Coppel
Cargado por
Ana CpTemas abordados
- programación,
- tecnología,
- gestión de personal,
- innovación,
- control de acceso,
- sistemas de crédito,
- soporte técnico,
- ventas a crédito,
- capital de trabajo,
- sistemas de control
Coppel
Cargado por
Ana CpTemas abordados
- programación,
- tecnología,
- gestión de personal,
- innovación,
- control de acceso,
- sistemas de crédito,
- soporte técnico,
- ventas a crédito,
- capital de trabajo,
- sistemas de control
Common questions
Con tecnología de IACoppel faces several primary challenges including resistance to change among employees, internal theft, frequent personnel changes, and external competition. To address these challenges, Coppel leverages its strengths such as a flexible credit system and a wide variety of quality products. It also focuses on process efficiency and customer satisfaction, aiming to provide service tailored to customer needs. Moreover, Coppel's strong internal control systems, which include fingerprint-based access and detailed monitoring of employee activities, help mitigate internal theft and protect confidential information .
Coppel ensures data security and operational stability through a multi-faceted approach. It employs fingerprint access controls to secure information systems and prevent unauthorized access, monitoring employee activities to maintain data integrity. All company data is transmitted to a central database to prevent local data loss. Coppel's internal IT team regularly updates and maintains systems, ensuring that any errors are swiftly addressed. The company’s robust technical support infrastructure helps resolve user issues efficiently, fostering operational stability. By developing its own software, Coppel maintains control over its IT systems, allowing it to quickly adapt to changing needs .
Coppel leverages its internal resources, particularly its programming expertise, to maintain a competitive edge. By developing its own systems in-house, Coppel efficiently tailors and updates software to meet specific operational needs, reducing dependency on third-party solutions. This capability allows for rapid troubleshooting and system enhancements, ensuring continuity and operational excellence. The company's emphasis on personalized systems reduces costs and enhances flexibility, aligning IT resources closely with strategic goals. This internal capability is augmented by comprehensive technical support, which ensures frontline staff can effectively utilize these systems for optimal customer service .
The document identifies weaknesses in Coppel's business model, including employee resistance to change, frequent personnel turnover, and internal theft issues. Recommendations for improvement include enhancing employee training and engagement to reduce resistance to change and turnover. To combat theft, reinforcing security measures and increasing surveillance could be beneficial. Streamlining operational procedures and enhancing customer service are also suggested to maintain competitive advantage and operational efficiency . Addressing inefficiencies in its paquetería system with modern solutions, such as automated lockers, was also proposed .
Coppel could pursue several strategic opportunities to enhance its market presence. Domestically, increasing its number of branches and expanding into new geographic regions would tap into underserved markets. Internationally, Coppel could explore opening stores in foreign markets where its flexible credit model could appeal to similar consumer demographics. Additionally, expanding its product range and supplier partnerships could enhance its competitive edge. Upgrading its logistics infrastructure, such as adopting advanced paquetería systems like locker solutions, could improve customer satisfaction and efficiency . Enhancing online sales capabilities could further broaden its reach .
Coppel's use of technology and information systems is integral to its operational efficiency. The company develops its own software solutions, allowing quick adaptation and resolution of system errors by leveraging in-house programming expertise. Each business area has its own dedicated information system with regular updates, supporting specialized operational requirements. The company employs comprehensive security measures, including fingerprint access controls, to safeguard data integrity and prevent unauthorized access. Moreover, Coppel maintains a robust support system with centralized technical support for immediate issue resolution, promoting seamless operational flow .
Customer satisfaction is central to Coppel's mission and vision. Their mission emphasizes becoming the favorite store for the popular market by offering a credit and easy purchases. Their vision focuses on complete customer satisfaction and operational efficiency with low-cost, simple processes and high service levels . This vision is operationalized through flexible credit options, diverse product offerings, and focus on customer-centric service practices. By integrating customer satisfaction directly into its business practices, Coppel aims to align its operational strategies with these core missions and visions, driving customer loyalty and market preference .
Coppel's credit system is crucial to its business model, accounting for a significant portion of its sales. Its main components include traditional credit sales, which represented 81.5% of total sales by December 2009, and microcredits aimed at supporting micro-entrepreneurs. The credit system is a strategic tool for market penetration, enabling customers with medium to low purchasing power to access Coppel's products. Flexible credit options help attract and retain a broad customer base, while a robust internal rating system ensures creditworthiness and payment efficiency. The integration of credit with retail offerings has been foundational in establishing Coppel's strong presence in the retail market .
Coppel operates three distinct store formats: the traditional store, Coppel-Canadá, and the limited variety format. The traditional store has a large sales area averaging 2,375 m², offering a full range of products in furniture and clothing, aligning with Coppel's strategy of broad product availability and flexible credit options . Coppel-Canadá stores are smaller, averaging 254 m², primarily focusing on footwear with options to purchase other products via credit, suiting regions where compact stores are optimal. The limited variety format, averaging 831 m², specializes in either furniture or clothing, aligning with strategic opportunities for targeted selling in specific markets .
Coppel's initial business strategy evolved significantly from its founding when Don Enrique Coppel Tamayo started a small store named 'Regalo' in 1939, with an investment from an inheritance. Initially selling gift items, he expanded into giving credit to familiar customers, which became a key component of Coppel's growth strategy. As the credit system proved successful, Coppel expanded its product offerings to furniture and clothing, appealing to the middle and lower-middle income markets. Overcoming initial resistance, the company opened new branches, reaching ten stores within three years and expanding nationwide to 1000 branches by 2011 . Factors contributing to its growth included a flexible credit system, a focus on customer satisfaction, and efficient store operations .
