PERUVIAN UNIVERSITY OF APPLIED SCIENCES

DIVISION OF PROFESSIONAL STUDIES FOR EXECUTIVES

COURSE

ORGANIZATIONAL DESIGN AND PROCESSES

SECTION

PROFESSOR

JARA ROSADO, JORGE LUIS

THEME

FINAL PROJECT

GRUPO DE TRABAJO

SAUL MEDINA LLANTOY U820983

IVAN MURILLO SANCHEZ U201217351
ROBERTO ZAMUDIO GAVE U201200303
PATRICIA MELGAR ELIAS U520581
GRETTEL CAJO U201115849

Lima, Peru

2013

1
 1. The company: history, sector, products

1.1. History

The origin of Backus

The origin of Backus dates back to the year 1876, the year in which Mr. Jacobo Backus
by Howard Johnston, of American nationality, they founded an ice factory in the
traditional district of Rímac, which became Backus & Johnston in 1879
Brewery Ltd. In 1890, they transferred the company to a partnership formed in London.

1954: Backus & Johnston Brewery Ltd.

It is acquired by Peruvian entrepreneurs led by Don Ricardo Bentín Mujica.

who turn it into Cervecería Backus & Johnston S.A., establishing a
example of nationalization by private initiative and widespread shareholding.

1993: Inauguration of Ate Plant

This important investment allowed for the necessary installed capacity to have
expansion of the beer market, becoming one of the most modern in
America.

2
1994: Acquisition of the National Beer Company S.A.

Backus & Johnston S.A acquires 62% of the common shares of the Company
National Beer S.A (CNC), its main competitor for more than a century, also
to enter the country's bottled water and soft drink market.

1996: Creation of Unión de Cervecerías Peruanas Backus y Johnston S.A.A.

With a future vision and seeking to leverage synergies in the brewing business,
In 1996, the shareholders of Cervecería Backus y Johnston S.A., National Company of
Cerveza S.A., Cervecería del Norte S.A. and Sociedad Cervecera de Trujillo S.A. decide
merge the companies by incorporating all of them into Backus which
change its name to Union of Peruvian Breweries Backus and
Johnston S.A.A., the most important brewing company in Peru.

2000: Acquisition of the Southern Brewery Company of Peru S.A.

In the year 2000, Cervecera del Sur del Perú S.A (Cervesur) becomes part of
part of the Backus Group, with the aim of consolidating a company capable of competing
effectively in a globalized environment.

2002: The Bavaria Business Group enters the shareholding of Backus

The Backus group strengthens itself by becoming part of an important multinational.

American. This initiates a process of increasing investment with the aim of
consolidate the beer and beverage business, with the aim of being prepared for the
competition.

2005: SAB Miller acquires the Bavaria Business Group

With the merger of the Bavaria Business Group and SAB Miller, a South African company, with
headquartered in London; the Backus group became part of the second beer group to
worldwide, with a presence in more than 60 countries and a portfolio of over 170
brands. The Cisneros Group of Venezuela (Cervecería Regional) sold its stake
shareholding in Unión de Cervecerías Peruanas Backus y Johnston S.A.A. to SAB Miller
plc.

3
2008: Record sales and consolidation of the brand portfolio

Backus Group announced in October 2008 a new record in volume of

annualized sales of its beer brands, reaching a total of 10,028
Hectoliters. This is complemented by the consolidation of its brand portfolio through a
accurate segmentation strategy, positioning, and clear messaging
differentiated for each of their brands.

1.2. BUSINESS SECTOR:

Backus is specialized as a leading company in the

beverage industry, specifically beers, soft drinks, and water
minerals

1.3. PRODUCTS

4
Beers

Crystal

The beer of Peruvians. Cristal values diversity, Peruvian identity, unity,

solidarity and optimism.

Pilsen Callao

Authentic beer. Authentic friendship. Born in 1863, Pilsen Callao is the first
beer produced in Peru.

Cusqueña

The magic is in the details. Cusqueña beer offers a pure and fine flavor.
internationally recognized.

Pilsen Trujillo

Generous quality. Pilsen Trujillo is a beer with 89 years of brewing history.

who was born in the city of Trujillo.

5
Barena

A brand aimed at the adult/young consumer of the Peruvian market. It is a beer.

full of flavor and refreshing.

Peroni Nastro Azzurro

Italian style in a bottle.

Arequipeña

Flavor with character. Arequipeña beer is an emblematic regional brand of

Arequipa, which represents tradition and character.

Saint John

"The beer of Ucayali." San Juan beer is the regional brand of the East of Peru,
with a unique flavor and special aroma.

6
Other products

Mineral waters

San Mateo

Spring Water. San Mateo is not just water, it is Spring Mineral Water
packaged at its source.

Crystal clear

Cristalina is the freshest and purest tasting table water that quenches your thirst and you
refresh at all times and places.

Backus Tonic Water

Tonic Water is the carbonated drink with a fruity flavor, made from fruit extracts.
sugar and quinine.

Sodas

Guarana Backus

It refreshes you like no other. For those who are not satisfied with the ordinary, only Guaraná.
Backus makes you feel the most natural sensation.

7
Long live Backus

With Viva Backus, the fun lasts longer. For young people looking to have fun without
complications...

Other Drinks

Maltin Power

Refresh yourself with the power of malt. Maltin Power is the only non-alcoholic drink made
made from pure barley malt that nourishes.

2. THE STRATEGY:
2.1 Mission, Vision, and Values
2.1.1 Mission
Maintain a portfolio of global and national brands that is the
the first choice of our consumers, promoting that our
national brands evoke a strong sense of Peruvianness.

2.2.2 Vision
To be the most admired Peruvian company, as well as an important
value and reputation contributor for SABMiller, all this through:
Growth in the value of our market share through
from our portfolio of brands.
Be the best partner for our suppliers.
Have an exemplary management model that develops and retains
talent.

8
 Be an exemplary actor in society.
Stay among the top 5 operations of SABMiller.

2.2.3 Values
Our people are our most enduring advantage.
Responsibility is clear and individual.
We work and win as a team.
We understand and respect our customers and consumers.
Our reputation is invisible.

2.2 SWOT Analysis:

2.4.1) Strengths:

Recognized prestige for offering quality products.

2. Experience and background in the brewing industry.
3. Leading company with over 92% market share.
The only brewery that grants credits to customers.
The sales staff is qualified and experienced in the field.
6. The greatest coverage is available to make sales at the highest points.
inaccessible areas of Lima.

7. There is strong horizontal and vertical integration in the company.

2.4.2) Opportunities:

1. Peru is the second country with the lowest consumption level globally.
South America.
Currently, there is a growth in the beer market.
Peruvian.
In recent years, the economically active population has been increasing,
and this has brought about the growth of purchasing power and indirectly the
increase in beer consumption levels.
9
60% of sales of mass consumer products are made through
from the wineries.
5. The number of events featuring national artists has been increasing.
internationals.

2.4.3) Weaknesses:

The new business model proposed by management is not being fully implemented.
Currently, the number of clients is increasing; however, the company
is not meeting the market demand.
Too much bureaucracy to register a new client.
4. There has not been a good customer service provided, as the
Distribution is being done in an outsourced manner.

2.4.4) Threats:

Possible non-renewal of the operating license.

2. Municipal restrictions on liquor consumption during hours
nocturne.
Presence of new competitors seeking to reduce the share of
Backus market.
4. Marketing of adulterated products by other companies, which
activity discredits the brand.

10
 STRENGTHS WEAKNESSES
CROSS SWOT F1. Quality product and D1. Non-compliance with the new
prestige. proposed business model
Interior F2. Experience and Background by the management.
in the market. By having more clients the
External F3. Market leadership of the company is not satisfying.
with more than 92% of the need for these.
participation. Too much bureaucracy
F4. Credit Assignments to register a new
to the customers client.
[Link] personnel D4. The distribution of the
qualified and experience in the products is outsourced by it
field. There is not much work in
[Link] coverage for quality.
to a
arrive the More POS
inaccessible.
F7. Strong integration
horizontal and vertical.

OPPORTUNITIES FO DO

O1. Country with under F2, F6 and O1 Penetration of D2 Y O2, O3 Mayor

beer consumption. market. customer satisfaction.
[Link] del
beer market. F3, F4 and O2, O3 Development of D3, and 02, O3 Differentiation in
O3. 60% of market sales. quality (speed in attending to the
mass-produced products are majority of clients
they are carried out by warehouses. F7, F3 and O4 Development of
[Link] in the EAP, product.
therefore increase
of the consumption level.
[Link] of the
number of events of
artists nationals e
international.

THREATS FA YES

A1. Possibility of noF5, F1 and A1Differentiation. D1, D2 and A3 Benchmarking.

license renewal
of operation. F2 Y A2Culture.
A2. Restrictions on the
municipality for elF6, F7 and A3 Differentiation.
consumption during the schedule
nocturnal. For example
Carrot Plan
A3. Presence of new
competitors being sought
reduce participation from
Backus market. 11
A4. Existence of
adulterated products that
they discredit the brand.
2.3. Identification and typology of suggested strategies.
Backus's main objective is to remain the leading company.
brewery of the country whose products are the first choice on every occasion
consumption. For this, the business strategy is developed based on 4 aspects:
Growth of the various beer brands that has been developed for different
markets and development of new products, Optimization of the process of
distribution and marketing, Competitiveness and leadership based on differentiation
of its competitors and sustainable development over time.
External strategies
Type: Competitive - Differentiation

Strategy:

Implementation of processes that perform more efficiently the

distribution and marketing of the product.

Hiring of staff with experience in attention to the different

sales and distribution channels. Likewise, with management of concepts
for the administration of the Sap Business system.

Typology: Integration - Forward vertical

Strategy:

Make the hiring under direct modality with the staff of

distribution. In this way, such personnel would become part of
the employee roster of the organization and it could be carried out a
direct supervision of their functions. Likewise, the staff is
would find more committed to the goals of the company.

Typology: Intensive - Product Development

Strategy:

Emphasis will be placed on developing the beer brands that

they are found in the market, always looking to focus them on a
specific market and always innovating in its presentation.

General internal strategies

12
 Typology: Quality - Product Value

Strategy:

Constant evaluation of customer satisfaction. For this purpose, evaluations will be carried out.

online surveys through social networks, with the aim of that the
young consumers provide their feedback on the product and the same
over time, brand loyalty is achieved.

Typology: Benchmarking - From Competitors

Strategy:

Considering that competitors have launched new

presentations of your products, we will carry out the necessary studies
to improve the presentation and image of the brand. To achieve this,
The brand design will be renewed periodically.

Functional strategies

Typology: People – Training

Strategy:

- Inductions and training will be conducted for telemarketing agents.

sales to develop teamwork practices and be
find properly defined the specific functions assigned.

3. Organizational chart: Current analyzed and criticized. Supported proposal for change.

Functional Organization Chart

13
ANALYSIS OF THE SALES ORGANIZATIONAL CHART (FUNCTIONS):

VICE PRESIDENT OF SALES:

Responsible for all sales directions.

Reports to the company president.

14
 Directly responsible for enforcing the sales targets that
They must be aligned with the generals.

SALES DIRECTOR:

Responsible for all the management areas under their responsibility.

Reports to the VP of sales.

Responsible for the sales objectives of all Metropolitan Lima.
Create new strategies to combat competition and develop
new markets.

SALES MANAGER:

Responsible for the sectors managed by the supervisors.

Reports to the Sales Director.
Responsible for the sales objectives of their area.
Displace the competition and develop new markets in their
area.

SALES SUPERVISOR:

Responsible for enforcing the functions of the agents

commercial
Reports to the sales manager.
Responsible for the sales objectives of his/her sector.
Provide the daily sales reports that the agents need
commercials.
Execute the plans that are sent to the market.

COMMERCIAL AGENT:

15
 Generate and maintain a bond with the client.
- Asegurar la calidad y disponibilidad de nuestros productos en el POS.
Ensure the correct and efficient use of our refrigeration equipment
promotional assets.
Manage the visibility of the portfolio at the POS.
Manage price compliance at the POS.
Know and analyze the market and the activities of the competition.
Review the agreements and ensure the development of the POS.
Manage the customer's account.
Carry out routine sales operational activities.
Coordinate sales activities with other areas.
- Realizar actividades de gestión en el CD como soporte a las ventas.
Reports to the sales supervisor.

TELESALES DIRECTOR:

Responsible for all the management of their area.

Reports to the VP of Sales.
Responsible for order taking and sales estimates for everyone
Peru.

TELESALES MANAGER:

Head of the telemarketing departments.

Reports to the Director of telemarketing.
Responsible for taking orders and estimates for some
sales management

TELESALES SUPERVISOR:

Responsible for ensuring agents' call compliance

telemarketing.
Reports to the Telemarketing Management.

16
 Responsible for order taking and estimation of management
sales.

TELESALE AGENT:

Responsible for calling their entire client portfolio daily.

Offer the entire portfolio of brands to the clients.
Reach a sales effectiveness of over 60% of your portfolio
daily.
Reports to the telemarketing supervisor.
Coordinate sales activities with other departments.

CRITIQUE OF THE ORGANIZATIONAL CHART:

We consider that the communication between the Sales agent and the telemarketing agent
for the coordination of monthly estimates by brands it is very bureaucratic, already
that the current process indicates that all communication must go through the direct supervisors of

each of them, this indication causes the sale closure to take too long
time. That is why we propose that there must be direct communication between
both agents.

On the other hand, currently, orders are placed solely by the

telemarketing agents, so that the sales agent has more time in
the point of sale to perform its functions. However, this decision affects its
goal of reaching your monthly quota, significantly affecting your payment of
payroll. Furthermore, in practice there is a duplication of functions, as the
The sales agent places orders directly with the customers and then passes them on.
via telephone to the telemarketing agent.

MATRIX ORGANIZATIONAL CHART

17
SUPPORT FOR IMPROVEMENT OF THE ORGANIGRAM:

Taking into account the identified criticism, we propose that the current organizational chart

be modified so that it ceases to be functional and becomes a matrix organization.

This would prevent the duplication of functions existing among the agents.

18
 telemarketing and commercials would allow for direct communication, which will enable
achieve the common sales objectives.

The aim of this improvement is to establish that the functions between the
commercial agents and telemarketing agents have better coordination
during their daily communication. So that the line is not too long between one and
Another the following changes are presented:

Commercial agents:

They will continue performing the same functions and it is only being added that it must
to know the daily reports provided by the telemarketing agent in order to improve
market tracking.

TELESALES AGENTS:

They will continue with their same functions, additionally they will be assigned as

indication that they must report their daily sales to the commercial agents, and
in addition to communicating the issues they have with their clients so that the
sales agents provide the necessary support.

This new proposal aims to reduce the thousands of conflicts that are generated.
between both positions, and that is why we believe that teamwork is
fundamental to achieve the objectives.

4. Process: Process Map. Complete description of 1 process for each

group member. Include Process Sheet, Procedure, Flowchart
The Indicators

We will now develop the processes of registration, distribution and

product marketing

Process sheet: Registration of new clients

19
Mission of the process:
Register the customer under a code that meets the established requirements by the
company
Propietario del proceso:Gerencia de ventas, Gerencia de finanzas
Limits
Start: Customer calls Backus and this contacts them with the assigned salesperson according to their
geographical zone.

Client receives a registration code and is assigned a visit code

Resources and specifications:
Call center to provide service to new customers
2. Registration form

Rules
1. Delinquent customer records do not proceed with Backus.
2. Customer registrations that appear in Infocorp, Sunat, and do not proceed.
Reniec.
3. The registrations of establishments with records do not proceed.
negatives in the Backus system.

Direct suppliers Direct clients

Typist and Sales Manager New clients, Sales agent
Records:
Registration form
Infocorp, Sunat, Reniec Report
Indicator
Clients successfully registered / clients presented

Formula:

Successfully registered clients

Presented clients

Data source: Clients registered in the system

Measurement frequency Monthly rate: 8% Tolerance: 2%

monthly

20
Distribution: Data Entry Clerk, Sales Manager

Procedure:
Prepared by Reviewed by Authorized by

Commercial agent Typist Sales Manager

Validity: 12/31/2013 Version: Business Sap Sheet: 1/1

No. Activity description Responsible
1 New client calls Backus Call center

2 Call center registers the request Call center

3 Call center assigns a sales agent Call center

4 Sales agent visits new client Agent

commercial

Agent
5 Sales agent receives documents
commercial
Agent
6 Commercial agent specifies the geographic coordinates
commercial
Agent
7 The sales agent delivers documents to the data entry clerk.
commercial
8 The typist verifies the information from Sunat, Infocorp, Reniec Typist

9 The data entry operator checks the customer's situation within Backus. Typist

10Typist enters the customer's data into the Backus system Typist
Manager of
The sales manager approves the new client's application sales

The finance management creates the registration code of the new Manager of
12
client finance

Flowchart of the Process

21
Process sheet: Availability in Backus Warehouse
Mission of the process:
Always have available stock in the warehouses.

Process Owner: Warehouse Manager and Production Manager

Limits
Start: Batch production.
To optimally inform the Sales Agents about the stock.

22
Resources and specifications:
3. Beer production according to the estimated quarterly sales.
4. Transport for the supply of the warehouses.

Rules
4. The Distribution Department must report daily (first thing in the morning) the
stock availability.

Direct suppliers Direct clients

Production Warehouse.
Records:
Dispatch Remission Guide

Indicator
Stock Out / Sales Requests

Formula:

Out of Stock

Sales Requests

Source of data: Daily product shortage report.

Periodicity
Meta: 4% Tolerance: 1%
measuring: monthly

Distribution: Warehouse Manager, Production Manager, and Sales Supervisor

Procedure: Product Availability in Backus Warehouses

Prepared by Reviewed by Authorized by

Production Manager Warehouse Manager Sales Management

Validity: 12/31/2013 Business Sap Version Sheet: 1/1

No. Activity description Responsible
23
 Head of
1 Production Manager receives the quarterly estimate.
Production.
Chief of
2 Production Manager delivers the batch.
Production.
3 Transporter receives Dispatch Delivery Guide. Carrier

4 The carrier dispatches to the warehouses and has the Guide signed. Carrier
Referral.
Chief of
5 Warehouse Manager enters received inventory via the system.
Warehouse.
Warehouse Manager sends stock report to each Management of Chief of
6
Sales. Warehouse
The Sales Management distributes it appropriately to its Management of
7 Commercial Agents and Tele Sales for the proper replenishment of Sales
the products.

Flowchart of the Process

Transportis Chief of
Production Manager Sales Management
ta warehouse

Chief of
The Managements of
Warehouse
Sales distribute to
enter
the Agents and Tele
inventory
Sales for the
Of Chief of
due replacement of
marketing production
dispatch to the products.
warehouses and
have signed 24
guide of
remission
 Warehouse Manager
send report
from Stock to
each
Management of
Sales

GR: Guía de remisión BS: Business Sap RS : Reporte de Stock

Process Sheet: Order Taking

Mission of the process:
Receive and advise the customer to place the appropriate order and avoid stock out.

Process Owner: Sales Director

Limits
Start: When the tele sales advisors make the call to the customers and the
Sales agents receive the customer's request.
End: When the order is authorized by the sales supervisor.

25
Resources and specifications:
5. Hand Help
6. Telephone software used by telemarketing.

Standards
The order cannot exceed the established credit limits

The customer must have the Backus customer code.

Direct suppliers: Direct clients

Sales Management Retailers

Records:

SAP Business

Indicator
Number of calls made by tele sales / Approved orders

Indicator:
Number of calls made by tele sales / Approved orders

Formula:

Number of calls made by tele sales / Approved orders

Data source:
SAP Business

Periodicity Sales Management Tolerance: Directory

26
Measurement: Diary

Distribution: Sales Management, Telemarketing Management

1. Procedimiento
Procedure: Exchange of expired products at sales points
Prepared by Reviewed by Authorized by
Vice President Management of Directory
Of Sales Sales

Validity: Version: Sheet:

No. Activity description Responsible
Agent
1 Tele sales call the customer
Telemarketing
Agent of
2 The telemarketing agent asks the client about their stock.
Telesales
3 Customer reviews their stock Client

4 Customer requests order Client

Telemarketing enters the order into the system

Agent of
5
Telemarketing
6 Supervisor releases the order Supervisor
Flowchart of the Process

27
Process sheet: Product Dispatch

28
Mission of the process:
Deliver the product on time and in optimal conditions

Process Owner: Distribution Manager

Limits
Start: Order assignment by distribution

End: Exchange of containers and settlement of money.

Resources and specifications:

7. Invoices, receipts, and vouchers
8. Cheques

Standards
The order is not delivered if the customer has an outstanding debt.
The order is only delivered if the customer has the containers for it.
exchange. Otherwise, the customer must reimburse the value of the packaging. The
new clients are exempt from this regulation.

Direct suppliers Direct clients

Telemarketing agent Retailers
Records:
Dispatch guide
Invoice
Indicator
Number of assigned orders / Number of dispatched orders

Formula: Number of assigned orders x 100%

Number of orders dispatched

Data source: Sap Business

Measurement frequency:

Diary Meta: 95% Tolerance: 2%

Distribution: Head of Distribution

29
Procedure: Product Dispatch
Prepared by Reviewed by Authorized by

Distribution Manager Supervisor of Sales Manager

Distribution

Validity: 31/12/2013 Version: Business Sap Page: 1/1

No. Activity description Responsible
Boss of
1 Order assignment to distribution
Distribution
Chief of
2 Distribution Chief carries out distribution by transport unit
Distribution
Assistant of
3 Issuance of invoices
Distribution

4 Loading process in the transport units Assistant of

Warehouse

5 Receipt of documents (invoices) Cast

6 Transfer of goods to customers Cast

7 Order delivery Cast

8 Customer signature on the shipping guide Client

Assistant of
9 Settlement of dispatch in the warehouses
distribution

Flowchart of the Process

30
Process sheet: Credit note for PFN (Product out of standards)
Mission of the process:
Ensure that the product is suitable for consumption at the points of sale by
refund by credit note.

31
Process owner: Distribution manager
Limits
Start: Reception of the client's request by PFN.
Receipt in the warehouse of the defective product.

Resources and specifications:

9. Hand hell

Standards
The return product must be within the last 6 months.
Credit notes are scheduled on the day of the commercial agent's visit.
Credit notes for PFN will only be issued if an order is placed.

Direct suppliers Direct clients

Warehouse Retailers.

Records:
Credit note
Indicator
Value of returned products/sold products.
2. Indicator
Indicador: Valor de productos devueltos/productos vendidos

Formula: Value of returned products

Products sold

Data source: Weekly PFN report.

Periodicity Tolerance: + S/.

Meta: S/. 15,000.00
5,000.00
Measurement: Weekly
Distribution: Warehouse and distribution manager.

3. Procedure
Procedure: Credit note for PFN (Product out of standard)
Prepared by Reviewed by Authorized by

32
 Distribution Manager Chief Financial Officer Sales Manager

Validity: Version: Sheet:

No. Activity description Responsible
Agent
1 Reception of customer request by PFN.
Comercial
Agent
2 His warehouse is checked.
Commercial

Receive the product and evaluate it to see if it meets the requirements.

Agent
3
Commercial
Agent
4 Program the credit note in the Hand Hell for each SKU.
Commercial
Supervisor of
5 The credit notes are released in the system.
sales
6 Receive the issued credit notes. Cast

7 Collect and execute the credit notes. Cast

8 Signature of compliance by the client Cast

9 Delivery of collected products to the warehouse Cast

10 Reception of defective products Storekeeper

4. Flowchart of the Process

33
5. Process Improvement

34
 - Availability in Backus warehouse: This process is one of the most
important to our organization. But it does not directly affect good
service that is provided to our clients.

Registration of new customers: In this process we notice the number of

bureaucracy that exists to attend to a new client. This produces a delay
in the new sales that are not made due to this long process.

Order Taking: This process has been modernized with the incorporation of the
orders by phone which has not been in the market for long
a detailed analysis cannot be provided.

Order processing: This process is outsourced, works in conjunction with

distribution and planning area. Backus already has the strategy of
forward integration to hire personnel who work directly.

PFN (Product out of norm): This process is already functioning without

inconveniences in the company. The latest improvement is to move from changes in
products out of standard to pick them up with discount by Note of
Credit.

Of the five processes analyzed, we believe that the first process of

registration of new clients must be modified because
Currently, the approval time for applications takes too long.
time. Being Backus a company that provides loans, it is very strict in the
documentation requirements. This leads to losing potential clients,
which can be taken by the competition, since these companies have
a lighter process (AMBEV PERU, AJEPER, AND COCA COLA).

Chart: Delay in approval of registration application.

35
In the present graph, we can observe the results of a survey conducted with the
100 last approved clients during the last two months. In the graph we can
observe the following results.

Delay
Frequency
(weeks)
1 0
2 1
3 5
4 11
5 19
6 17
7 20
8 27
Total 100

Brainstorming
36
With the aim of improving the process, we propose the following change initiatives:

Avoid delays in the registration of new customers, as this

delays the work of the Commercial Agent.

With only a copy of the client's ID, the sale can be processed.
to regularize for a maximum duration of 1 month)

Reduction in registration requirements.

Hiring more data entry operators for

have greater speed in the records of
the new clients.

New Registration Process Diagram

37