberto, Vega-Rocha / ORC ID: 0000-0001-5932-3654, Researcher ID Thomson: S-7958-2018, CVU

CONACYT ID: 947200

ID 3rd Coauthor: María Elena, Hernández-Hernández / ORC ID: 0000-0001-7172-3802, Researcher ID Thomson: O-8193-

2018, CVU CONACYT ID: 927536

Received August 02, 2018; Accepted December 10, 2018

Abstract

With the development of a methodology for Logistics Management in

the MSMEs, it is possible to shorten the gap in operational efficiency with respect to large companies.In Mexico, the importance of the

MSMEs in the creation of jobs is evident. "In the 2015 National Survey

on Productivity and Competitiveness of Micro, Small and Medium-sized Enterprises, 97.6% are micro-enterprises and concentrate 75.4% of the

employed personnel. Small companies are 2% and have 13.5% of the staff employed. The medians represent 0.4% of the economic units and

have just over 11% of the employed. In the 2013-2014 period, 2.2% of

small companies and 5.6% of medium-sized companies participated in productive value chains. Of the remaining, it declares not to participate

in said production scheme, it highlights as a reason the lack of

information for 73.5% of small companies and 72.4% of medium-sized companies ". Press Release no. 285/16 of July 13, 2016 Aguascalientes,

AGS Page 1/3. Extracted on June 13, 2018 from

http://www.inegi.org.mx/saladeprensa/boletines/2016/especiales/especiales2016_07_02.pdf. The objective is to make known the development

of a methodology for logistics management, feasible to apply in the

MSMEs. The research methodology used includes deductive and analytical methods. The contribution is related to the importance of

logistics in companies, which is a strategic aspect, with a key role to

streamline the administration of the supply chain.

MSMEs, strategy, logistics, methodology, administration, Supply

chain

Resumen

Con el desarrollo de una metodología para la Gestión Logística en la

MSMEs, es posible acortar la brecha en eficiencia operativa respecto de las grandes compañías.En México es evidente la importancia de la

MSMEs en la generación de empleos. “En la Encuesta Nacional sobre

Productividad y competitividad de las Micro, Pequeñas y Medianas empresas 2015, 97.6% son microempresas y concentran el 75.4 % del

personal ocupado. Las empresas pequeñas, son un 2% y tienen el 13.5% del personal ocupado. Las medianas representan 0.4% de las unidades

económicas y tienen poco más del 11% de los ocupados. En el periodo

2013-2014, el 2.2% de las empresas pequeñas y el 5.6% de las medianas participaron en cadenas productivas de valor. Del restante, declara no

participar en dicho esquema de producción, destaca como razón la falta

de información para el 73.5% de las empresas pequeñas y el 72.4% de las empresas medianas”. Boletín de prensa núm. 285/16 del 13 de julio

de 2016 Aguascalientes, AGS Página 1/3. Extraído el 13 de junio del

2018 de http://www.inegi.org.mx/saladeprensa/boletines/2016/ especiales/especiales2016_07_02.pdf. El objetivo es dar a conocer el

desarrollo de una metodología para la gestión logística, factible de aplicar

en la MSMEs. La metodología de investigación utilizada incluye los métodos deductivo y analítico. La contribución está relacionada con la

importancia de la logística en las empresas, misma que es un aspecto

estratégico, con un papel clave para eficientar la administración de la cadena de suministros.

Msmes, Estrategia, Logística, Metodología, Administración, Cadena

de Suministros

Citation: ROMERO-CRUZ, Clara, MÉNDEZ-HERNÁNDEZ, José Luis, VEGA-ROCHA, Roberto and HERNÁNDEZ-

HERNÁNDEZ, María Elena. Methodology for Logistics Management at the Micro, Small and Medium Enterprises. Journal-

Economic Systems. 2018. 2-3: 9-16




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RINOE® All rights reserved ROMERO-CRUZ, Clara, MÉNDEZ-HERNÁNDEZ, José Luis, VEGA-ROCHA, Roberto and HERNÁNDEZ-HERNÁNDEZ, María Elena.


Enterprises. Journal-Economic Systems. 2018.

Introduction

Latent supply chain management, need to

respond to the current dynamics prevailing

between customer and supplier to deliver

manufactured to specifications and delivered on

time and quantity required; however, conform to

specifications and delivery times requires

integrated all the elements that make up a supply

chain management.

The importance of this research and its

added value, is to create a methodology that is

useful and easy to apply to who is in charge of

directing and coordinating a supply chain in the

MSMEs, a sector that has a preponderant role in

the economy of a country and which is difficult

to remain in the market for lack of tools based on

industrial engineering, which support their daily

work in the production floor; ranging from the

planning of materials to the sale of the final

product.

The particular characteristics of this

methodology indicate the steps to follow in order

to carry out the management of a company's

logistics in a clear and simple way, as an

elementary guide, dealing in the first instance

with the calculation of the sales forecast, and

then continue with the development of the

aggregate production plan by product families

and later with the calculation of the master

production program for specific products and

finally carrying out the capacity planning.

The problem that will be solved with the

development of this methodology is the change

in the way of managing the operations related to

logistics in the scope of the MSMEs, which is

usually carried out in an ordinary manner,

without an engineering base.

The development of a methodology that

serves the Micro, Small and Medium companies

to manage their supply chain, is carried out in the

facilities of the Higher Technological Institute of

San Martín Texmelucan (ITSSMT).

The hypothesis that sustains this research

is related to the way of managing the operations

related to logistics in the scope of the MSMEs,

which is usually carried out in an ordinary way,

without an engineering base.

The summary of this paper explains the

idea of the research, as well as the problem to be

solved and the expected results, the introduction

highlights the importance of the work to be

developed and what is its added value for the

sector to which it is directed . The development,

expresses the structure of the methodology to be

followed by those who carry out logistics

management activities in the company, to

manage in an adequate manner and with

engineering support their logistics operations

and the results aspect shows the steps to be

followed for each aspect of the methodology.

Justification

The importance of developing this Project for

micro, small and medium enterprises is a

function of the substantial improvement that will

be provided to the company, to achieve greater

competitiveness and carry out the best practices

in supply chain management.

In the industrial field, companies and

their supply chains act increasingly and more

frequently in more competitive scenarios, as a

result. Companies need to combine quantitative

and qualitative methods of forecasting, planning

methods and materials control, as well as

mapping processes and information flows to

carry out a control in their logistics management.

Problem

In Mexico, the MSMEs as a sector that generates

a large number of jobs requires for its survival in

the markets; change their traditional methods of

business management and adapt to the changing

rhythm of commercial activity. Improve its

logistics management, as well as its supply

chain, using an engineering-based tool designed

to ensure its ease of use and usefulness.

Lack of procedures, lack of planning and

an organized operational structure, are some of

the problems commonly faced by micro, small

and medium enterprises.

General Objective

Develop a methodology to improve logistics

management and the supply chain, applicable to

an MSMEs.

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Impacts of the logistics strategy

The impacts that the logistics have generated in

the company have to do with gaining a strategic

advantage when planning the delivery of the

finished product to the customer. "Logistics has

not always been important for the company, you

can see four stages in logistics involvement of an

organization: Stage 1) We focus on the now for

a crisis Stage 2) We focus on this month due to

budget pressure Stage 3) We focus this year on

an improvement program Stage 4) We focus on

the long term because we want to gain strategic

advantage "(Long, 2006 page 69).

Several papers talk about the importance

of logistics planning and control in the company:

"Properly managing supply chains is practically

an imposition for organizations to survive in the

business landscape and be successful.

Companies have the necessary tools to adapt to

the pace of change Supply chain management

covers the management of the different flows

that occur in the internal and external relations

of companies: flow of information, materials,

resources and also the economic flow. (Ministry

of Industry, Tourism and Commerce, 2007).

"The cost for Mexican companies

amounts to 30% of sales because they do not

have adequate policies, the countries with best

practices in the field place the cost below 10%."

Small and medium-sized Mexican companies

(SMEs), which represent 80% of companies in

Mexico have their costs increased up to 30% of

their sales because they do not have an adequate

logistics policy. "The foregoing, according to

Miguel Martínez, Executive Director of the

Innovation Center in Logistics and Commerce of

Mexico (Mayoral Jiménez I, Vargas I, 2011).

The satisfaction of the client and the growth

of the company, as a product of the logistic

management

What currently requires a logistics planning

company is to deliver a product or service to the

customer at the agreed time, with the quality

offered and at an appropriate price. Customer

satisfaction is the expected product of logistics

management. (http://virtualnet2.umb.edu.co/

virtualnet/archivos/open.php/125/2eabe_2037/T

GPC002037/mod1/profundizacion_tema1_m1.

html

Forbes in an article of April 2017,

mentions that SMEs have started a search for

new ways to grow into new markets, which

makes evident the need to strengthen the

logistics management of their delivery and

receipt of materials and finished products. The

above is reflected in the following article, found

on March 19, 2018 in which Forbes states:

"Mexican SMEs and their strategy for 2017".

The global economic uncertainty has led SMEs

to innovate to achieve growth: they feel ready to

enter new markets, national and international.

SMEs are very important for the economy of any

country, only in Mexico are more than four

million and generate 72% of employment and

contribute 52% of the Gross Domestic Product

(GDP). SMEs in Mexico have begun to look for

innovative ways to grow, and one of their main

strategies is to try to venture into new markets,

both national and international. (Carriedo,

2017).

Forecasting as an integral part of business

logistics planning

Companies with a forecast approach can

estimate the future demand for products and the

resources needed to produce them.

Qualitative forecasting methods

a) Survey of the sales force. Sales

estimates are obtained from estimates of

the sales force. Popular method in

companies with a good communication

system.

b) Customer survey. Sales estimates are

obtained from customers, this method

may be preferred in companies with

relatively few customers.

c) Historical analogy This method links the

estimation of the future sales of a product

with the knowledge of the sales of a

similar product during several stages of

its life cycle. This method can be

particularly useful in forecasting sales of

new products.

d) Market research. The basis for checking

hypotheses about the markets are

questionnaires by mail, telephone

interviews or field interviews. Products

marketed in target regions are

extrapolated in a statistical way to cover

the entire market.

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Quantitative methods of forecasting

e) Linear regression. Model that uses the

method of least squares to identify the

relationship between a dependent

variable and one or more independent

variables; it can be used appropriately for

both long-term prognosis and short-term

prognosis. The regression assumes

almost normality, so the values of the

dependent variable will be distributed on

both sides of its mean and the standard

error of the forecast is constant along the

trend line.

f) Moving averages. Forecast model of the

type of short-term time series that

forecasts sales for the next period. The

arithmetic average of actual sales for a

certain number of most recent past

periods is the forecast for the next period.

g) Weighted moving average. The forecast

for the next period is a weighted average

of past sales, instead of the aitmetic

average.

h) Exponential smoothing. The predicted

sales for the last period are modified

using the information corresponding to

the forecast error of the last period. This

change in the forecast of the last period

is used as a forecast for the next period.

(Gaither & Frazier, 2000)

Methods for production planning

If a company decides to carry out a planning, it

must translate all these functions into a business

plan. A business plan is composed of different

plans: economic-financial plan, business plan

and production plan.

Every plan must consist of the following

elements:

1. The objectives that the company intends

to achieve in the future.

2. The means with which the company will

count to achieve those objectives.

3. The time horizon of the planning, that is,

the time during which the company will

have said means.

In the planning process there are three

levels depending on the objectives that are taken

as a reference:

1. Strategic planning will establish policies

and the long-term business plan.

2. Tactical planning refers to the production

plan or aggregate plan in the medium

term.

3. Operational planning determines the

objectives and short-term plans for

functional areas, their reflection will be

in the operational production plans.

(González Riesco, 2006).

Aggregate production planning

The aggregate planning consists in the

development of a monthly or quarterly aggregate

production plan, over a horizon of 6 to 12

months. It receives the name of aggregate

planning, because the production plan refers to

lines or families of products, unlike the master

program that is about specific products.

Aggregate planning does not generate a detailed

production plan (a function of the master plan)

and in practice it becomes a production policy,

establishing the desired levels of production and

inventories over a medium-term planning

horizon. Aggregate planning is necessary when

the demand is seasonal, that is, when it grows in

the peak period and decreases in periods of low

demand.

The following are mechanisms that the

company has to face fluctuations in demand.

– Production rates

– Changes in the workforce

– Inventories

– Transfer of demand

Good aggregate planning should try to

quantify the costs involved in each mechanism

used, so that an optimal combination of

inventories, changes in the labor force and / or

changes in the rate of production can be selected,

which allows satisfying the demand,

maintaining the level of reasonable costs for the

company. (Muñoz Negrón, 2009).

13


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Figure 2.1 shows the activities of the production

planning process in a company.

Figure 2.1 Activities of the production planning process

Source: Business Process Administration. Muñoz Negrón

David

Production master program

The production master plan is the document that

reflects for each final article, the units

committed, as well as the periods of time for

which they must be manufactured. It is a

statement of the factory as to:

– What to produce

– How much to produce

– When to produce

It is a scheduled evaluation of everything

the company expects to manufacture. It is the

agenda prepared in advance for those items

designated as belonging to the master plan, thus

becoming a set of planning documents that lead

to the so-called material needs plan or MRP-I

(Material Requirement Planning). (Anaya

Tejero, 2016).

Planning of material requirements

MRP (Materials Requirement Planning), is a

procedure that is used to convert the master

program of production of final products into a

detailed program of raw materials and

components that are used in the final products.

The detailed program indicates the

quantities of each item, when it should be

replenished and when delivered to comply with

the master schedule. Capacity requirements

planning coordinates labor and equipment

resources with material requirements. MRP is

more convenient for batch production and

specialized workshops for products that consist

of multiple components, each of which must be

purchased or manufactured.

For MRP to function properly it must

receive data from: 1) the master production

program, 2) from the bill of material file, 3) from

the inventory record file, and 4) from the

capacity requirements planning. The following

figure shows the flow of data to the MRP

processor and its conversion into results reports.

(Groover, 1997)

Figure 2.2 Data flow in the planning of material

requirements (MRP)

Source: Own Authorship

Supply chain management

The supply chain management (SCM), for its

acronym in English, covers all activities related

to the flow and transformation of goods, from

the stage of raw material (extraction) to the end

user, as well as information flows related

Materials and information flow up and down the

supply chain. (Ballou, 2004).

The central idea of supply chain

management is to apply a comprehensive system

approach to managing the flow of information,

materials and services from raw material

suppliers as they pass through factories and

warehouses until they reach the final consumer.

Lad recent trends of subcontracting and

mass production force companies to find flexible

ways to meet customer demand. The focal point

is to optimize the core activities in order to

maximize the speed of response to changes in

customer expectations. (Chase, Jacobs, 2014

p.15).

Production planning

Forecast of demand

Aggregate planning

Master

program Programming and

control of production Packing program

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Figure 2.3 shows the graphical model of the

supply chain

Figure 2.3 Graphic Model of the Supply Chain.

Source: Quantification and generation of value in the

supply chain. Sánchez G. Gema.

BOM

Bill of Materials by its abbreviations in English,

or tree of structure of the product, is a register

where they appear all the components of an

article, contains information to identify each

article and the amount used per unit of the piece

that is part. (Krajewski, 2000).

The following figure shows an example

of a product structure tree, which is composed of

the components A1, A2, A3, A4 and A5 in

quantities 3,1,2,6,2 respectively, where A1

needs three units of a subcomponent B1, A3 of

two of B2, and A5 two sub-components of B3.

(Soret Los Santos, 2006).

Figure 2.4 Example of product structure tree.

Source: Logistics and marketing for commercial

distribution. Ignacio Soret The saints

Project development

Map of the logistics management process


Methodology for logistics management in the company

Forecast of

demand

Forecasting method used

Sales force survey

Customer survey

Historical analogy

Market research

Linear regression

Moving averages

Weighted moving average

Exponential smoothing

Calculation of the

sales forecast

Aggregate

planning

Monthly production plan

for product families

Calculation of the

desired level of

production by product

families

Master

program

Material requirement

planning

Calculation of the

desired level of

production of specific

products

Product design

Bill of materials file

Inventory record file

Capacity

planning

Table 1 Map of the logistics management process

Source: Own Authorship


The research methodology used is under a mixed

approach, including the methods: deductive and

analytical, the variables taken into consideration

are the delivery of products on time and with the

quality specified by the client as a dependent

variable and the use of the methodology for

development of the logistics management of

operations within the company as an

independent variable.

The criterion used for this determination

of the variables is the statistics mentioned by the

ENAPROCE (National Survey on Productivity

and Competitiveness of Micro, Small and

Medium-sized Enterprises) 2015. In the 2013-

2014 period, only 2.2% of the small companies

and 5.6% of medians expressed their

participation in productive value chains. Of the

remaining that declares not to participate in this

production scheme, the lack of information for

73.5% of small companies and 72.4 of medium-

sized companies stands out as the main reason. "

Press Release no. 285/16 of July 13, 2016

Aguascalientes, AGS Page 1/3.

Retrieved June 13, 2018 from

http://www.inegi.org.mx/saladeprensa/boletines

/2016/especiales/especiales2016_07_02.pdf.

Pro

vid

er

Comprar/

aprovisio

nar

Fabric

ar

Almacen

ar/

Transpor

tar

Vend

er

Clie

nt

To plan

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Research Type

The type of research is correlational and

explanatory. The research project identifies the

degree of relationship that exists between the

variables: resource planning in logistics

management, customer satisfaction for product

deliveries on time and with the required quality

and survival of companies in the market.

According to information found in

http://eleconomista.com.mx/industrias/2014/10/

14/las-principales-causas-fracasonegocios-

mexico:

"In Mexico, only 10% of SMEs reach 10

years and 75% of companies fail before two

years". The causes of failure can have one, two

or more reasons:

1. Finance area

2. External factors

3. Administration

4. Human resources

5. Marketing

6. The technical aspects of the business

It is explanatory research, in that

logistics management works for the company as

a competitive advantage.

Results

Figure 4.1 shows the general structure of the

methodology to manage the logistics activity

within a company as a mapping of the logistics

management process.

Which consists in the first instance of the

calculation of the forecast of the demand with

the respective information that it is necessary to

have on hand to carry it out: the forecast model

to be used, the selection of articles with which to

work, the time horizon of planning and data

collection.

Secondly, the aggregate plan per family

of products with the necessary data for its

execution is required: the forecast of the

demand, the quantity of initial inventory and the

corresponding cost to maintain it, the cost for

lost sales, the cost of materials, cost of

subcontracting, cost of hiring and training, cost

of dismissal, number of normal working hours

per day, the amount of extra time, as well as its

cost, and the cost of normal time. As well as the

available work hours per month.

Third, there is the master plan of

production for specific products and the

information necessary for its development,

which has as basic basis the programmed orders,

the determination of products, the state of the

inventories, the structure of the product (BOM),

the staff of human resources and the teams.


Methodology for logistics management in the company

Forecast

of

demand

Forecasting method

used

Survey to the sales

force

Customer survey

Historical analogy

Market research

Linear regression

Moving averages

Weighted moving

average

Exponential

smoothing

Aggregate

planning

Monthly production

plan for product

families

Master

program

Material requirement

planning

Figure 4.1 general structure of the methodology to

manage the logistics activity within the company. Source:

Own Authorship

Conclusions

The project will benefit the MSMEs, being able

to shorten the efficiency gap in managing the

supply chain and execute logistics management

operations in an appropriate manner, increasing

their competitive advantage.

References

Anaya Tejero, J. (2016). Organización de la

producción industrial: un enfoque de gestión

operativa en fábrica (1ª. edición). Madrid: Esic

Business&MarketingSchool

Ballou, R. H. (2004). Logística. Administración

de la cadena de suministro (5ª. edición). México:

Pearson Educación.

Calculation of

sales forecast

Calculation of the

desired level of

production by

product families

Calculation of the

desired level of

production of

specific products

Product design

Bill of materials file

Inventory record file

Capacity planning

Stages of the forecast

process

Determine the objective

Select the items you work with

Determine the time horizon

Select the model or models

Data collection

Make forecast

Required information

Forecast of demand

Initial inventory

Number of working days

Cost of materials

Cost of maintaining inventory

Marginal cost for lost sales

Marginal cost of subcontracting

Cost of hiring and training

Dismissal cost

Hours of work required

Maximum extra hours per month

Normal working hours per day

Cost of normal time

Cost of extra time

Workers available at the first of the month

Maximum

number of

units that can

be

subcontracte

d

Required

information

Planned orders

Firm orders

Product forecast

State of inventories

Product structure (BOM)

Human resources template

Teams

Realizar pronóstico

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Chase R.B., Jacobs F.R. (. 2014).

Administración de operaciones Producción y

cadena de sumnistros (13ª. edición). México:

McGrawHill.

Gaither, N., Frazier, G. (2000). Administración

de producción y operaciones (8ª. edición).

México: Ediciones Paraninfo.

González Riesco, M. (2006). Gestión de la

producción, cómo planificar y controlar la

producción industrial (1ª. edición). España:

Editorial ideas propias.

Groover, M. (1997). Fundamentos de

manufactura moderna: materiales, procesos y

sistemas (1ª. edición). México: Pearson

educación.

Krajewski, L. J., Ritzman L.P (2000).

Administración de operaciones. Estrategia y

análisis (5ª. edición). México: Pearson

Educación.

Long D. (2008). Logística internacional:

administración de la cadena de abastecimiento

global (1ª. edición). México: Limusa.

Muñoz Negrón, D. F. (2009). Administración de

operaciones. Enfoque de administración de

procesos de negocios (1ª. edición). México:

CENGAGE Learning.

Sánchez Gómez, G. (2008). Cuantificación y

generación de valor en la cadena de suministro

extendida (1ª. edición). León: Del Blanco

Editores.

Soret Los Santos, I. (2006). Logística y

Marketing para la Distribución Comercial (3ª.

edición). Madrid: Editorial ESIC.

Carriedo C (2017). Pymes mexicanas y su

estrategia para 2017. Consultado el 19 de marzo

del 2018 de:

https://www.forbes.com.mx/pymes-mexicanas-

y-su-estrategia-para-2017/

Identificación y registro de proveedores.

Consultado el 18 de marzo del 2018 de:

http://virtualnet2.umb.edu.co/virtualnet/archivo

s/open.php/125/2eabe_2037/TGPC002037/mod

1/profundizacion_tema1_m1.html.

Mayoral Jiménez, Vargas I, (2011). Pymes,

víctimas de logística deficiente. Consultado el

19 de marzo de 2018 de:

https://expansion.mx/economia/2011/09/30/py

mes-victimas-de-una-mala-logistica

Ministerio de industria, turismo y comercio,

(2007). Logística y competitividad de las Pyme.

Consultado el 16 de marzo de 2018

de:http://www.ipyme.org/publicaciones/logistic

acompetitividadpyme.pdf

Rubalcaba, L. (2015). La innovación en los

servicios. En: Aboal, D.; Crespi,

G. y Rubalcaba, L. (Ed.) (2015). La innovación

y la nueva economía de servicios en América

Latina y el Caribe: Retos e implicaciones de

política. Montevideo: Editorial Centro de

Investigaciones Económicas (CINVE,

Uruguay).

Șchiopu, Padurean, Țala, y Nica. (2016). «The

Influence of New Technologies on Tourism

Consumption Behavior of the Millennials».

Amfiteatru Economic, nº 10; número especial.

Sánchez, A. (2011). ¿Los principales destinos

son también las principales potencias en la

Investigación en turismo? Estudios turísticos,

(188), 91-111.

Sorensen, G. (2007). Democracy and

democratization: processes and prospects in a

changing world. Hachette UK.

Volo, S. (2004). Foundation for an innovation

indicator for tourism. In Keller, P., Bieger, T.

(eds.). The future of small and medium sized

enterprises en tourism. AIEST, St. Gallen, pp.

361-376.

WEF, F. E. M. (2016). The Global Competitiveness

Report 2016-2017. World Economic Forum

17


Commercial strategy

Estrategia Comercial

ARROYO-RUIZ, Armando†*, HERNÁNDEZ-HERNÁNDEZ, María Elena and PÉREZ-MEJÍA,

Salvador

Instituto Tecnológico Superior de San Martín Texmelucan, Camino Barranca de Pesos S/N C.P 74120, Puebla, Puebla.

ID 1st Author: Armando, Arroyo-Ruiz / ORC ID: 0000-0003-1054-1209, Researcher ID Thomson: S-5913-2018, CVU

CONACYT ID: 497813

ID 1st Coauthor: María Elena, Hernández-Hernández / ORC ID: 0000-0001-7172-3802, Researcher ID Thomson: O-8193-

2018, CVU CONACYT ID: 927536

ID 2nd Coauthor: Salvador, Pérez-Mejía / ORC ID: 0000-0002-8755-0587, Researcher ID Thomson: O-3429-2018, CVU

CONACYT ID: 947145

Received July 09, 2018; Accepted October 12, 2018

Abstract

The new era of technology and digital marketing

contributes to companies joining new markets and

therefore helps to achieve inclusion. Unfortunately not all

companies have the possibility to develop appropriate

strategies or implement them. Small and medium-sized

enterprises (SMEs) are the most affected by this problem,

but how important is this? All of these companies are the

main source of income. In Mexico alone, 99% of

businesses are small businesses. In addition, they generate

80% of current jobs and produce more than 36% of gross

domestic product (GDP). That 65% of SMEs in Mexico

are of a family nature. The creation of a platform for

advertising aimed at SMEs will influence the

strengthening of them, including them in this era of online

advertising encouraging the economic development of

companies.

Platform, PIB, PYMES

Resumen

La nueva era de la tecnología y del marketing digital

contribuye a que las empresas se incorporen a nuevos

mercados y por ende ayuda a lograr la inclusión a la

misma. Desafortunadamente no todas las empresas tienen

la posibilidad de desarrollar estrategias adecuadas o bien

implementarlas. Las pequeñas y medianas empresas

(Pymes) son las más afectadas con esté problema, ¿pero

qué importancia tiene esto? Todas estas empresa son la

principal fuente de ingreso, tan solo en México el 99% de

los negocios son pequeñas empresas, además generan el

80% de los empleos actuales y producen más del 36% del

producto interno bruto (PIB), además cabe resaltar que el

65% de las Pymes en México son de carácter familiar. La

creación de una plataforma en publicidad orientada a

pymes influirá en el fortalecimiento de las mismas,

incluyéndolas en esta era de la publicidad online

fomentando el desarrollo económico de las empresas.

Plataforma, PIB, Modelo Pymes

Citation: ARROYO-RUIZ, Armando, HERNÁNDEZ-HERNÁNDEZ, María Elena and PÉREZ-MEJÍA, Salvador.

Commercial strategy Journal-Economic Systems. 2018. 2-3: 17-19




18


ISSN 2523-6350

RINOE® All rights reserved ARROYO-RUIZ, Armando, HERNÁNDEZ-HERNÁNDEZ, María Elena and PÉREZ-MEJÍA, Salvador. Commercial strategy Journal-

Economic Systems. 2018.

Introduction

The concept of digital marketing, so in vogue in

recent times, summarizes all those marketing

and commercial actions that apply since the

years 90 to the Internet. Like there is marketing

in other media (radio, television, press, etc...)

from the beginning of the network specialists

knew how to put in value the future of this

medium. From the revolutionary appearance of

the websites, the forums or the penultimate

Phenomenon of social networks, digital

marketing has undergone a radical, deep and

frantic change both endogenous (in their

techniques and tools) as exogenous (in the

possibilities offered to the recipients) therefore

the marketing arise new Challenges in your

business.

Justification

The new era of digital marketing contributes to

companies entering new markets and therefore

help to achieve inclusion to them.

Unfortunately, not all companies manage to

establish adequate strategies or do not know how

to establish them. Small and medium-sized

enterprises (SMEs) are the most affected by this

type of problem, but how important is this? All

these companies are the main source of income,

in Mexico alone 99% of the businesses that exist

in our country are SMEs, in addition to

generating 80% of current jobs and producing

more than 36% of GDP. that 65% of SMEs in

Mexico are family-owned.

Problem

The new era of advertising in Mexico and

globalization, allows Mexican companies to be

included in new markets and seek more people

to know about them. Unfortunately not all

companies are benefited by this new stage in

advertising, in a way the Small and medium

companies are the least benefited.

Either for lack of a strategy plan or

resources for the development of the same.

While digitization exists and is easy to access,

companies in specific SMEs do not. They take

advantage of the tool to one hundred percent

because they do not know its use and correct way

to apply.

Objectives

General objective

Design and implement an advertising platform,

commercial oriented to small and medium

enterprises (SMEs) located in San Martin

Texmelucan for that through strategies.

Of commercial and digital marketing and

an analysis of them contribute to the increase of

their profits and decrease of their costs

encouraging the inclusion of the same ones to the

new digital age.

Specific objectives

– Investigate the platforms used in the San

Martin Texmelucan region to

disseminate the products and services

offered by SMEs located in this region.

– Investigate if there are such platforms in

other states.

– Design a Marketing platform as a

commercial strategy.


Marketing.- It is the social and administrative

process by which groups and individuals meet

their needs when creating and exchanging goods

and services.

SMEs.-is the acronym for small and

medium-sized enterprises. These are

commercial, industrial or other companies that

have a small number of workers and who register

moderate income.


It was generated under a mixed approach that is

field research and descriptive research.

Kind of investigation

Field research:

It is applied research to interpret and solve a

situation, problem or need at a certain time. The

investigations are worked in a natural

environment in which the people, groups and

scientific organizations are present, which fulfill

the role of being the source of data to be

analyzed.

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ISSN 2523-6350

RINOE® All rights reserved ARROYO-RUIZ, Armando, HERNÁNDEZ-HERNÁNDEZ, María Elena and PÉREZ-MEJÍA, Salvador. Commercial strategy Journal-

Economic Systems. 2018.

Descriptive Research

Also known as statistical research, it describes

the data and this should have an impact on the

lives of the people around it.

The objective of descriptive research is

to get to know the prevailing situations, customs

and attitudes through the exact description of

activities, objects, processes and people. It aims

to measure or collect information independently

or jointly on the concepts or variables to which

these refer.

Database.- is a collection of information

organized so that a computer program can

quickly select the pieces of data you need. A

database is an electronic file system. Traditional

databases are organized by fields, records and

files.

Figure 1 Platform

Source: Self Made

Results

Through the linking of the business sector with

the support of the chambers of commerce and

coparmex, it is envisaged to implement the

design of this platform outside the region of San

Martin with the aim of having marketing options

in other entities of the San Martin Texmelucan

region.

Figure 2 Start screen

Source: Own Elaboration

Conclusions

The investigation of the different platforms that

exist in the San Martin Texmelucan region with

the purpose of being able to know what their

research conditions were known was that there

are only platforms that serve as directories.

According to the magazine Forbes

Mexico indicates that in Mexico is a country

with more index of fans of social networks and

the market that is most attacked by advertising is

dairy, carbonated beverages, cereal sweets

among many more.

It is intended to carry out the marketing

platform according to the experience of San

Martin Texmelucan merchants, since the

internet is.

Arriving at a level of superior

importance as a means of communication, and

this affects the way people communicate and

market for what is intended to be up to date in

technology and business, so we can say that

brand does not have a strategy adequate to enter

the universe of social networks, at least in

Mexico, you are sure you are losing a large

market.

References

http://repositorio.cepal.org/handle/11362/10874

Dra. Blanca Elvira López Villarreal, Dr. Héctor

Godínez Jiménez

http://sgpwe.izt.uam.mx/files/users/uami/love/

Marketing_I/Marketing_I_trim11P/Capitulo_1.

pdf

20


Reasoning process information at the cognitive approach in the provision of

purchasing goods and services young wine Guanajuatense´s

Razonamiento del proceso de información bajo el enfoque cognitivo en la disposición

de compra de productos y servicios vitivinícolas de jóvenes Guanajuatenses

RAMIREZ-RUIZ, Wendy Carolina Azucena † & NAVA-ÁVILA, María Georgina

Universidad Tecnológica de León. Blvd. Universidad Tecnológica No. 225, Colonia San Carlos, CP 37670, León Guanajuato,

México.

ID 1st Author: Wendy Carolina Azucena, Ramirez-Ruiz / ORC ID: 0000-0002-3259-9359, Researcher ID Thomson: X-

3084-2018

ID 1st Coauthor: María Georgina, Nava-Ávila / ORC ID: 0000-0002-1788-0396, Researcher ID Thomson: X-2942-2018

Received July 16, 2018; Accepted November 23, 2018

Abstract

The object of this article is understanding the mind process

and structure of the emerging market About a youth group

between 18 and 35 years old of Guanajuato state With an

Undertaken qualitative research made in August 2016 by

a focus group technique, That allow us to infer through

About the cognitive theory of mind the Processes and the

perception That They have of vineyards and Their

availability for wine buying products of Guanajuato state.

Previously to this additional exploratory research to cross

descriptive conclusive study Between March and April of

the same year, Were take place the factor analysis of seven

variables That the vineyard offers and on Which two

components are ascertained, the experiences component,

was the study object at this article. The contribution of esta

qualitative investigation Concerns About showing the

verbalized perceptions of esta market through schemes

That later will allow to the wine companies of Guanajuato

state offer experiences of Their products and services the

will have a direct impact in the mind structure of the

market, and Within Increase Their Knowledge About the

products and services are bid and pass That from the

buying disposition to the act of buying.

Consumer Behavior, Cognitive Approach, Process

Information

Resumen

El objetivo del artículo es comprender el proceso y

estructura mental del mercado emergente de jóvenes de 18

a 35 años del estado de Guanajuato, bajo una investigación

realizada en agosto del 2016 del tipo cualitativa con la

técnica de grupo foco, que nos permitió inferir a través de

la teoría cognitiva sobre los procesos mentales, la

percepción que tienen en cuanto al conocimiento de

viñedos y su disposición de compra de productos

vitivinícolas del estado de Guanajuato. Cabe señalar que

previa a esta investigación exploratoria complementaria,

se realizó un estudio concluyente descriptivo transversal

entre marzo y abril del mismo año donde se realizó el

análisis factorial de siete variables que ofrece un viñedo y

con el cual se determinó uno de dos componentes, siendo

el Componente de Experiencias el objeto de análisis en

este artículo. La contribución de esta investigación versa

sobre poder mostrar la interpretación de las percepciones

verbalizadas de este mercado estudiado a través de

esquemas, que posteriormente permitan a las empresas

vitivinicolas del estado de Guanajuato ofrecer

experiencias en sus productos y servicios que impacten

directamente en su estructura mental, y así pasar de la

disposición de compra a la acción de compra

Comportamiento del consumidor, Enfoque Cognitivo,

Información del Proceso

Citation: RAMIREZ-RUIZ, Wendy Carolina Azucena & NAVA-ÁVILA, María Georgina. Reasoning process information

at the cognitive approach in the provision of purchasing goods and services young wine Guanajuatense´s. Journal-Economic

Systems. 2018. 2-3: 20-26



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RINOE® All rights reserved RAMIREZ-RUIZ, Wendy Carolina Azucena & NAVA-ÁVILA, María Georgina. Reasoning process information at the cognitive approach in the

provision of purchasing goods and services young wine “Guanajuatense´s.

Journal-Economic Systems. 2018.

Introduction

The study of consumer behavior is based on

market research to meet both needs and desires,

also the depth of the study will depend on the

research design has been used. The internal and

external factors including the study analyzed

consumer usually based approaches, models and

techniques of various sciences that allow greater

integration and understanding.

Integration is the basic principle of

seeking different sciences in studying the

consumer, although each specializes in your

area, it is the conjunction of all allowing greater

understanding. "The study consumer should

look for a comprehensive view, allowing from

different knowledge and disciplines, understand

the subject, environment and consumer

practices." (Gil Hernandez, Torres Estrada, &

López Torres, 2013).

The focus group or focus group is a

technique according to Kinner and Taylor is a

"loosely structured interactive discussion, whose

value lies in discovering the unexpected result of

a discussion group free flow". (Kinnear &

Taylor, 2000).

In August 2016 a focus group was

conducted10 young “Guanajuatense” between

20 to 28 years of NSE C, C + and A / B;

participants had as demographic characteristics

be single, have children, and also have studied or

studying in private universities as IBERO,

ITESM, ITESO and Franciscan University.

The analysis was conducted primarily

under the psychological approach, studying the

same internal behaviors of individuals; which

according to Alonso and Great "partly explains

the answers, not to be reasoned and feasible".

(Alonso Esteban Rivas & Large, 2010) The

description of consumer behavior in relation to

cognitive approach "came between 1950 and

1960 in response to limitations of behaviorism

as a psychological theory, points out the need to

restore the study of the mind to understand

human behavior." (Alonso Esteban Rivas &

Large, 2010).

Importantly, prior to qualitative research,

documentary research over the vineyards was

also conducted in the state of Guanajuato, and

especially a cross conclusive descriptive

quantitative research, with the results of the

second that will be used.

They can consult in detail in the article

and published "features a new conglomerate

wine market in the State of Guanajuato and

alternative trading strategies." The reason for

having made this group focus was primarily to

understand the perceptions and memories of the

schematic process of learning, which is the basis

for the development of knowledge, including the

issue of the vineyards in Guanajuato and its

products or services.

With the technique of focus group

information primary source under the qualitative

research design where as is well known it was

obtained was "studying the internal and deep the

individual in order to discover the causes and

motivations for their behavior aspects." (Alonso

Rivas Big & Esteban, 2010).

The added value of this research is

interpreted, under the cognitive approach, an

outline of the learning process and development

of knowledge of the new market study regarding

the mental process of what they know about

vineyards and their willingness to purchase;

without neglecting the experience component, a

result of the quantitative study with factorial

analysis, "whose equation is .843 Care and

explanation of Vid + .780 learning experiences"

(Ramirez Ruiz, Lopez Barberena, & Nava Ávila,

2017) .

The topics considered in this study are

both lower mental process and the information

process, the latter being included in the scheme

of learning process and knowledge

development.

In these three-mentioned process are two

factors which are described in detail in

accordance with those reported by the recruited.

The relationship of the three processes can be

seen in Figure 1.

Figure 1 Ratio varying according to the process

Mental Process

ATTENTION

PECEPTION

MEMORY

THOUGHT

LANGUAGE

Schematic process of learning and knowledge development

STIMULUS

INFORMATION PROCESS

LEARNING

MEMORY

KNOWLEDGE

Information process

STIMULUS

ATTENTION

LEARNING

(UNDERSTANDI

NG)

RETENTION

(MEMORY)

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The first topic of the article is the

perception itself that requires a stimulus to

capture what is happening and associate it with

meaning. Then there is the topic of memory to

specifically detect what they remember from

past experiences they have had in vineyards and

wine consumption.

The research question is to explain under

the cognitive approach the processing model

information that the emerging market of 18- to

35-year state of Guanajuato on their willingness

to purchase products and wine services under

Component of experience?

The hypothesis is to interpret the

variables of the mental process of perception and

memory that distinguish the verbalization of

knowledge and possible willingness to buy the

market under study.

Developing

Technical analysis of focus group was organized

with a guide topic including topics on the

recognition of the vineyards and disposition

buying wine products and services.

Recall that the analysis of both sections

will be under the model information processing

where four ordered phases are included. Begins

by recognizing that individuals have been

exposed to a stimulus, then he has listened, and

then can be understanding, and ultimately retain

information.

Perception

During this process Alonso Rivas and Great

Esteban claim that "appears a structure called

perception, which is also part of the mental

process made by consumers to accept or reject

information from abroad that pays the stored

knowledge we have" (Alonso Rivas & Big

Esteban , 2010). In the lower mental process, it

is difficult to clearly observe when is a

perception or when learning. This is because

they are internal processes that do not know what

stage of its evolution go.

On the mental process, Bruner believes

that "... record the differences in objects (...)

because otherwise we would be overwhelmed by

the complexity of our environment" (Bruner,

2001); because of this it is that man has the

ability to categorize.

Whose definition does "equivalent things

that are perceived as different, group objects,

events and people in classes, and answer them in

terms of their class membership, rather than in

terms of its uniqueness." (Bruner, 2001).

Whereas itself requires learning

something new, the basis of what has been

learned will allow to recognize new things

within the same category, so the importance of

identifying what is being learned for the first

time, so based on that you can continue building.

There will be positive or negative categories.

Some of the questions were included to

identify the perception people have about a

vineyard and its services were:

– What would a visit to a vineyard?

– What is your concept of innovation in this

business?

– What is your first impression of websites

and facebook fanpage of these

vineyards?

Memory

The ignorance that has for wine products is high;

information besides being little is flawed in

several cases.

The topics of the group session were

focused on declarative and episodic memory, so

that those who had records of a vineyard and

recall their experiences could express it through

language and even explain it.

Considering the memory as the

"printability, retention, storage and retrieval of

events and previous learning experiences";

(Alonso Esteban Rivas & Large, 2010), this is

what allows us to bring to this lived experience

and not just a place where memories are stored.

The way this information is organized is useful

when making decision. For purposes of this

study remember something about the vineyards

and its relation to the provision of purchasing

products and services derived from it it is

essential to interpret a schema.

Of the three different types of memory

are distinguished, for purposes of this study

specifically takes long-term memory where

experiences are stored with consolidated data.

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Variables are interpreted under the

mental processes: attention, perception,

memory, thinking and language, which occur

when a person performs a task.

Cognitive psychology assumes that "man

is a ¿Processor information, so that consumers

relations with the products or services after the

process have a resultant output". (Alonso and

Large, 2010, p. 54). This output is the

verbalization of registration.

"Virtually all general models of

consumer behavior assigned to cognitive

processes a central role" (Alonso and Large,

2010, p. 55).

Some peguntas that were used to search

the memory of the participants were:

Who consumes wine and what kind?

What are fixed when they buy wine?

Do you know how much wine would say?

Methodology to develop

Design qualitative research, exploratory was

performed under the inductive method, whose

features speak of a "more open approach and

driving in natural environments whose meanings

are extracted from the data and not based on the

structure. The inductive method analyzes

multiple subjective realities and has a linear

sequence ".(Bernal, 2010)

Its benefits provide depth of meaning,

richness and interpretive contextualization

process. (Hernández Sampieri, 2014)

The focus group technique provides

information about knowledge and perception

towards vineyards, 10 young people between 20

and 28 years, residing in the state of Guanajuato.

Participants were single and childless; six men

and four women. All belonging to NSE and C +

A / B.

The recruitment was done through

personal invitation to the candidates who met the

profile.

The session was transcribed into a word

processor identifying each participant's

comments, later Atlas.ti processing in software.

The codes used in the analysis

underlying the interpretation is based on the

relationship between the mental processes of

cognitive approach and model of information

processing, where the complementarity that

exists between them and their understanding is

essential to reason explanation.

Visualization of qualitative approach to

the provision of visiting a vineyard in the state

of Guanajuato is aimed at improving visitor

experiences through what shown in Figure 2.

Figure 2 Graphical display of qualitative approach

If we consider that within the component

experience that resulted from the quantitative

study, it is essential that the process of learning

and knowledge development generated precisely

through new experiences and knowledge. These

two variables are highly significant according to

the formula, expressed in Figure 3.

Equation 3 Component Experience

Results

The expected result of this type of research study

seeks description of the environment analyzed

through an inductive process, and recurrent

interpretive analysis regarding the perception

and remembrance over the vineyards of the state

of Guanajuato.

Two groups were distinguished in the

session, the first corresponding to that at some

point had gone to a vineyard in the Mexican

Republic at least once and were between 2 and 8

years ago.

Disposition for visiting a vineyard in the State of Guanajuato

Explanation about Life

Experiencias de

aprendizaje

Learning experiences

0.843 Explanation

of life

0.780 Learning

experience

Experience Component

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This first group verbalize their

experiences according to the memory of lived

experience, have knowledge of the location of

the vineyard, one in Juriquilla and the other at

Casa Madero in Coahuila and recall activities

wine tasting, horseback riding and ability to stay

on eat at the same place. They were with family

or couple for a weekend and now believe that an

upcoming visit to another vineyard would rest or

food.

The second group has not been to a

vineyard, therefore the characteristics of what

could be, are considered related to perception.

They have heard there by road to Dolores

Hidalgo and San Miguel de Allende, by

comments made by some friends. They believe

that a visit to the vineyard can be cultural and

recreational, which is the fundamental basis of

the explanation of the vine and the learning

experience. They would if it were "highly

recommended" or "you're such a fan of wine".

You would on weekends and "Had to return

more back" or "but they had completed the

course."

Regarding the perception and

understanding of the services offered in a

vineyard, the first group already lived the

experience of wine tasting, the tour with horses

and treading grapes, so are activities not

surprised; What surprised them something is

income from own vineyard spaces for private or

public events.

With the support of atlas.ti analysis, the

second group has a high density between the

codes of their little knowledge of vineyards and

experience component. So that, the degree of

innovation on products and services is related to

how surprised they are with what is offered, not

both like it or not. Of secondary services that can

be offered in a vineyard: treading grapes, horse

rentals, tour of the vineyards, grape harvest and

a la carte restaurant are already expected

services. The wine tasting is a service that is not

surprising for what is expected to be included,

"because it is what you go!". While considered

somewhat surprised or shocked much the

restaurant are organic crop, rental spaces for

events and income for private events.

Regardless of whether or not they have

gone to a vineyard, four women and only three

men nodded in taking wine, the other three men

agreed that "do not really like it."

Only one man knows more wine than the

other participants, however he believes that

"knows the basics," which surprised women

because they felt that "if he knows little, I know

nothing".

Although there is more remembrance

about the wine they make, you can still see the

little registration and interest in having better

experiences about and consume more

consciously. Some of the features observed

when purchasing wine is the design of the label,

the shape of the bottle, including the availability

of purchase wine brand most purchased was

"Lambrusco", it found even in the Oxxos. Only

those who "knows the basics" Cooper mentioned

that looks at the information labeled "year,

harvest and provenance "and gave as an example

that he likes the brand 3V Casa Madero.

Figure 4 shows the outline of the mental

process is observed suggested attention be paid

to increase the availability of visiting a vineyard.

Perception and memory are important aspects

that can lead to increased availability of visit,

provided they are attractive and use appropriate

means to this market like social networks, and

recommendations from family and friends.

Figure 4 Scheme of mental process proposed new market

and influencing means

Guanajuato five vineyards that had both

website and Facebook fanpage were observed.

Caused them embarrassment that there was

congruence between the images used in each

even if the same vineyard. Recommend that are

real images of the vineyard and the people who

visit them, to provide information of events

taking place and what they offer, especially after

not surprising packages to pay more if you want

something extra.

Availability to go or go back to a vineyard

New vineyard offer Experiences and

services

Social networks, family and friends that

recommend

Change over the perception of going to a vineyard or going back

Positive experiences that you want to share

and recommend

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The search of this market when you

already have the interest is through Google to

search for "vineyards in Guanajuato, tour

packages". Another way is for a video on

Facebook of 30 seconds with a brief explanation

of your interest service after taking them to the

website for more information.

The importance of the stimulus is critical

to your perception changes and are much more

willing to live an experience in a vineyard, learn

more about it and become consumers of wine

“Guanajuatense”.

Acknowledgement

We thank the Technological University of León

to support the growth of full-time teachers CA-

14 with spaces and resources for publishing such

articles. The research project for faculty training,

"Business Models and Experimental

Economics" of the Technological University of

León was financially supported in its five stages

PRODEP. The results of the different stages of

the project have been published in various

forums, and despite not being a study funded by

the wine industry Guanajuato, information has

been shared with the main vineyards in the state.

With the intention of recommending

improvements in their internal process,

administrative and commercial.

Conclusions

The emerging youth market in Guanajuato uses

its long-term memory if you have visited a

vineyard, yet his desire to return to go to one

disappears if no incentives that encourage him to

come back and learn new things.

Hence the importance of stimulating this

market according to that proposed in Figure 4

that answers the research question, outline where

the offer made vineyards can bring to this market

that is tasty to know more about the

“Guanajuatense” came to through positive

experiences that increase their knowledge and to

share with family and close friends. The

expectations you have of these visits will

increase according to the Court, seeking new and

better options if the more distinguishing means

"knowing the basics" is because they are

experiences that go by knowledge levels. Each

vineyard can have packages according to this

market, starting with wine tastings and harvest

activities including tours,

Engagement Marketing or marketing

experience is a concept that vineyards can focus,

especially betting on the equation Component

experiences, choosing a market segment to

which target and maintaining communication

with the contents "snagging" the market, through

the right means and especially the activities that

generate them an unconditional relationship.

Regarding the hypothesis interpret the

variables of the mental process of perception and

memory that can understand the verbalization of

knowledge and possibility willingness to buy the

market under study, it was found that the lack of

information and knowledge of wine and

“Guanajuatense”s vineyards reflect resistance to

consumption, But when they see another of his

relatives has had a real experience and his way

of telling is attractive, it is keen to experience it

too.

The information process, which involves

retention (learning) and recovery (memory) to

generate knowledge requires positive

experiences that invite to share experiences or by

accepting that relatives or friends recommend

them and invite to live the same experience.

Although there is no relationship

between having visited a vineyard and

availability to go, analyzing perception and

memory market, they explain them about the

vine and that make your experience a positive

one paid directly to the component in

quantitative analysis experience and therefore to

see if behavior is influenced to visit a vineyard.

It is expected that consumer behavior to visit a

vineyard and learn more about this subject can

then pay to consume more wine for different

occasions, not only formal but also informal

meetings.

The emotional aspects are the ones who

are remembered more, either be related to

negative emotions or positive, so the bet on best

experiences for this emerging market will be

critical to increase long-term consumption of

wine in Guanajuato.

References

Alonso Rivas, J., & Grande Esteban, I. (2010).

Comportamiento del consumidor. Decisiones y

estrategias de marketing. México DF:

Alfaomega.

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Bernal, C. A. (2010). Metodología de la

Ivestigación. Colombia: Prentice Hall Pearson.

Bruner, J. S. (2001). El proceso mental en el

aprendizaje. Madrid: NARCEA.

Hernández Sampieri, R. (2014). Metodología de

la investigación. Mexico D.F.: Mac Graw Hill.

Gil Hernández, C. Y., Torres Estrada, I. C., &

López Torres, Z. A. (2013). Dimensión integral

e interdisciplinaria del concepto de

comportamiento del consumidor. Anagramas

Rumbos y Sentidos de la Comunicación , 179-

200.

Kinnear, T. C., & Taylor, J. R. (2000).

Investigación de mercados. Un enfoque

aplicado. Bogotá: Mc Graw Hill.

Ramírez Ruiz, W. C., López Barberena, A., &

Nava Ávila, M. G. (2017). Características de un

nuevo mercado del conglomerado vitivinícola en

el Estado de Guanajuato y sus alternativas de

estrategias comerciales. La cooperación y

nuevos enfoques estratégicos ante la

complejidad del entorno empresarial

globalizado , 1962-1975.


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