Improvement strategies in the Area of Loyalty and After-sales in an importing company of chemical analysis Eequipment

Frente a la necesidad de implementar una estrategia de mejora en el área de Fidelización y Postventa durante el año 2020, según datos extraídos por una empresa importadora de equipos de análisis químico, surge el presente trabajo de investigación que tiene como objetivo evaluar diversas alternativas de solución a este problema y, en base a ello determinar si la opción elegida por la empresa fue la adecuada. Para iniciar la investigación, con el propósito de adquirir un conocimiento más profundo sobre la empresa, se llevó a cabo una entrevista con el gerente general, quien asumió el cargo en el año 2018. Durante esta reunión, se dieron a conocer los principales objetivos que deseaban alcanzar con respecto a la generación de relaciones a largo plazo con los clientes en el marco de la llegada del COVID-19, un evento que provocó el aumento considerable de las ventas de la empresa (Ver Anexo 1). Sin embargo, surgió un acontecimiento inesperado: la renuncia del gerente del área de Fidelización y Postventa, lo que ocasionó incertidumbre acerca de la implementación de nuevas estrategias. En respuesta a la problemática, la empresa planteó cuatro posibles alternativas, las cuales serán analizadas en base a un marco teórico que engloba conceptos y teorías del campo administrativo, a fin de verificar la efectividad de la elección con mayor precisión.Faced with the need to implement an improvement strategy in the area of Loyalty and Aftersales during the year 2020, according to data extracted by a company that imports chemical analysis equipment, this research work arises, which aims to evaluate various alternative solutions. to this problem and, based on it, determine if the option chosen by the company was appropriate. To begin the investigation, with the purpose of acquiring a deeper knowledge about the company, an interview was carried out with the general manager, who assumed the position in 2018. During this meeting, the main objectives were announced. they wanted to achieve with respect to the generation of long-term relationships with customers within the framework of the arrival of COVID-19, an event that caused a considerable increase in the company's sales (See Annex 1). However, an unexpected event arose: the resignation of the manager of the Loyalty and After-Sales area, which caused uncertainty about the implementation of new strategies. In response to the problem, the company proposed four possible alternatives, which will be analyzed based on a theoretical framework that encompasses concepts and theories from the administrative field, in order to verify the effectiveness of the choice with greater precision.Trabajo de Suficiencia Profesiona

Travel Safe

En la actualidad, existe un alto índice de robos de maletas al momento de realizar un viaje, puesto que según la SITA (Societé Internacionale de Telécommunications Aéronautiques) se pierden cerca de 25 millones de maletas por año a nivel mundial. La situación no es muy diferente en el Perú, ya que constantemente se ven casos de robo o pérdida de equipaje en el territorio nacional. Para estos casos, ante la ineficiencia de las autoridades y la falta de medidas de control, se han propuesto diversas alternativas de solución para proteger las maletas como candados especiales, sistema TSA, entre otros. Sin embargo, estos no son efectivos al ser fácilmente manipulados o forcejeados. En base a lo mencionado anteriormente, nació la idea de Travel Safe. Este modelo de negocios ofrece maletas inteligentes con un sistema compacto que utiliza tecnología NFC y permite conectarse a través de una aplicación móvil y rastrear en tiempo real la ubicación de la maleta. Asimismo, posee un sistema integrado que ayuda a la protección contra el robo e intento de manipulación. Por ello, para probar tal aceptación de nuestra propuesta que corresponde a una solución óptima de una problemática existente en el Perú, se han desarrollado diversos experimentos e investigaciones que se abordará en el presente trabajo de investigación. Una vez hecha la validación de nuestro proyecto, se presentan los compromisos de ventas efectuados y los diversos planes de acción en las diferentes áreas. Finalmente, se concluye que el negocio propuesto es un éxito y genera una atractiva rentabilidad.Nowadays, there is a high rate of theft of suitcases when making a trip, since according to the SITA (Société Internationale de Telécommunications Aéronautiques) are lost about 25 million suitcases per year worldwide. The situation is not very different in Peru, since cases of theft or loss of luggage are constantly seen in the national territory. For these cases, due to the inefficiency of the authorities and the lack of control measures, several alternative solutions have been proposed to protect the suitcases such as special locks, TSA system, among others. However, these are not effective because they are easily manipulated or wrestled. Based on the above, the idea of Travel Safe was born. This business model offers intelligent suitcases with a compact system that uses NFC technology and makes it possible to connect through a mobile application and track the location of the suitcase in real time. It also has an integrated system that helps protect against theft and attempted tampering. Therefore, to prove such acceptance of our proposal that corresponds to an optimal solution of an existing problem in Peru, have developed various experiments and research that will be addressed in this research work. Once our project has been validated, the sales commitments made and the various action plans in the different areas are presented. Finally, it is concluded that the proposed business is a success and generates an attractive profitability.Trabajo de investigació

Global variation in postoperative mortality and complications after cancer surgery: a multicentre, prospective cohort study in 82 countries

© 2021 The Author(s). Published by Elsevier Ltd. This is an Open Access article under the CC BY-NC-ND 4.0 licenseBackground: 80% of individuals with cancer will require a surgical procedure, yet little comparative data exist on early outcomes in low-income and middle-income countries (LMICs). We compared postoperative outcomes in breast, colorectal, and gastric cancer surgery in hospitals worldwide, focusing on the effect of disease stage and complications on postoperative mortality. Methods: This was a multicentre, international prospective cohort study of consecutive adult patients undergoing surgery for primary breast, colorectal, or gastric cancer requiring a skin incision done under general or neuraxial anaesthesia. The primary outcome was death or major complication within 30 days of surgery. Multilevel logistic regression determined relationships within three-level nested models of patients within hospitals and countries. Hospital-level infrastructure effects were explored with three-way mediation analyses. This study was registered with ClinicalTrials.gov, NCT03471494. Findings: Between April 1, 2018, and Jan 31, 2019, we enrolled 15 958 patients from 428 hospitals in 82 countries (high income 9106 patients, 31 countries; upper-middle income 2721 patients, 23 countries; or lower-middle income 4131 patients, 28 countries). Patients in LMICs presented with more advanced disease compared with patients in high-income countries. 30-day mortality was higher for gastric cancer in low-income or lower-middle-income countries (adjusted odds ratio 3·72, 95% CI 1·70–8·16) and for colorectal cancer in low-income or lower-middle-income countries (4·59, 2·39–8·80) and upper-middle-income countries (2·06, 1·11–3·83). No difference in 30-day mortality was seen in breast cancer. The proportion of patients who died after a major complication was greatest in low-income or lower-middle-income countries (6·15, 3·26–11·59) and upper-middle-income countries (3·89, 2·08–7·29). Postoperative death after complications was partly explained by patient factors (60%) and partly by hospital or country (40%). The absence of consistently available postoperative care facilities was associated with seven to 10 more deaths per 100 major complications in LMICs. Cancer stage alone explained little of the early variation in mortality or postoperative complications. Interpretation: Higher levels of mortality after cancer surgery in LMICs was not fully explained by later presentation of disease. The capacity to rescue patients from surgical complications is a tangible opportunity for meaningful intervention. Early death after cancer surgery might be reduced by policies focusing on strengthening perioperative care systems to detect and intervene in common complications. Funding: National Institute for Health Research Global Health Research Unit

Effects of hospital facilities on patient outcomes after cancer surgery: an international, prospective, observational study

© 2022 The Author(s). Published by Elsevier Ltd. This is an Open Access article under the CC BY 4.0 licenseBackground: Early death after cancer surgery is higher in low-income and middle-income countries (LMICs) compared with in high-income countries, yet the impact of facility characteristics on early postoperative outcomes is unknown. The aim of this study was to examine the association between hospital infrastructure, resource availability, and processes on early outcomes after cancer surgery worldwide. Methods: A multimethods analysis was performed as part of the GlobalSurg 3 study—a multicentre, international, prospective cohort study of patients who had surgery for breast, colorectal, or gastric cancer. The primary outcomes were 30-day mortality and 30-day major complication rates. Potentially beneficial hospital facilities were identified by variable selection to select those associated with 30-day mortality. Adjusted outcomes were determined using generalised estimating equations to account for patient characteristics and country-income group, with population stratification by hospital. Findings: Between April 1, 2018, and April 23, 2019, facility-level data were collected for 9685 patients across 238 hospitals in 66 countries (91 hospitals in 20 high-income countries; 57 hospitals in 19 upper-middle-income countries; and 90 hospitals in 27 low-income to lower-middle-income countries). The availability of five hospital facilities was inversely associated with mortality: ultrasound, CT scanner, critical care unit, opioid analgesia, and oncologist. After adjustment for case-mix and country income group, hospitals with three or fewer of these facilities (62 hospitals, 1294 patients) had higher mortality compared with those with four or five (adjusted odds ratio [OR] 3·85 [95% CI 2·58–5·75]; p<0·0001), with excess mortality predominantly explained by a limited capacity to rescue following the development of major complications (63·0% vs 82·7%; OR 0·35 [0·23–0·53]; p<0·0001). Across LMICs, improvements in hospital facilities would prevent one to three deaths for every 100 patients undergoing surgery for cancer. Interpretation: Hospitals with higher levels of infrastructure and resources have better outcomes after cancer surgery, independent of country income. Without urgent strengthening of hospital infrastructure and resources, the reductions in cancer-associated mortality associated with improved access will not be realised. Funding: National Institute for Health and Care Research