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Volume 2, Issue 2 – January – June – 2018

RINOE®

Journal-Macroeconomics

and Monetary economy

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University of Kent

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Universidad Autónoma Metropolitana

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Universidad de Guadalajara

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SALDAÑA - CARRO, Cesar. PhD

Colegio de Tlaxcala

GARCÍA - ROJAS, Jesús Alberto. PhD

Universidad de Puebla

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General Outlook and conditions and other topics related to Social Sciences.

Presentation of th Content

As a first article we present, Organizational Climate Diagnosis in MSMEs. Case: Guanajuato

capital by ACOSTA-CASTILLO, María Guadalupe de Lourdes, CALDERA-GONZÁLEZ, Diana del

Consuelo and ZÁRATE-NEGRETE, Laura Elena with adscription at Instituto Tecnológico Superior de

Guanajuato and Universidad de Guanajuato, in the next article Development of an associative and

predictive model to identify the main factors that affect the survival of SMEs in the commerce sector at

the national level by LINO-GAMIÑO, Juan, LÓPEZ-SOSA, Víctor Hugo, LÓPEZ-JIMÉNEZ Sergio

and SALAZAR-ARAUJO, José, with adscription at Universidad de Colima, in the next article

Comparative study between open and closed businesses on the importance attached to the quality, price

and bargaining power of suppliers of mses in San Pedro Cholula, Puebla by LOZADA-LECHUGA,

Jorge, ORTIZ-CARRANCO, Araceli, RAMIREZ-ROSAS, José and MOLINA-GAYOSSO, Eduardo,

in the next article Mix marketing mix as a strategy to increase competitiveness and market positioning

service companies by RUIZ-BARCENAS, Lilia, MACIAS-SALINAS, Silvia and SANTOS-OLVERA,

Orlando Karin with adscription at Instituto Tecnológico Superior de Salvatierra and Universidad del

Centro del Bajío.

Content

Article

Page

Organizational Climate Diagnosis in MSMEs. Case: Guanajuato capital

ACOSTA-CASTILLO, María Guadalupe de Lourdes, CALDERA-GONZÁLEZ, Diana del

Consuelo and ZÁRATE-NEGRETE, Laura Elena

Instituto Tecnológico Superior de Guanajuato

Universidad de Guanajuato

1-6

Development of an associative and predictive model to identify the main factors that

affect the survival of SMEs in the commerce sector at the national level

LINO-GAMIÑO, Juan, LÓPEZ-SOSA, Víctor Hugo, LÓPEZ-JIMÉNEZ Sergio and

SALAZAR-ARAUJO, José

Universidad de Colima

7-12

Comparative study between open and closed businesses on the importance attached to

the quality, price and bargaining power of suppliers of mses in San Pedro Cholula,

Puebla

LOZADA-LECHUGA, Jorge, ORTIZ-CARRANCO, Araceli, RAMIREZ-ROSAS, José

and MOLINA-GAYOSSO, Eduardo

13-19

Mix marketing mix as a strategy to increase competitiveness and market positioning

service companies

RUIZ-BARCENAS, Lilia, MACIAS-SALINAS, Silvia and SANTOS-OLVERA, Orlando

Karin

Instituto Tecnológico Superior de Salvatierra

Universidad del Centro del Bajío

20-29

1

Article Journal-Macroeconomics and Monetary Economy June 2018 Vol.2 No.2 1-6

Organizational Climate Diagnosis in MSMEs. Case: Guanajuato capital

Diagnóstico de Clima Organizacional en MIPYME. Caso: Guanajuato capital

ACOSTA-CASTILLO, María Guadalupe de Lourdes*†, CALDERA-GONZÁLEZ, Diana del Consuelo

and ZÁRATE-NEGRETE, Laura Elena



ID 1st Author: María Guadalupe de Lourdes, Acosta-Castillo

ID 1st Coauthor: Diana del Consuelo, Caldera-Gonzáles

ID 2nd Coauthor: Laura Elena, Zárate-Negrete

Received January 7, 2018; Accepted June 15, 2018

Abstract

Currently, the study of micro, small and medium

enterprises (MSMEs) have Become Relevant around the

world, Given the Importance of These Organizations for

the economy and development of the country clubs. The

factors That These allow companies to survive, strength,

and grow, Have Been Investigated In This basis. The

purpose of this study is to diagnose the organizational

climate in a sample of 30 MSMEs located at Guanajuato,

Mexico, in order to determine perception patterns from

Collaborators Regarding improvement areas. This

research is quantitative, non-experimental and descriptive.

The main results show the simplification of the

organizational climate dimensions 11 by a principal

component analysis (PCA), in order to Obtain two

components can be Visualized That two dimensions in a

plane. The main components separate the MSMEs in four

quadrants positive or negative impact With, According the

variables selected.

Organizational climate, MSMEs, Guanajuato,

Diagnosis

Resumen

Actualmente, el estudio de las Micro, pequeñas y

medianas empresas (Mipymes) en el mundo ha cobrado

relevancia, dada la importancia de estas organizaciones en

la economía y desarrollo de los países. A este respecto, se

ha indagado respecto a los factores que permiten que estas

empresas sobrevivan, se fortalezcan y crezcan. En esta

investigación se realizará un diagnóstico de clima

organizacional en una muestra de 30 Mipymes en el estado

de Guanajuato, México, para determinar patrones de

percepción de los propios colaboradores respecto a áreas

de mejora. Esta investigación es de tipo cuantitativo, corte

no experimental y con alcance descriptivo. Los resultados

muestran que las 11 dimensiones de clima organizacional

presentadas pueden ser simplificadas por medio de un

análisis de componentes principales (ACP), para obtener

dos componentes que pueden ser visualizados en un plano

con dos dimensiones. Los componentes principales

obtenidos separan a las Mipymes analizadas en cuatro

cuadrantes donde se pueden observar aquellas empresas

que se encuentran afectadas de manera positiva o negativa

por las variables seleccionadas en los componentes.

Clima organizacional, Mipymes, Guanajuato,

Diagnóstico

Citation: ACOSTA-CASTILLO, María Guadalupe de Lourdes, CALDERA-GONZÁLEZ, Diana del Consuelo and

ZÁRATE-NEGRETE, Laura Elena. Organizational Climate Diagnosis in MSMEs. Case: Guanajuato capital. RINOE Journal-

Macroeconomics and monetary economy.2018.2-2:1-6.

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

† Researcher contributing first author.

© RINOE Journal – Taiwan www.rinoe.org/taiwan

2


ACOSTA-CASTILLO, María Guadalupe de Lourdes, CALDERA-

GONZÁLEZ, Diana del Consuelo and ZÁRATE-NEGRETE, Laura Elena. Organizational Climate Diagnosis in MSMEs. Case: Guanajuato

capital. RINOE Journal- Macroeconomics and monetary economy.2018


RINOE® All rights reserved.

Introduction

The organizational environment is understood as

"the set of permanent features describing an

organization, distinguish it from another and

influences the behavior of individuals who

form" (Dessler, 1993, p. 181).

Diagnosis of organizational climate

seeks to recognize how employees perceive their

own work environment. This perception is

relevant, since it generates positive or negative

attitudes toward work.

Following Pattern, Sahuí & Pérez (2013),

most organizational climate studies have been

directed to the study and analysis of large

corporations, without paying attention to small

and medium-sized enterprises, however, its

importance in the development of countries.

Therefore, it becomes essential to

identify the perception collaborators regarding

their work environment is essential in order to

improve aspects that are not working well from

their own perspective. This is done from a

particular organization: Micro, Small and

Medium Enterprise (MSME)

Objective

The aim of this paper is to diagnose

organizational climate in MSMEs in the state

capital of Guanajuato based on eleven

dimensions, which can identify patterns of

perception regarding areas for improvement.

The research question is: What

dimensions of organizational climate of MSMEs

state of Guanajuato can be strengthened to

improve the working environment of its

employees?

Theoretical bases

Organizational climate

So far, there is no consensus on a single

definition of organizational climate as it is a

multidimensional construct which involved the

general environment, the organization and the

individual himself (Gómez, 2004).

On the other hand, the study of

organizational climate has been linked to several

variables such as organizational culture (Ostroff,

Kinicki & Tamkins, 2003), job satisfaction

(Vaca, Vaca & Quintero, 2015) and university

management (Segredo, 2011), among other.

For this research the definition of

organizational climate will be taken "as a set of

perceptions of individuals regarding their

internal working environment" (Hernandez

Mendez & Contreras, 2012, p. 231).

Following Sandoval (2004), the climate

is made up of all people working within the

organization, making it a better performance in

order to become more competitive.

As mentioned initially, there are several

factors that affect the organizational climate. for

this investigation eleven elected. Next, a

definition of each is presented.

Dimensional analysis

1. Teamwork: It is the union and collaboration

of people to achieve a common goal.

2. Autonomy refers to freedom individually

with employees to, in its sole discretion,

make decisions and take responsibility.

3. Leadership (boss-subordinate relationship):

Set of skills that allow boss positively

influence subordinates, making them share

ideals and objectives voluntarily.

4. Workplace: place of a person within the

organizational structure, which implies a set

of tasks and responsibilities that the

employee must perform.

5. ergonomic environment: Refers to

environmental conditions, tools and tasks

that allow the proper development of the

activities within a workplace.

6. Tasks: Set of activities that the employee

must perform according to their position.

Generally, these are predetermined

according to their job.

7. Quality of life: It has to do with the

conditions that allow the worker to have a

satisfying, healthy and fulfilling experience.

8. Identity and sense of belonging: This is the

personal feeling that individuals have

regarding the identification with the goals

and values of the organization, and how they

are seen as part of it. It is when the

individual feels an integral part of the

organization.

3







9. Service-Care: A set of interrelated activities

provided by a server to a user, so that it

achieves its purpose. It is expected that the

service and care is always provided with

quality.

10. Recognition: When employees know that

their work and effort are taken into account

and valued by the organization.

11. Interpersonal relationships: The result of the

interaction of employees within the

organization.

Figure 1 Dimensions analysis organizational

environment. Own source.

MSMEs

In Mexico there are 5'078,735 economic units

(INEGI, 2018), of which 99.8% are considered

MSMEs, ie they are generating 52% of gross

domestic product (GDP) and 72% of

employment (CONDUSEF, 2018).

These companies contribute significantly

to the generation of gross domestic product

(GDP) in most countries. In addition, they are

credited with the economic development of

nations, constant job creation (Filion, Cisneros

& Mejia, 2011).

In Mexico there are 99.8% Mipymes

(INEGI, 2018), this percentage 97.6% are micro

and account for 75.4% of total employed

personnel, followed by small businesses with

2.0% and 13.5% and medians representing 0.4 %

and 11.1%, respectively (INEGI, 2015a), ie the

employed population is concentrated in the jobs

generated by micro and this is alarming because

based on the "life expectancy business" study of

INEGI (2015b) it is concluded that 4 out of 10

micro die during the first year of life, in addition

to SMMEs tend to generate jobs with less

favorable conditions compared to large

enterprises, ie, they pay lower wages and offer

less job security ( Romero, 2006), this study is

the importance of MSMEs.

In the capital of Guanajuato, the 99.17%

are MSMEs (INEGI, 2018) having 83% of

economic units with less than 5 workers (SEIEG,

2018).

Methodology

This research is quantitative, non-experimental

and descriptive scope court.

An incidental sample 30 Mipymes

located in the capital of Guanajuato, to which

were applied the instrument called

"Organizational Climate Diagnosis" (Boiler &

Zarate 2017) was selected.

Initially a Principal Component Analysis

(PCA) was performed to obtain a simple

representation of the 11 elements of

organizational climate represented by 55

variables included in the data collection

instrument mentioned. The objective of the ACP

seeks to transform the original variables into

new variables unrelated, which are called

principal components and represent a linear

combination of the original variables. The ACP

is an exploratory technique to lower the

dimension of the observations to display and

observe a trend or pattern on them (Grimm &

Yarnold, 2000).

Figure 1 shows the percentage of

variance for the first 10 principal components

found where one can see that there is a dominant

main component, which captures a large portion

of the information.

1.Trabajo en equipo

1.Autonomía1.Liderazgo (relación jefe-subordinado)

1.Puesto de trabajo1.Ambiente ergonómico

1.Tareas

1.Calidad de vida1.Identidad y sentido de pertenencia

1.Servicio-Atención

1.Reconocimiento1.Relaciones interpersonales

4







Graphic 1 Percentage of variance for the first 10 principal

components.

Source: self made

The ideal case is to select the smallest

number of key variables that capture the greatest

amount of variance. For analysis were selected

the first two principal components, the sum of

variances represents about 25% of the total

variance. This lets you visualize the observations

on a two-dimensional space.

After selecting the number of main

components, these must be interpreted defining

the coefficients obtained. A high coefficient of a

main component of a variable indicates a high

correlation between that variable and the main

component, helping the separation of data in the

dimensions of each component (Afifi, May &

Clark, 2011).

Table 1 shows the coefficients for the

two main components which are underlined

those more positive and negative value.

One goal in the ACP is to identify the

(positive and negative) higher numerical values,

since these are the most contribution in the

transformation of variables.

Thus, according to an interpretation of

the variables more weight is proposed.

Variable

principal

component 1 Main Component 2

Teamwork

TE_1 -1.23E-01 0.052447029

TE_2 -1.62E-01 -0.181793637

TE_3 -1.07E-01 -0.045058642

TE_4 -4.41E-02 -0.183815392

TE_5 -3.51E-02 -0.004119069

Autonomy

A_1 7.02E-02 -0.098710065

A_1.1 2.54E-02 -0.197977005

A_2 7.71E-02 -0.032199527

A_3 -1.27E-02 -0.11301544

A_4 9.19E-03 0.012097894

TO 5 -2.36E-01 0.066860966

Leadership

L_1 -4.98E-02 -0.040719425

L_2 -2.62E-01 0.090192125

L_3 -6.45E-02 -0.078878503

L_4 -2.10E-01 -0.008591057

L_5 -2.25E-01 0.136962648

Job

PT_1 -1.75E-01 0.167621984

PT_2 -6.68E-02 0.116184358

PT_3 -8.11E-02 0.074734687

PT_5 -2.67E-01 0.116446439

ergonomic environment

AE_1 -1.99E-01 0.16456629

AE_2 -2.46E-01 0.071037862

AE_3 -2.18E-01 0.006150582

AE_4 -7.24E-02 -0.222722727

AE_5 -5.90E-02 -0.061923022

Chores

T_1 -2.40E-01 -0.082289596

T_2 -2.04E-01 0.107922551

T_3 -5.22E-02 0.051981617

T_4 1.18E-01 0.195663632

T_5 1.38E-02 0.134686622

Quality of life

CV_1 -1.51E-01 0.121744461

CV_2 -1.03E-01 0.029474639

CV_3 -3.93E-02 -0.162286631

CV_4 -6.61E-02 -0.264103684

CV_5 -4.34E-02 -0.075247222

Identity and sense of belonging

isp_1 -2.28E-01 -0.02405612

isp_2 -3.33E-02 -0.056555348

isp_3 -6.03E-02 -0.100069564

ISP_4 -1.12E-01 -0.131581259

ISP_5 -4.30E-02 -0.118466931

Attention service

ST_1 1.22E-02 -0.205567765

ST_2 -6.10E-02 -0.143681309

ST_3 -7.33E-02 -0.147242533

ST_4 -1.72E-01 0.022925842

ST_5 -1.19E-01 -0.136134305

Recognition

R_1 -4.07E-02 -0.194960223

R_2 -1.20E-01 -0.216109523

R_3 5.34E-02 -0.212963479

R_4 1.79E-05 0.011588287

R_5 -7.40E-03 -0.271729337

Relationships

RI_1 -1.73E-01 -0.251642734

RI_2 -1.26E-01 0.034864605

RI_3 -2.49E-01 0.16789325

RI_4 -1.04E-02 0.003010475

RI_5 -1.72E-01 -0.198156298

Table 1 Correlation coefficients for two main

components.

Source: self made

5







Results

With the completion of the ACP, the variables

that showed a greater influence on the first two

components were found. According to the

coefficients found in the first principal

component variables that offer higher ratios are

positive and negative elements related tasks,

autonomy, leadership and workplace.

For the second component, the

coefficients more positive and negative focus on

tasks, interpersonal relations, ergonomic

environment and quality of life. Based on the

above, the first principal component may relate

to internal factors of the organization and the

second component to external factors.

In Figure 2 the elements of the sample

according to the first two principal components

are shown. The horizontal axis represents the

plane first main component and the vertical axis

to the second.

Figure 2 Representation of elements in the sample into

two main components.

Own source

According to the analysis, in the first

quadrant of the plane following the clockwise

organizations that have positive levels of internal

and external factors would be located. Therefore,

in the second quadrant organizations with

positive levels of internal factors and external

factors negative levels they would be found.

In the third quadrant organizations with

negative levels of internal and external factors

they would be located, while the fourth quadrant

would be organizations with negative levels of

internal factors, but positive values of external

factors.

Conclusions

According to Salazar, Guerrero, Machado &

Cañedo (2009) achieve a better organizational

climate in business is essential and important, as

it allows an increase in labor productivity, in

addition to working in a friendly and efficient

environment for workers.

The present investigation provides a

diagnosis by the ACP, finding that organizations

located in the fourth quadrant (Figure 2)

represent those with largest area of opportunity,

because the variable values of internal and

external components obtained 11 organizational

climate dimensions are in negative impact

coefficients. These organizations could focus on

improving these variables in order to improve

their organizational climate and have a positive

impact. Furthermore, the ACP made greater

coverage obtained in the percentage of variance

by increasing the sample size and the number of

components selected.

Finally, it is necessary to emphasize the

importance of such research, because as

discussed Pattern, Arguelles & Ake (2012):

Organizational climate research in

MSMEs are quality indicators that allow to have

information useful support for strategic planning

and decision making. These studies enable the

development of plans and programs of change

and organizational development that include

improvements in working conditions, behaviors

and satisfaction with work. (P. 11)

References

Afifi, A., May, S., & Clark, V. A. (2011).

Practical multivariate analysis. CRC Press.

Caldera, D.D.C. & Zárate, L.E. (2017).

Diagnóstico de Clima Organizacional.

Guanajuato: Universidad de Guanajuato.

Comisión Nacional para la Protección y Defensa

de los Usuarios de Servicios Financieros

(CONDUSEF). (2017). Educación financiera;

Pymes (492). Recuperado de:

https://www.condusef.gob.mx/Revista/index.ph

p/usuario-inteligente/educacion-financiera/492-

pymes

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Dessler, G. (1993). Organización y

Administración. México: Prentice Hall

Interamericana.

Filion, L., Cisneros, L. & Mejía-Morelos, J.

(Ed.). (2011). Administración de PYMES.

Primera edición. México: Pearson Educación.

Gómez, C.A. (2004). Diseño, construcción y

validación de un instrumento que evalúa clima

organizacional en empresas colombianas, desde

la teoría de respuesta al ITEM, Acta Colombiana

de Psicología, 11, 97-113.

Grimm, L. G., & Yarnold, P. R. (2000). Reading

and understanding MORE multivariate

statistics. American Psychological Association.

Hernández, S. R., Méndez, V. S., & Contreras,

S. R. (2014). Construcción de un instrumento

para medir el clima organizacional en función

del modelo de los valores en competencia.

Contaduría y administración, 59(1), 229-257.

Instituto Nacional de Estadística y Geografía

(INEGI). (2015b). Esperanza de vida de los

negocios. Recuperado de:

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

/2015/especiales/especiales2015_02_38.pdf

Instituto Nacional de Estadística y Geografía

(INEGI). (2018). Directorio Estadístico

Nacional de Unidades Económicas (DENUE).

Recuperado de:

http://www.beta.inegi.org.mx/app/mapa/denue/

default.aspx

Instituto Nacional de Estadística y Geografía.

(2015a). Encuesta Nacional sobre

Productividad y Competitividad de las Micro,

Pequeñas y Medianas Empresas (ENAPROCE).

Recuperado de:

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

/2016/especiales/especiales2016_07_02.pdf

Ostroff, C., Kinicki, A. J., & Tamkins, M. M.

(2003). Organizational culture and climate.

Handbook of psychology, 565-593.

Patrón R.G., Argüelles, L.A. & Aké, A. (2012).

Metodología para estudios de clima

organizacional en las Mipymes. Revista

Iberoamericana para la Investigación y el

Desarrollo Educativo, 08, 1-13.

Patrón R.G., Sahuí J.A. & Pérez, C.A. (2013).

Estudios de clima organizacional y satisfacción

laboral: propuesta para promover el cambio y la

innovación de las Pequeñas y Medianas

Empresas. Revista Iberoamericana para la

Investigación y el Desarrollo Educativo, 10, 1-

9.

Romero, I. (2006). Las pymes en la economía

global; Hacia una estrategia de fomento

empresarial. Problemas del Desarrollo, 37

(146), 31-50.

Saavedra, M. & Hernández, Y. (2008).

Caracterización e importancia de las Mipymes

en Latinoamérica: Un estudio comparativo.

Actualidad Contable, 11(17), 122-134.

Salazar J.G., Guerrero, J.C., Machad, Y.B. &

Cañedo, R. (2009). Clima y cultura

organizacional: dos componentes esenciales en

la productividad laboral. ACIMED, 20(4), 67-75.

Sandoval, M.C. (2004). Concepto y dimensiones

del clima organizacional. Hitos de Ciencias

Económico Administrativas, 27, 78-82.

Segredo, A. M. (2011). La gestión universitaria

y el clima organizacional. Revista Cubana De

Educación Médica Superior, 25(2), 164-177.

Sistema Estatal de Información Estadística y

Geografía del estado de (SEIEG). (2018).

Sistema de Indicadores; Informalidad laboral.

Recuperado de:

http://seieg.iplaneg.net/seieg/index/clasificacion

/79

Vaca, C. A. M., Vaca, L. O. M., & Quintero, J.

N. (2015). El clima organizacional y la

satisfacción laboral: un análisis cuantitativo

riguroso de su relación. AD-minister, (26), 5-15.

7


Development of an associative and predictive model to identify the main factors that

affect the survival of SMEs in the commerce sector at the national level

Desarrollo de un modelo asociativo y predictivo para identificar los principales

factores que afectan la supervivencia de las PYME en el sector del comercio a nivel

nacional

LINO-GAMIÑO, Juan*†, LÓPEZ-SOSA, Víctor Hugo, LÓPEZ-JIMÉNEZ Sergio and SALAZAR-

ARAUJO, José

Facultad de Contabilidad y Administración de Tecomán, Carr. Colima-Manzanillo Km 40, Col. La Estación, Tecomán, Col.

CP 28100.

Facultad de Contabilidad y Administración de Colima, Universidad de Colima, Av. Universidad 33, Colima, Col. CP 28040.

Facultad de Contabilidad y Administración de Tecomán, Carr. Colima-Manzanillo Km 40, Col. La Estación, Tecomán, Col.

CP 28100.

Facultad de Contabilidad y Administración de Colima, Universidad de Colima, Av. Universidad 33, Colima, Col. CP 28040.

Universidad Simón Bolívar, Carrera 59 No. 59-65, Barranquilla, Colombia.

ID 1st Author: Juan Lino-Gamiño

ID 1st Coauthor: Vícor Hugo, López-Sosa

ID 2nd Coauthor: Sergio, López-Jiménez

ID 3rd Coauthor: José, Salazar-Araujo


Abstract

In Mexico, Small and Medium Enterprises (SMEs) are an

important segment of the country's economy. Franco &

Somohano (2010), describe them as the generators of

employment and the role they play as generators of wealth.

An analysis of the trade sector at a national level is considered as

a delimitation, using the INEGI databases as a source and the

following variables are contemplated: Total Employed

Personnel, Total Paid Personnel, Total Gross Production, Total

Investment, Total Assets Assets, Total of Expenses, Total

Income; of the "Economic Censuses" (INEGI, 2004), (INEGI,

2009) and (INEGI, 2014). The methodology to be used is mixed;

quantitative in the statistical analysis of data and qualitative in

the description and interpretation of results so that the user of

statistical and financial information can make decisions that help

avoid the death of a SME, based on criteria, theories and

appropriate recommendations to the commerce sector at the

national level.

SMEs, Death, Analysis, Competitiveness, Strategy

Resumen

En México, las Pequeñas y Medianas Empresas (SMEs), son un

importante segmento dentro de la economía del país. Franco y

Somohano (2010) las describen como las generadoras de empleo

y del papel que juegan como generadoras de riqueza. Se

contempla un análisis del sector comercio a nivel nacional como

delimitación, tomando como fuente las bases de datos del INEGI

y se contemplan las siguientes variables: Personal Ocupado

Total, Personal Remunerado Total, Producción Bruta Total,

Inversión Total, Acervo Total de Activos, Total de Gastos, Total

de Ingresos; de los “Censos Económicos" (INEGI, 2004),

(INEGI, 2009) y (INEGI, 2014). La metodología a utilizar es

mixta; cuantitativa en el análisis estadístico de los datos y

cualitativa en la descripción e interpretación de los resultados

para que el usuario de la información estadística y financiera

pueda tomar decisiones que ayuden a evitar la muerte de una

SMEs, con base en criterios, teorías y recomendaciones

apropiadas al sector comercio a nivel nacional.

SMEs, Defunción, Análisis, Competitividad, Estrategia

Citation: LINO-GAMIÑO, Juan, LÓPEZ-SOSA, Víctor Hugo, LÓPEZ-JIMÉNEZ Sergio and SALAZAR-ARAUJO, José. Development of an associative and predictive model to identify the main factors that affect the survival of SMEs in the

commerce sector at the national level. RINOE Journal- Macroeconomics and monetary economy.2018.2-2: 7-12.




8


LINO-GAMIÑO, Juan, LÓPEZ-SOSA, Víctor Hugo, LÓPEZ-JIMÉNEZ

Sergio and SALAZAR-ARAUJO, José. Development of an associative and predictive model to identify the main factors that affect the survival

of SMEs in the commerce sector at the national level. RINOE Journal-

Macroeconomics and monetary economy.2018



Introduction

In Mexico, Small and Medium Enterprises

(SMEs) are an important segment of the

country's economy, Franco and Somohano

(2010), describe SMEs as the generators of

employment and the role they play as generators

of wealth. At the same time, they are classified

into two small and medium-sized companies:

family businesses and non-family businesses.

The Mexican Government has increased

its support to SMEs since 2004. The Ministry of

Economy of Mexico with the help of the

Mexican government creates different types of

programs for SMEs that need to improve their

participation in the domestic market and also for

the international market. The size of SMEs is

classified by the number of employees they have

(Table 1). The main sectors are manufacturing,

commerce and services (Muñoz, Gasca, and

Valtierra, 2014).

Table 1 Category of SMEs

Source: Own with support from the Ministry of Economy

This research work will only consider the

analysis of the trade sector at the national level

as a delimitation, taking into account the

variables: Total Employed Personnel, Total Paid

Personnel, Total Gross Production, Total

Investment, Total Assets Assets, Total

Expenses, Total Income ; of the databases

provided by the National Institute of Statistics

and Geography "Censos Económicos" (INEGI,

2004), (INEGI, 2009) and (INEGI, 2014).

This sector has 48.3% (2,042,642) of the

businesses that exist within the national territory,

38.3% (4,686,548 million pesos) of expenses

originate in this sector, 32.4% (5,592,086

million pesos) is the income that originates , and

has 26.6% (6,389,648 employed persons) of all

the personnel employed in our country

"Economic Censuses" (INEGI, 2018).

According to data from INEGI (2012),

from an analysis that was obtained in the

universe of micro, small and medium

enterprises, the proportion of births at the

national level was 28.3% and the proportion of

deaths of 22.0%, which represents that of each

100 existing establishments, between April 2009

and May 2012, so that every 100 there are 6 more

establishments, which means that there is a 6.2%

growth rate in a period of 37 months.

On the other hand, today, SMEs suffer

important changes, but they also become easily

extinguished due to their way of operating,

Contreras and Juárez (2013) in their research

comments that are the welfare and job

satisfaction factors that are related to

organizational development.

In addition, the effect of leadership styles

on the well-being of subordinates and their

relationship to job performance, Dunham-Taylor

(2000) ensures that as soon as they manage to

inspire and motivate workers, which makes it

possible for them to find him meaning to their

work and meaning to what they do Sparks and

Schenk (2001) focus on psychological capital

that is defined as a positive state of development

characterized by four variables: 1) self-efficacy,

2) optimism, 3) hope, and 4) resilience (Luthan,

Youssef and Avolio, 2007).

Other authors such is the case of Morales

et al. (2015), assure in their research that the

organizational, productivity and

competitiveness aspects were found in

organizational structure, intellectual capital and

administrative processes as possible critical

factors of the structural aspects of an entity.

Likewise, the quality of products or services,

differentiation from competition, research and

development of these are the fundamental

components of the productivity of SMEs.

As mentioned by Morales et al. (2015),

Ferrano and Stumpo (2010), the production or

development of the SMEs is mainly linked to the

domestic market, so a significant part of the

population and the economy of the region

depends to a large extent on its activity; also cites

Martínez (2013), who mentions that SMEs that,

due to their small scale and limited knowledge

of the domestic sphere, are not considered to be

able to take advantage of the opportunities

offered by international markets.

9








But now in the XXI century globalization

brings new opportunities and companies have a

different way that day by day is reflected in the

new ways of marketing their products, where

even then the big companies are the most

benefited.

Due to the above, the causes attributable

to the disappearance of SMEs are the lack of

specialization, high costs of raw materials, more

demanding payment conditions, proportionally

larger inventories, difficulty in obtaining

financing and little or no knowledge of the

current fiscal regulations. inefficient workforce

due to lack of education and training to the same.

Methodology to be developed

It starts under the premise of being a Mixed

investigation; Quantitative in the statistical

analysis of hard data from the INEGI databases

(2004, 2009 and 2017) using a correlational

analysis regarding the variables: Total

Employed Personnel, Total Paid Personnel,

Total Gross Production, Total Investment, Total

Acquis of Assets, Total Expenses, Total Income

and Qualitative. In the description and

interpretation of the results so that the user of

statistical and financial information can make

decisions that help avoid the death of an SME,

based on criteria, theories and recommendations

appropriate to the trade sector at a national level.

Objective of the investigation

Determine the variables and their correlation that

allow observing or projecting the possible death

of the SMEs based on the historical factors

provided by the INEGI, as a source of reliable

information in Mexico; so, entrepreneurs have

enough information to be able to avoid it.

Research question

In what way do the variables influence: -the total

investment, -the gross total production, -the

employed personnel, -the salaries, -the expenses,

-the income, -the stocks and -the fixed assets in

the death of an SMEs ?

Analysis from the regression

According to data from INEGI (2012), it

assures that approximately 28.3% are born

at the national level and 22.0% of every 100

micro, small and medium enterprises die,

which represented a growth of 6.2% in a

period between 2009 and 2012 37 months.

SMEs suffer important changes, but they

become easily extinguished due to the way

they operate; Welfare and job satisfaction

are one of those factors (Contreras and

Juárez, 2013).

Casas and Urrego (2012), affirm that the

global trend of globalization has reformed the

different processes of the companies, not only

the productive models, but also the other areas of

the organizations. The Information and

Communication Technologies (ICT), have

allowed to optimize process, innovate in the

provision of services and modify the

management of organizations around the same

technology.

Figure 1 shows the births and deaths of

establishments by sector of activity in a period

of 37 months, which shows that the trade sector

reason for research is an important sector in the

Mexican economy.

Graph 1 Percentage of births and deaths of establishments

by sector in a period of 37 months.

Source: INEGI (2018)

Figure 2 shows, based on the INEGI

census, according to the time classification, how

much is the percentage of companies that live

and how much is the percentage of companies

that die.

10








Figure 1 Percentage of births and deaths of establishments

in a period of 37 months


Graph 2 shows the percentage of birth

and deaths of establishment by stratum of

personnel employed in the same period.

Graph 2 Percentage of births and deaths of establishments

by stratum of employed personnel in a period of 37 months


The statistical analysis shows that there is a great

linear correlation between the dependent

variable Economic Unit and the dependent

variables: Total Employed Personnel, Total Paid

Personnel, Total Gross Production, Total

Investment, Total Assets Assets, Total

Expenses, Total Income, that it is clear that the

variables considered by the INEGI have to do

with the operation of an entity, as shown in Table

2:

Table 2 Matriz de correlaciones

Source: Own, with data support from INEGI and SPSS v

22.

Next, the analysis of each of the variables

will be captured and a precise interpretation of

what it means for an SME is given.:

This correlation matrix clearly shows

that the combination of economic unit vs.

employed personnel has a high degree of

correlation .990, which indicates that in an SME

this variable has an important relationship, since

a company cannot operate and generate wealth

without this element, they cannot subsist one

from the other, although the employed personnel

can be remunerated or not, as it is the case of the

owners and partners.

While the economic unit vs salaried

personnel has a high correlation of .998, what

differentiates it from the contrast against the

employed personnel, since it involves all

personnel who obtain a salary or salary for their

services provided to the company in a manner

subordinate.

Economic unit vs gross production, it

has a .999 correlation, which indicates that a

company that does not produce, market or

provide its services can not subsist, it is the

reason to live of an SMEs, every productive

company generating wealth should generate its

income based on the preparation of their

products, purchase and sale of products already

manufactured and services.

Economic unit vs. total investment, it

has a .991 correlation against the dependent

variable which means that without the

investment that is to say the resources, the

working capital of a company, can not exist and

survive because it is a valuable asset that must

be deal with moderation and spend with certain

provisional guidelines framed in an intelligent

and conservative planning or spending program

without leaving aside the business opportunities

that arise locally, nationally or globally.

Economic unit vs. stocks, these have

.170 correlation, which indicates that currently

companies do not need to have abundant

inventories, on the contrary, they must adopt

productive systemic thinking to help decision-

making; the slender production suggests as

opportunities for continuous improvement,

through the elimination of waste from the

production process, since there are processes

that do not add value to the product.

11








For example, Toyota and Honda have

shown over the last few years, that any

competitive advantage is temporary and must

undergo constant adaptation process by all

members of the value network and if this applies

to large companies, to The SMEs is not the

exception because in this globalized world and

to be competitive it is better to adapt to the new

conditions that the market is having (Morales,

Rojas, Flores, Tejeida and Hernández, 2014).

Economic unit vs total assets, has a .998

correlation as well as paid staff, which indicates

that the assets that the company has are and must

be necessary to generate wealth to this, these

assets can be tangible or intangible but

nowadays are of great importance for the

survival of an SMEs, because the lack of these

leads to the early death of the company, should

be kept at the forefront and with the technology

that encourages the correct accompaniment in

this globalization, as a company that looks over

the past due to technological advances is a

company that signs its death sentence.

Economic unit vs total assets, has a .998

correlation as well as paid staff, which indicates

that the assets that the company has are and must

be necessary to generate wealth to this, these

assets can be tangible or intangible but

nowadays are of great importance for the

survival of an SMEs, because the lack of these

leads to the early death of the company, should

be kept at the forefront and with the technology

that encourages the correct accompaniment in

this globalization, as a company that looks over

the past due to technological advances is a

company that signs its death sentence.

Economic unit vs total income, have a

high degree of correlation .986, which indicates

that SMEs are able to obtain sufficient income to

keep them in the market as long as they meet

each of the above as their highest priority. To

reach this income it is necessary to keep in mind

the staff, the investment, the stocks, the assets

and the wisdom to spend wisely always bearing

in mind the planning, as a consequence, by

maximizing the resources and spending the

income generated by the activity with prudence.

Sample of it we can observe in the

following sheet:

Results

It should be noted that the correlation

information shows the present research work

shows very explicitly the behavior of each one

with respect to the dependent variable, because

the correlation in the majority is very high which

indicates that they are concepts that must be

present in the perspective of an entrepreneur of

an SMEs, if they want to remain in force and

with a healthy company. On the other hand, the

only variable that did not have a higher

correlation was inventories (inventories), which

shows that it is not necessary to have them if you

dedicate yourself to trade, obviously you must

have inventories, but you can also opt for the

lean production methodology , in its

conceptualization where it is assumed that it is

not necessary to have extensive inventories and

processes that do not contribute anything to the

good or service.

Conclusions

The survival of the SMEs is the country should

be considered a clear indicator for the economy

and competitiveness of the country and not be

seen as just another indicator for government

agencies, acting around them with

accompaniment, planning and support during the

first stages of his life should be a relevant factor

for all involved, this would draw a road map and

success in which the economy would detonate

and generate the spaces required for the growth

of regions, municipalities, states and the country

itself.

It is clear that the indicators and their

relationships propose lines of action to be

considered in the short and medium term, which

is why it is necessary to implement a road map

with paths and cuts that allow the flight

requirements to be adjusted, classifying them by

business area.

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M. (2015). ARTICULO PYMES SUGEY

ALEJANDRA EUGENIA 2. Recuperado a

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O_PYMES_SUGEY_ALEJANDRA_EUGENI

A_2

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la Mota, I., Tejeida-Padilla, R., y Hernández-

Simón, L. M. (2014). Modelación de sistemas

productivos esbeltos con redes de Petri: una

metodología sistémica. Científica, 18(4).

Recuperado a partir de

http://www.redalyc.org/resumen.oa?id=614480

37001

Muñoz, M., Gasca, G., y Valtierra, C. (2014).

Caracterizando las Necesidades de las SMEs

para Implementar Mejoras de Procesos

Software: Una Comparativa entre la Teoría y la

Realidad. RISTI - Revista Ibérica de Sistemas e

Tecnologias de Informação, (SPE1), 1–15.

https://doi.org/10.4304/risti.e1.1-15

INEGI. (2018). Censos Económicos 2014.

Resultados Definitivos. 01/06/2018, de INEGI

Sitio web: Censos Económicos 2014. Resultados

Definitivos

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establecimientos 2012. 01/05/2018, de INEGI

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http://internet.contenidos.inegi.org.mx/contenid

os/Productos/prod_serv/contenidos/espanol/bvi

negi/productos/estudios/economico/analis_dem

og_12/Res_ade12.pdf

R. Sparks, John y A. Schenk, Joseph. (2001).

Explaining the effects of transformational

leadership: An investigation of the effects of

higher-order motives in multilevel marketing

organizations. Journal of Organizational

Behavior. 22. 849 - 869. 10.1002/job.116.

13


Comparative study between open and closed businesses on the importance attached

to the quality, price and bargaining power of suppliers of mses in San Pedro Cholula,

Puebla

Estudio comparativo entre empresas abiertas y cerradas sobre la importancia que

se otorga a la calidad, el precio y el poder de negociación de los proveedores de MSES

en San Pedro Cholula, Puebla

LOZADA-LECHUGA, Jorge*†, ORTIZ-CARRANCO, Araceli, RAMIREZ-ROSAS, José and

MOLINA-GAYOSSO, Eduardo

ID 1st Author: Jorge, Lozada-Lechuga

ID 1st Coauthor: Araceli, Ortiz-Carranco

ID 2nd Coauthor: José, Ramirez-Rosas

ID 3rd Coauthor: Eduardo, Molina Gayosso


Abstract

A Comparative Study Between open and closed

companies on the Importance Assigned to the quality,

price and bargaining power of the suppliers of small

business in San Pedro Cholula, Puebla. The objective of

esta paper is to conduct a comparative study Between open

and closed companies to determine the Importance

Assigned to the quality, price and bargaining power of the

suppliers of small business in the closing of These entities

in the municipality of San Pedro Cholula, Puebla.

This work presents a descriptive study with a quantitative

approach, with the characteristic of being mixed; Which in

a questionnaire designed by the Latin American

Administration and Business Network (RELAyN) was

used, Which is part of an annual investigation Consisting

of four steps to collect the data. Subsequently, the basic

statistics and an ANOVA Were Calculated analysis was

performed to determine the Variable With the greatest

impact on the SMEs. The main contribution of this paper

is the determination of quality as the Variable With The

most statistically significant Differences Between the

open and closed companies of San Pedro, Cholula.

Small business, Supply, Quality, Price, Bargaining

power

Resumen

El objetivo de este trabajo es realizar un estudio

comparativo entre las empresas abiertas y cerradas para

determinar el impacto de las variables precio, calidad y

poder de negociación dependientes de los proveedores en

MyPEs y que pueden representar un factor determinante

para el cierre de estas entidades en el municipio de San

Pedro Cholula, Puebla. Este trabajo presenta un estudio

descriptivo con un enfoque cuantitativo, con la

característica de ser mixto; en el que se utilizó un

cuestionario diseñado por la Red Latinoamericana de

Administración y Negocios (RELAyN), el cual forma

parte de una investigación anual que consta de cuatro

pasos para recopilar los datos. Posteriormente, se

calcularon los estadísticos básicos y se realizó un análisis

ANOVA para determinar la variable de mayor impacto en

las MyPEs. La principal contribución de este artículo, es

la determinación de la calidad como la variable que más

diferencias estadísticamente significativas presentó entre

las empresas abiertas y cerradas, de San Pedro, Cholula.

MyPEs, proveedores, calidad, precio, poder

negociación

Citation: LOZADA-LECHUGA, Jorge, ORTIZ-CARRANCO, Araceli, RAMIREZ-ROSAS, José and MOLINA-

GAYOSSO, Eduardo. Comparative study between open and closed businesses on the importance attached to the quality, price

and bargaining power of suppliers of mses in San Pedro Cholula, Puebla. RINOE Journal- Macroeconomics and monetary

economy. 2018.2-2:13-19.




14


LOZADA-LECHUGA, Jorge, ORTIZ-CARRANCO, Araceli, RAMIREZ-

ROSAS, José and MOLINA-GAYOSSO, Eduardo. Comparative study between

open and closed businesses on the importance attached to the quality, price and

bargaining power of suppliers of mses in San Pedro Cholula, Puebla. RINOE

Journal- Macroeconomics and monetary economy. 2018



Introduction

A problem with the survival of MSEs is taking

to achieve successful financing, growth options

or strategies to position themselves in a market

decisions. From the foregoing, it is considered

important to study the first link in the supply

chain to microentrepreneurs reduce uncertainty

about three determinants in the performance of a

supplier, such as price, quality and bargaining

power aspects.

The aim of this research is to determine

the differentiated influence managers assigned

MyPEs open and closed businesses variables for

money and bargaining power of suppliers.

Through the processing of the

information obtained from questionnaires

managers of open MyPEs and which have

ceased to operate, performing tests descriptive

statistics such as basic statistical and ANOVA

comparison of means was performed to

differentiate effect of each variable to determine

the influence that each of these would have on

the survival of a business.

This paper consists of five parts, the

first the theoretical framework of research,

where the terms of quality, price and bargaining

power defined develops.

In the second part of the research

methodology which has in turn four steps

outlined for detailed results.

In the third part the research model

based on the questionnaire taken from Relayn

describes the variables quality, price and

bargaining power were selected.

In the fourth statistical analysis, mean

comparison of data from the instrument that was

applied in the municipality of San Pedro

Cholula, Puebla develops.

Finally the results of research

highlighting the variables that most influence the

survival of MSEs in the municipality of San

Pedro Cholula, Puebla described.

Theoretical framework.

The concept of quality is a concept that has

different definitions depending on the context in

which you are, well, this concept has evolved

over time.

Currently, according to the ISO 9000:

2015 which refers to "Quality Management

Systems. Principles and vocabulary "stipulates

that quality is the degree to which a set of

inherent characteristics meet the requirements.

During the twentieth century there

were several important contributions to the

quality from the statistical process control to

strategic quality management in the nineties.

Today, in the twenty-first century

entrepreneurs must be prepared for change in

industries and the different ways in which

customers can receive quality, we can mention

that in force internationally is the ISO 9001.

From the perspective of Marketing

Mix as defined price:

Amount money you are willing to pay

consumers or users to achieve the use,

possession or consumption of a product or

service. (Soriano, C. 1991).

Following (Soriano, C. 1991) states

that the purpose of this element is to ensure a

level of price for the product or service reaches

predetermined marketing goals and also said that

the price can be used strategically to any (s) of

the following objectives:

Attack the competition, increase

profitability, market segment, among others.

On the other hand, Ortega (2008) says

that there are four categories in classifying

providers are divided into: manufacturers,

distributors, independent and importers.

By manufacturers usually their prices

are low except be further from the company,

many retailers purchased through vendors or

independent representative company that

manages catalogs of different companies.

Known distributors for purchases at

large scales handle a higher price than

manufacturers, but the shipping price is low due

to the volume purchased.

Independents tend to get at fairs,

offering their products to the general public

resulting in exclusive designs and much depends

on the added value that is put to them.

15









Finally importing most of their prices

exceed the budget becoming a high cost for

companies and thus to the final consumer.

Also, some authors state that the power

of acquisition by companies to their suppliers is

focused this price and the bargaining power they

might have to gain a competitive advantage.

In addition to this, it is appropriate to

define the concept of power and bargaining

power. The power is to have and implement this

capability to deal with a situation. Power has a

strong social aspect, it is always perceived,

either by oneself or by others. Actually, rather

than having it is able to show that we can get to

use that power because we have the capacity.

(Sanchez G, 2012).

With regard to bargaining power, as

discussed (V Parra, 2010) in agreement (Avila

M., 2008) negotiation "is a process in which two

or more people exchange ideas with the intention

of changing their relationships and reach an

agreement to satisfy mutual needs."

Now, referring to the bargaining power

of suppliers, it can be defined as follows:

According to Michael Porter

(Thompson A., 2008)and model of the 5

competitive forces, must be an important force is

the suppliers of raw materials, parts, components

or other resources and inputs. Following Porter

says that the strength or weakness of the

supplier-seller relationships depend on two

factors:

1) If the main suppliers wield sufficient

bargaining power to influence the terms and

conditions of the offer on their behalf

2) The nature and extent of the supplier-vendor

industry collaboration.

The bargaining power of a supplier is a

competitive factor and is stronger when:

Industry members incur high costs when

changing providers.

There are few suppliers of a particular input.

A provider has a different input.

The supplier bargaining power is

weaker when:

The paper provides a commodity available

with many suppliers at market price.

Costs to change providers are low.

There are good substitutes or new inputs

appear.

In another order of ideas to study the

MSEs, material inputs can be very different

given the variety of ways that these businesses

can take. A company that initiates requires

products and services such as raw materials,

components, insurance, communication

services, etc. (Lopez, A., Ramos, D., Torre, I.,

2009).

Thus, decisions regarding the selection

of suppliers is no longer subject to those offering

the lowest price and the best quality of materials

or services offered, as other criteria such as

delivery, flexibility, reliability and service have

already taken an important place from the

current competitive challenge. Therefore,

choose the best suppliers, it is a multi-criteria

decision and strategic impact (Sarache, 2004).

Dickson (1966)pioneered research on

relevant criteria in the selection of suppliers, this

author identified and analyzed the importance of

23 criteria, concluding that quality was the most

important criterion. Also, Ho, Xu and Dey

(2010) reached the same result as above and

further concluded that deliveries are on time and

good historical performance of the organization

second; it is worth noting that the price is not

listed as one of the main criteria, however, ranks

No. 6.

Mauleón (2006) explains that there are

variables that affect the relationship between

company and supplier in order to build a

conceptual framework for measuring the quality

of the relationship between companies and

suppliers regarding the price offered, these

variables can be from factors internal or external

Del Rio (2009) that in the end these variables

directly affect the quality of price between

company and supplier.

16









Satisfaction is an aspect that allows

companies to constantly seek their suppliers, ie

while companies experience success in their

joint activities with time to experience such a

degree of satisfaction to reach compatibility

between one and the other.

Commitment is also a fundamental

part organizations constantly seeking a stable

relationship and the willingness to make

sacrifices to keep the relationship will be linked

to compliance with organizational goals between

company and supplier.

Coordination emphasizes the

perception of the company with the supplier to

do so against any extra ordinary circumstances,

the ability that companies have that conception

see your provider as an ally.

Specific aspects should be aligned with

the previous variable ie business objectives must

be aligned collectively to achieve the goals set

by both parties.

A dependency which an exchange

relationship between the company with the

supplier is defined in order to achieve the

objectives must exist.

Moreover formalization restricts

behavior of participants in the supply chain.

Companies and suppliers know what to expect

from each other in the future therefore is

expected to increase formalization reduce the

potential for conflicts especially in the area of

price.

Continuity gives certainty by

companies for their suppliers to maintain

strategic alliances as defined above allows the

level of prices does not affect both the supply

chain, these partnerships must provide certainty

that in the future must be met fully to continue

the company's supplier relationship.

Derived from these features Ortega

(2008) states that it is looking for an economic

provider but rather comes to looking for a

provider that offers more to do with the price so

that in this way companies can compete and gain

an advantage over competitors not only .

Turn the River (2009) explains that a

company spends on average two-thirds of the

budget with suppliers making common in most

organizations but if it can reduce cost benefits of

the entities will be higher.

On the other hand Mauleón (2006)

concludes that there are prices that depend on the

amount and duration in time collaboration

between company and supplier leading to

organizations such as Small and Medium

Enterprises (MSEs) could not compete with

large corporations since they would have no

bargaining power for their operations.

Ortega (2008) says that there are four

categories in classifying providers are divided

into: manufacturers, distributors, independent

and importers.

By manufacturers usually their prices

are low except be further from the company,

many retailers purchased through vendors or

independent representative company that

manages catalogs of different companies.

Known distributors for purchases at

large scales handle a higher price than

manufacturers, but the shipping price is low due

to the volume purchased.

Independents tend to get at fairs,

offering their products to the general public

resulting in exclusive designs and much depends

on the added value that is put to them.

Finally importing most of their prices

exceed the budget becoming a high cost for

companies and thus to the final consumer.

Methodology

To address this section refer to a project

proposed by the Latin American Network of

Business Administration (RELAyN) design,

which is part of an annual survey based on

questionnaires given to entrepreneurs is done,

the results are in Posada, Aguilar and Peña (

2016) and Pena Aguilar and Posada (2017).

Step 1.

Each questionnaire will be applied by

students to managers who run a MyPE who is

currently acting as firms that have ceased

operations.

17









Step 2.

Foliar questionnaires so that possible

traceability of each instrument.

Step 3.

Enable students to apply the

methodology questionnaires included in Posada,

Aguilar and Peña (2016), Aguilar, Posada and

Peña (2016) and Pena Aguilar and Posada

(2017).

Step 4.

Validate that students delivered

according to the specifications established by the

Academic Committee.

- The researcher reviewed every questionnaire

upon receipt to verify that it is consistent and

valid, then captures the observations in the

validation platform.

- The researcher sends questionnaires physically

technical committee correctly identified folders.

Analysis model

Based on the questionnaire taken from Relayn

the study variables analyzed in this study were

selected, which correspond to responses section

27, which correspond to aspects transactions

with suppliers to MSEs of San Pedro Cholula,

such as it is shown in figure 1.

27) Suppliers

27th most important thing for

me is a provider is to give me

the best price

5 4 3 two one

27b The most important thing

for me is the quality provider

of your product or service.

5 4 3 two one

27f My suppliers have a very

strong negotiating power over

the company.

5 4 3 two one

Table 1 operational aspects with suppliers (RELAYN,

2017)

Analysis of the Study

Instrument Design

The sample consists of companies for the

municipality of San Pedro Cholula, Puebla. a

random statistical sampling, with a confidence

level of 95% and a maximum error of 5% was

calculated.

It was performed a selection of items

based on model systems analysis and qualitative

study in 2017 by RELAyN; applied to a universe

of XX companies in operations.

Definition of the population

Inclusion criteria

- The participant must be a director (a) of MSEs.

- The director (a) is the person who makes most

of the decisions.

- A MSEs is at least 2 people and a maximum of

50 (30 if only commercial).

Data Collection

Data collection was conducted through

questionnaires acting enterprise application was

made by supporting students in the Polytechnic

University of Puebla, in a period spanning

February 2017 to April respectively. The results

are captured in a database designed by Relayn.

Methodology to develop

According to CISM (2010), la company must

submit an innovative character in its production

processes and in selecting its suppliers according

to the needs of its customer base. And

incorporate technology and quality in production

processes, invest in new equipment and train

personnel to handle them. the questionnaire

items related to the corresponding providers

Township MSEs were selected variables,

especially those related to the price, Negotiation

and Quality for the realization of this study.

Definition of variables

- Price.

18









MSEs under study are highly

dependent on specific variations in local

markets, since the small size of the company

there is a greater closeness to the customer and

can meet your needs in a timely manner. The

price of the products or services offered is an

important to generate loyalty in their customers

and attract potential customers factor.

- Negotiation.

According to Araya (2006), andNo

agreement negotiating the characteristics of

cooperation are defined in order to avoid future

conflicts, but also because during the process,

managers of MSEs are known, and may arise

convinced that the ally will have a correct

behavior both in formalizing the agreement, as

when executed, creating a sense of mutual trust

which translates to a lower likelihood of

opportunistic behavior.

- Quality.

The quality factor is present in

competitive companies, today customers are

inclined to products or services quality and

culture of customer service is important, where

quality management customer oriented becomes

important, planning in commitment, which turns

out to be a key factor for competitive success.

Results.

Based on various previous studies (Araya 2006,

2007 and Araiza Velarde Diaz and de la Garza,

2007) has found that there are several obstacles

to the survival of businesses. Some of the issues

that are of great importance in the study of the

causes that accompany success and closing of

MSEs and are in the field of suppliers are price,

quality and negotiation.

In Figure 1 the results of the means of

each variable under study grouped based on

open companies and closed companies are

presented. the average of responses for each is

calculated using an arithmetic, median, mode

and standard deviation average.

Figure 1 Results of average Source: Authors.

Table 1The level of importance that the

manager gives to factors related to the price,

quality and trading company, on a scale from 1

to 5 analyzed (1 = no / not applicable and 5 =

strongly agree) confronting open and closed

businesses. The test results of one-way ANOVA,

significant differences reveal 5% in the case of

variable quality (p = 0.00049). However, there

were no significant differences for the variables

price negotiation when compared between open

and closed businesses. This indicates that the

most successful companies attach greater

importance to factors related to the quality of my

suppliers, but not in aspects of price and trading.

var

iab

les

Pro

m.e

n

emp

.

op

en

Pro

m.

In

emp

.

clo

sed

No

. R

esp

.

Em

p.o

pen

No

. R

esp

.

Em

pr.

clo

sed

Des

v.

Est

. O

pen

emp

Des

v.

Est

. E

mp

clo

sed

.

Price 4.32 4.23 285 133 0.91 0.91

Negotiation 3.42 3.25 285 129 1.28 1.61

Quality 4.52 4.23 285 133 0.57 0.86

Table 2 Levels of importance

Source: Authors.

Acknowledgement

We thank the Polytechnic University of Puebla

the support and sponsorship for the realization of

this study.

Conclusions

The present research was to analyze the

relationship between the variables associated

with providers MSEs in the municipality of San

Pedro Cholula, specifically those related to

price, quality and negotiation of suppliers.

33.23.43.63.84

4.24.44.6Calidad

PrecioNegociación

Efecto de las variables dependientes de proveedores en el éxito de MyPEs

abiertas cerradas

19









In the present study statistically

significant variable in quality between open and

closed businesses differences. However, no

statistically significant differences for the

variables of price and negotiations between open

and closed businesses found.

Statistical analysis of hypothesis

testing by unidimensional ANOVA applied to

the data indicates that a variable of great impact

for the directors of MSEs is the quality of the

product or raw material suppliers provide them,

which affects the quality of products or services

offered. Therefore, this quality factor providers

is very important in business stability and to

minimize the risk of closure.

References

Araya. A. (2006). Cooperación empresarial en

Pymes. Tec Empresarial, 1(1), 44-48.

Araiza, Z., Díaz, G., & Garza, E. (2007).

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medianas empresas del Estado de Coahuila.

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México, mayo.

Araiza, Z., & Velarde, E. (2007). La

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(1966). Introducción al análisis estadístico (No.

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Diaz de Santos.

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estratégica. México: Mc Graw Hill.

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sistémico de la micro y pequeña empresa en

México. Pearson Educación.

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pequeña empresa. comparativo entre empresas

activas e inactivas en México y

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negociacion/

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Una aproximación al nuevo paradigma en

investigación en manufactura. Medellín,

Colombia. ISSN: 0120-341X

Soriano, C. (1991). El marketing mix:

conceptos, estrategias y aplicaciones. Ediciones

Díaz de Santos, S.A. ISBN: 84-87189-70-9

Thompson A., S. A. (2008). Administración

Estratégica Teoría y Casos (Decimoquinta ed.).

México: Mc Graw Hill. Recuperado el 21 de

mayo de 2018

20


Mix marketing mix as a strategy to increase competitiveness and market positioning

service companies

Mezclar el mix de marketing como estrategia para aumentar la competitividad y

posicionar el mercado en las empresas

RUIZ-BARCENAS, Lilia*†, MACIAS-SALINAS, Silvia and SANTOS-OLVERA, Orlando Karin

Instituto Tecnológico Superior de Salvatierra. Manuel Gómez Morín No. 300.Col. Janicho. C.P. 38933. Salvatierra, Gto.

México

Universidad del Centro del Bajío. Antonio García Cubas No. 704. Col. Fovissste, C.P. 38010. Celaya,

Gto. México

ID 1st Author: Lilia, Ruiz-Barcenas

ID 1st Coauthor: Silvia Macias-Salinas

ID 2nd Coauthor: Orlando Karin, Santos-Olvera


Abstract

Through an exploratory study with a mixed approach,

scope and descriptive cross-sectional design, This research

was Carried out in the context of the service companies

established in Salvatierra, Guanajuato. and Their

Communities, Achieving the objective Stated That Consist

of presenting sufficient evidence to appreciate the

relationship Between the variables subject to study (Mix

of Marketing Mix, Competitiveness and Market

Positioning). To carry out this research, it was Necessary

to carry out a thorough consultation on the subject and the

evolution of the application of the 4Ps (Mix of Marketing

Mix) in the Organizations Until arriving at the analysis of

the 4Vs through the documentary analysis of the 4Cs.

Field information was Collected Directly from the

entrepreneurs, through the application of a research

instrument Consisting of 34 items and structured Likert

scale the ACCORDING TO. The study subject is made up

of 66 companies dedicated to offering salvage services.

The analysis of the results is presented numerically and to

close up commercial, a series of Recommendations is

added With the intention of contributing to more

competitive companies Having With greater market

positioning to reduce Their early disappearance.

Marketing mix, Competitiveness, Positioning, Market,

Services

Resumen

A través de un estudio exploratorio con enfoque mixto,

alcance descriptivo y diseño transversal se llevó a cabo la

presente investigación en el contexto de las empresas de

servicios establecidas en Salvatierra, Gto. y sus

comunidades, lográndose el objetivo planteado que

consiste en presentar evidencia suficiente para apreciar la

relación entre las variables sujetas a estudio (Mezcla del

Marketing Mix, Competitividad y Posicionamiento de

mercado). Para llevar a cabo la presente investigación fue

necesario realizar una consulta exhaustiva sobre la

temática y la evolución de la aplicación de las 4Ps (Mezcla

de Marketing Mix) en las organizaciones hasta llegar al

análisis de las 4Vs pasando por el análisis documental de

las 4Cs. Se recopiló información de campo directamente

de los empresarios, a través de la aplicación de un

instrumento de investigación conformado por 34 ítems y

estructurado de acuerdo con la escala de Likert. El sujeto

de estudio está conformado por 66 empresas

salvaterrenses dedicadas a ofrecer servicios. El análisis de

los resultados se presenta de manera numérica y para

concluir se agrega una serie de recomendaciones con la

intención de contribuir a tener empresas más competitivas

y con mayor posicionamiento de mercado para disminuir

su desaparición temprana.

Marketing mix, Competitividad, Posicionamiento,

Mercado, servicios

Citation: RUIZ-BARCENAS, Lilia, MACIAS-SALINAS, Silvia and SANTOS-OLVERA, Orlando Karin. Prognosis of the

monetary base of Mexico. Mix marketing mix as a strategy to increase competitiveness and market positioning service

companies. RINOE Journal- Macroeconomics and monetary economy. 2018.2-2:20-29.




21


RUIZ-BARCENAS, Lilia, MACIAS-SALINAS, Silvia and SANTOS-OLVERA, Orlando Karin. Prognosis of the monetary base of Mexico.

Mix marketing mix as a strategy to increase competitiveness and market

positioning service companies. RINOE Journal- Macroeconomics and

monetary economy. 2018



Introduction

In the age of information where they are

immersed organizations, not just an intangible

product of high quality and required by the

customer, it is necessary to differentiate and

manage to be the first option in the preferences.

Therefore, accomplish this service speaking the

picture is further complicated because the

characteristics of an intangible product

characteristics make it difficult to achieve

competitiveness and differentiation of services.

Therefore, in the environment of globalized

markets, the marketing mix has become a

management and first-order function and is

inclined to a philosophy of service according to

the tastes of users and the company is concerned

about increasing satisfaction, which translates

same value.

So then, it is important that service

organizations consider as a starting point the

needs, desires or problem that the consumer

attempts to resolve the purchase or acquisition of

a service. The premise behind this research is

precisely the multifaceted combination of

elements that organizations use to satisfy

customers and achieve increase their

competitiveness and market positioning, while

offering intangible products suited to the needs

of the target market, provide personalized care

based quality, image conscious as an

organization care about the whole process of

service delivery, set prices according to

economic possibilities of its target market,

communicating with advertising purchase

locations and conditions thereof,

To carry out this investigation, it was first

asked about the background that marked the

evolution in the application of the marketing mix

Mix in organizations, so that 3 phases were

identified in the evolution of it. This survey

based on literature sources start with the analysis

of the application of the 4Ps, until the analysis of

4Vs, including the analysis of 4Cs finally detail

the marketing mix applied to services thereof

comprising seven elements. With a clearly

identified target will be continued with the

theoretical analysis of concepts such as

competitiveness and market positioning for this

post complement the study with field research in

companies subject to study.

He was then carried out to determine the

size of the sample and proceeded to the

collection of information by applying a

questionnaire to managers or administrators of

organizations subject to study as a key decision-

organizational business decisions service.

Equally important was the analysis of the

information collected, same numerical evidence

showing the relationship between the variables

subject to study and shown in the results section.

To conclude that the positive impact of the

application of the marketing mix Mix

competitiveness and market positioning is

inferred, accepting the research hypothesis

raised and widely fulfilling the objective

established research,

Problem

The salvaterrenses entities like most Mexican

companies suffer from similar problems, only if

we talk about small and medium-sized

organizations the problem is on a smaller scale.

To name a few; you have problems with internal

control not only to make decisions, but to correct

the lack of indicator systems and assessments

that enable them to identify in a timely manner

if it is meeting the goals and objectives, there are

too vertical hierarchies, so that decisions are

centralized. They also have problems of low

competitiveness, underfunded, little or no

planning, poor customer service and a very

vulnerable reputation with its public, for being

communities where word of mouth

communication predominates, the reputation of

a business can destroy it in a moment. Added to

the above, it must service companies often do not

train their staff do not plan their sales or markets,

or objective, just care about making momentary

sales. This may work in the short term but does

not make them efficient and competitive and fail

position in customer preference and eventually

disappear early.

Another major problems salvaterrenses

companies is the lack of advice on the

implementation of the TICS that is new in the

business world, as we have companies applying

business models of years past and this causes

companies to be less efficient and less

competitive. In addition, many do not have well-

defined mission, vision and know your target

and where they go as an organization.

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In addition to the above, there are service

companies where the philosophy of the

employer itself limits competitiveness, market

positioning and growth of your organization, it

dominates its decisions ignorance, mistrust and

a limited judgment and conditioned to accept

help and professional advice.

It seems that employers go unnoticed that

currently companies that do not use marketing

strategies to make themselves known and to

position lose visibility in the market and lose

customers, because the application of marketing

not only creates needs, also facilitates interaction

due that people no longer just go to stores to buy

what they recommend, query and reporting, so

achieve grab the attention is only the first step.

Therefore, it is important to note that companies

need to be competitive, to maintain profitability

and market position, otherwise it will fail.

Fischer & Mirror (2011)Warn that

initially in Mexico industries facing shortages

will not find easy the task of marketing, because

although executives remain on the idea: Why

spend money on marketing if we can produce

everything sold ?, the reality is that the real

problem is to sell products, not produce them;

however this principle is something you do not

understand organizations. Moreover,

competition between organizations is intense in

tangible and intangible domestic products, so

companies must be vigilant to implement

marketing programs that are aligned to the

changes occurring worldwide.

It is important to note that 94% of

companies established in Salvatierra fall within

the classification criterion presents NAFINSA

(2017) companies in small and medium where

usually the owner has a preparation of technical

level and who for organizational purposes serves

as the administrator and sadly at the end of the

day the only thing that gives you satisfaction is

to achieve sales, leaving aside channeling efforts

towards increasing their market position and

strive to be a more competitive company and

achieve sustained. In addition to the above,

Research Questions

Are the marketing mix variables influencing

competitiveness and market positioning

service companies established in the

municipality of Salvatierra and their

communities?

How the application of marketing mix

strategies impelled increased

competitiveness and market positioning of

companies established in Salvatierra Gto.

and their communities?

General Purpose

Argumentatively describe the relationship

between the implementation of strategies

Marketing Mix and competitiveness of service

companies established in the municipality of

Salvatierra, Gto.

Specific objectives

Diagnose the current situation that exists

within companies salvaterrenses services

through the analysis of information

collected through a questionnaire.

Check whether the application of marketing

mix strategies applied by companies affects

their competitiveness and market

positioning.

Rationale

The present study will provide relevant

information on the application of marketing mix

strategies to generate competitive advantage in

organizations thus contributing to reduce early

disappearance of them. Similarly, the numerical

analysis of the information collected in the field

research, where the incidence of the

implementation of marketing strategies on

competitiveness and market positioning is

displayed is provided. With this, reliable and

supportable basis are provided for entrepreneurs

to make the decision to invest in the

implementation of new marketing strategies that

provide benefits such as increased

competitiveness and achieve increased its

customer base by generating higher profits in the

short and long term.

Implementing actions based on the mix

of marketing mix will allow inclusion, proximity

to customers, greater awareness of the services

offered by the company, have always updated

tastes information and customer preferences,

know in detail the needs and desires most

pressing of users, etc ..

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This in order to restructure if the business

model currently applied to achieve greater

market share and promote the growth of the

organization is necessary.

In short, and with the intention of

highlighting the impact this study, it is possible

to mention that in applying marketing strategies

the company image will be enhanced, internal

(employees) customers will promulgating a

positive image of the organization, all those

requiring the services will be better informed of

the main competitive advantage of the company,

users will know the different alternatives of

services offered and payment options that the

company, so the chances of getting loyal

customers will increase. Also, increase your

sales and thus their revenues, companies will

have higher performance and lifetime as an

organization will increase its permanence in the

market.

Scopes

The study is exploratory and descriptive, and

through the inductive method analysis of the

marketing mix with a focus on joint research is

done, to make conclusions documentary

information on the subject and numerical

analysis of information obtained directly from

considered context study of the companies

involved in the investigation. the marketing mix,

under the approach of considering this set of

operational means as ways of serving the

customer is analyzed.

As a subject of study were considered to

66 service companies established in Salvatierra,

Guanajuato. and used as a structured instrument

with 34 items and observing the Likert scale

from 1 to 5 questionnaire, where 1 is strongly

disagree and 5 strongly agree. It is important to

note that the service companies that are

established in the context of the study are mostly

small and medium-sized and have very specific

characteristics to be considered to carry out a

study of them.

Review of Literature

Mix Marketing Mix

With arguments Baker (2003)The need to

recognize the limits of the impact of marketing

strategies on competitiveness and market

positioning, because if wrongly dimensioned the

scope and benefits credibility is lost in its

application, is highlighted on the contrary if

plans objectively what can itself and can not be

achieved with arguments well grounded in

research, considering the unique conditions of

companies and their environment will be

achieved not only a temporary advantage, if not

permanent longer. He points out that what

should companies do is to identify generic

patterns in the process of market developments

that give guidance on how they can think and

thus appropriate frame for developing marketing

strategy questions.

Considering investigations Fischer &

Mirror (2011)Disclose that marketing activities

contribute directly to the sale of the products of

an organization, creating opportunities for

innovations in them, allowing fully meet the

changing needs of consumers, which the

company will be reflected in higher profits.

Externally the results of these activities

contribute to the welfare and survival of an entire

economy through the purchase of raw materials,

new hires employees and attracting more capital.

Seen from a philosophical stance dyes Kotler &

Keller (2009)Describe the marketing mix as an

attitude, an attitude and a way to bring business-

customer relationships. Orient four approaches:

production, product sales and marketing. In turn

it is shaped by the actors and forces that affect its

ability to develop and maintain successful

relationships and transactions with its target

market, which is divided into micro environment

and macro environment.

Baby & Londoño (2008), Say the use of

the 4 P's (Price, Product, Place and Promotion)

proposed by McCarthy in the late 1950s, has

managed to stay until today. It is seen as a

process of planning and executing for the

product, price, promotion and distribution of

ideas, goods and services by creating satisfaction

of the particular objectives and other

organizations, in an exchange relationship.

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In 1967 Philip Kotler defines the model

of the 4Ps: Product, Price, Place and Promotion.

In this approach, a positioning strategy was to

find answers to 4 key questions: What product

throw? At what price? What market? What

communication?

4Cs in marketing

Over time the basics (4Ps) have been the

cornerstone of any successful strategy.

However, en 1990 Robert LauterbornHe raised

the concept of the 4Cs grounds that are more

adjusted to reality. This approach gives about

180 degrees. What was once the product is

focused on the customer. What was once the

price now gives more importance to cost. What

was once the distribution (square) now takes into

account the convenience and promote instead

must know how to communicate. 4C marketing,

intended to generate dialogue with the customer,

saying that this is more than a product receiver.

The 4Vs in the new digital marketing mix

The new digital marketing mix according to

Kotler and Armstrong (2012) is constantly

evolving, so much so that the 4Cs have already

switched to the 4Vs and in this the most

important new marketing is to deliver value and

always present when the market needs it . Below

are the 4Vs:

1. Customer product and customer validity

The product not only must be customer

focused in general. One product line must be

valid or related to different targets (public).

You have to plan big but think about the

detail.

2. The cost price itself, but now your

customers also ask you VALUE

Now what do you think your customers

would say if you ask them how much they are

willing to pay for your services or products?

Depending on the target people are more aware

of the value of things or services. Therefore they

are become more demanding. On the other hand,

the competition is getting tougher time there is

to offer a differential value that makes your

customers will choose you over the competition

3. Distribution of convenience and now the

VIRTUAL PLACE

The online world is becoming more and

more everyday. It is already inherent in the daily

lives of people. In fact any purchase you want to

do, you may have previously informed of the

product from a web. Not to mention that

probably end up being buying online. In other

words, the store comes to you, no need to move

you from home to buy whatever you want. You

could say that the physical store is secondary

4. Promotion of communication, now it is

virality

We must not only know how to

communicate by offering value to your audience

and bidirectional and interactive way, what we

call Communication 2.0. We also have to think

one step ahead. It should be considered that the

user would like very much what you tell, so that

they can spread on their own, share and

recommend doing an effect of "Virality". Thus

the content you offer spreads in the online

environment reaching more people

exponentially.

Marketing mix applied to utilities

Service firms establish their positions through

traditional activities of the marketing mix mix.

However, because services differ from tangible

products often require additional marketing

approaches.

The mixture marketing mix needed to be

modified and adapted to services because the

marketing mix best known in the literature is

referred to the combination of 4 variables, better

known as the 4Ps and are widely used in

marketing of tangible assets. To apply the

marketing mix Mix in services add three

additional elements forming a combination of

seven elements thereof which are: product,

place, price, promotion, people, process and

physical evidence (Kotler, 2012).

On the other hand, considering the

Fischer, Mirror, Stanton, Walker, & Etzel

authors (2007) the following statements are

presented:

Product

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They argue that product development

refers to the precise terms of what the customer

needs, so they may occur immediately or as a

result of innovation in product development is

important elements such as market requirements

phase product life-cycle management, the

organization stage (introduction, growth,

maturity, decline), financing conditions,

expected benefits of investment (can apply a

cost-benefit analysis) is located.

Price

You can conceptualize price allocation as a set

of activities related to purchasing make an

impact on customers, which in turn must

conform to three needs: customers, organization

and market.

Square

Distribution refers to bases in which way a

product reaches the consumer is established;

These exchanges are between wholesalers and

retailers, plus it is important to care for materials

handling, transport conditions, storage to help

the product to maintain an optimal price, in the

best place and the shortest time.

Promotion

In the words of Fischer et al (2007) described the

promotion as a set of activities aimed at raising

awareness of the product to the consumer, must

persuade customers to acquire items that meet

their needs. Besides the promotion it is not

limited to the mass media, including brochures,

gifts and samples to name a few. It is necessary

to combine promotion strategies to achieve the

objectives, including sales promotion,

advertising, public relations, etc.

Moreover as mentioned Kotler and

Armstrong (2012) there are presented below 3

elements added to the mixture of marketing mix

of the 4 Ps.

People

As intangibility and inseparability of the person

who provides are key features on services, staff

is a key factor in differentiating them and to

achieve this it is necessary that employees

perform their work in an efficient manner.

Processes

There is great consistency in the provision of

services, therefore it is necessary for companies

to deal with Logar differentiation processes

implemented to provide the service. When we

talk about processes in service organizations, it

refers to mechanisms or routines that continue to

perform the service and that somehow influence

the quality.

Physical evidence

Moreover Kotler and Armstrong (2012) refer to

physical evidence as local, accessories, color,

goods associated with the service, physical

context and not physical, etc .. In general refer to

anything that might help shape perceptions that

customers have service.

From the above we can summarize that

internally the company must provide the

conditions for effective processes and must be

based on the design of the organization and its

planning and control.

Market positioning

According to Kotlerand Armstrong (2003),

positioning in the market means making a

product to occupy a clear, distinctive and

desirable place in the minds of target consumers,

relative to competing products. Likewise, they

note that to help achieve market positioning

service companies was first recommended to

carry out the determination of the target market

and make market segmentation.

Competitiveness

Porter (1990)It stresses that microeconomic and

macroeconomic dimensions is complemented in

the same, which in turn are conditioned by

elements affecting its environment. On the other

hand it warns that it is possible to understand

competitiveness as the ability to increase or

sustain their market shares, therefore the two

terms are related.

The same Sunol (2006) thus finds that the

elements grouped in the diamond of competitive

advantage (factor conditions, demand

conditions, strategy, structure and rivalry of

companies, related and supporting industries)

26








Porter observed from a analytical

perspective, indicate that firms establish

linkages with buyers, suppliers and other

organizations, either as there are common

features or related, or, complementarily

interests.

Importance of the implementation of

marketing strategies

According to Kotler & Armstrong claims

(2003), companies that adopt and apply strategic

marketing have increased their market

orientation. However, they require information

about customers, competitors and markets,

examining the information obtained from an

integrated business perspective capable of

generating value to customers and maintain

mutually satisfying relationships with them. On

the other hand, they point out that marketing

today means creating customer value and

establishing profitable relationships with

consumers and users by inference to the

implementation of the 4 Vs.

Characteristics of service companies

Considering the information Kotler and

Armstrong (2003) background characteristics

that are specific services are:

1. Intangibility. They are not objects, are the

result of a certain process

2. Inseparability. All at once, most delos

services are produced and consumed

simultaneously.

3. Heterogeneity. Hard to always provide the

same quality. Each service is unique.

4. Expiration. Services can not be stored in an

inventory, if not sold, they are lost.

Methodology

To carry out this study, it was first necessary to

define the generalities of research, to post it

conduct a comprehensive review on the subject

in literature sources to substantiate the issue.

Then we regard to study method is presented and

mentions that is a mixed approach cross design

and exploratory and descriptive scope.

Then it was necessary to determine a

representative sample of all service

organizations established in Salvatierra,

Guanajuato. to proceed to gather information

directly from employers and a numerical

analysis that would translate the results and

conclusions.

Determination of the sample

With information obtained in December 2017 at

the website of the Mexican Business Information

System (SIEM), it must be in the context of

study have 4406 registered organizations.

However, only 38% represents service

companies, therefore we have 1674 companies

that make up the universe.

To determine the companies subject to

study, the formula for determining the sample

for finite total of utilities stocks was applied,

considering a universe of 1,674 organizations,

90% confidence level and a margin of error of

10%, remaining sample formed by 65 companies

under study.

Application of the formula

n= Z^2 p. q. N

_____________ (1)

Ne^2 + z^2 p.q

(1.65)^2 X (.5) (1- 0.5) x 1 674

______________________________

(1 674) (.1)^2 + 1.65^2 x (.5) (1 -0.50)

1 139.36 = 1 139.36

_________ _________ = 65.40

16.74 + .6806 = 17.4206

n = 65

When performing the collection of

information was applied as the sole criterion for

exclusion to organizations that were resistant to

provide the requested information and as an

inclusion criterion to all those that are part of the

universe and that closeness and comfort

researcher obtaining facilitated of the

information.

Variables

Dependent variables

Competitiveness

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Market positioning

Independent variables

Mix marketing mix (Price, Product, Place

and Promotion, People, Process, Physical

Evidence).

Hypothesis Approach

Hi. Service companies applying marketing mix

strategies, are more competitive and more

market positioning companies.

Ho. There is insufficient evidence to state that

the application of marketing mix strategies

affects the competitiveness and market

positioning service companies.

Research Instrument

The instruments used for collecting information

were unstructured observation and

implementation of a structured according to the

Likert scale questionnaire. The instrument

consists of 34 items that inferred indicators the

above variables and the response options being 1

to 5. where 1 strongly disagree and 5 strongly

agree, while 2 makes inference disagreement,

the 3 neither agree nor disagree and 4 agreement.

Results

In general, according to field research may then

present evidence numerical analysis of the

information collected.

Regarding the items that refer to the

product must be 85% of the companies surveyed

if they have a brand, logo or slogan that

distinguishes them to offer their products,

however, 91% does not apply innovation

constantly and 87% have not developed new

services in the last year.

Regarding the analysis of competition

and the perception of managers 81% say they are

not always the first to introduce new products to

market and consider fully agree that there are

distinguished by the quality of care to clients at

that competitors are positioned quickly.

94% mentioned that their biggest

concern is short term and dealing with daily sell

you need to cover their costs. 90% mentioned

that they can not consider the needs of customers

because making a change requires investment,

however, when trying to perform simple

modifications are required immediately, but this

represents only 19% of the time.

80% mentioned that often is not possible

to improve the price of competition because they

are unaware or because it represents a cost and

sacrifice profits that allow them to survive.

However, 91% mentioned that if they change in

price according to the amount of services

purchased by customers. 54% also mentioned

that apply pricing strategies considering the

method of payment (cash or credit).

Regarding the distribution is that 86% of

companies mention that if they consider

important to introduce innovation in your

organization, but it is very complicated and

expensive, however agree that if they strive to

comply in a timely manner.

As for how it influences promoting

competitiveness and market positioning has to

be 31% of the companies surveyed mentioned

that leverage communication tools at their

disposal to promote their products, however,

86% say they have no responsible for monitoring

the results of the promotion strategies of service.

Similarly, 88% say they do not record the

benefits generated after conducting an

advertising campaign, but say if they perceive

changes and a slight increase in sales the first

few days, however, they have not basing with

numeric data .

57% of companies mentioned that

performs traditional media advertising such as

flyers, cardboard and tarps outside the

establishment and early days if customers have

increased. Regarding the above 73% say they

direct their advertising and promotion to the

public and not specifically to the target market

and 60% say they do not know whether

advertising reaches its market segments.

28








As for the element of the marketing mix

mix called "personal" information on training

addressed to the service provider staff and 88%

mentioned that they were only given training

upon entering the company was gathered. 82% it

considered important for the competitiveness of

the company to employees and care about the

care they provide.

Regarding the process it was questioned

whether there is variation in the way the service

is provided. 25% mentioned that the usual

routine is always the same and 94% indicates

that no innovations are made by the scarcity of

financial resources.

Regarding the last element of the

marketing mix mix (physical evidence) we have

that 97% of managers mentioned fully agree that

it is important the image as a company have to

society, however, only 27% They deal to

generate an image to draw the attention of public

and worry about taking care of the external

environment.

Conclusions

According to the information provided by

managers and after conducting an exhaustive

review of the literature addressing the issue

presented here, it can be said that companies

salvaterrenses hotel-business models where the

main concern is sales, not dimensioned in

perspective the importance of implementing

marketing strategies to achieve greater

competitiveness and market positioning. In

short, by the above and according to information

from field research it was possible to know the

strategies that companies apply and verify that

those organizations that have more time to

market and customers easily identified are

implementing strategies mix marketing mix.

Reciprocally the objective described at

the beginning of the investigation and the

hypothesis was reached is accepted as service

companies that apply the marketing mix

strategies are businesses more competitive by

associating this term with their stay in the market

because analysis numerical proves it.

Furthermore, arguments can appreciate the

relationship between the application of

marketing mix strategies with the market

positioning service companies are presented.

Evidence that companies implement

strategies salvaterrenses services if the

marketing mix mix was found, however, in the

words of the managers themselves are

complicated to follow, therefore, this is an area

of opportunity.

Similarly, considering the information

reflected in the results and in the preceding

paragraphs, there is evidence to say that service

companies subject to study require more than

just the application of the strategies of traditional

marketing mix oriented outside, it is advisable to

apply the three elements that complement the

mix of marketing mix because it service

companies (personnel, processes, physical

evidence) and guide all internal actions to the

outside, besides giving appropriate follow-up to

have long-term results.

Equally important, you should always

keep in mind that the main strength of service

companies must be in its workforce (employees)

especially in personnel who have direct contact

with the customer, so that channeled all work

efforts as a team to provide customer

satisfaction.

It is also recommended to incorporate

innovation in processes, guiding the approach to

long-term results in decision-making, a detailed

analysis of the cost-effectiveness of marketing

strategies and accept that a competitive and high

ranking company in the market in addition to

generating high yields, allow you to have a

company with organizational resilience willing

to face the adversities of competition and intone.

Finally we conclude by recommending

companies that seek to make services

salvaterrenses service differentiation generating

a competitive advantage in the quality and

attention, increase service productivity with

well-trained staff creating and offering value to

the customer without excluding the excellent

service in the same service offered.

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International Identification of Science - Technology and Innovation

ID 1st author: (ORC ID - Researcher ID Thomson, arXiv Author ID - PubMed Author ID - Open ID) and CVU 1st author:

(Scholar-PNPC or SNI-CONACYT) (No.10 Times New Roman)

ID 1st coauthor: (ORC ID - Researcher ID Thomson, arXiv Author ID - PubMed Author ID - Open ID) and CVU 1st coauthor:

(Scholar or SNI) (No.10 Times New Roman)

ID 2nd coauthor: (ORC ID - Researcher ID Thomson, arXiv Author ID - PubMed Author ID - Open ID) and CVU 2nd coauthor:


ID 3rd coauthor: (ORC ID - Researcher ID Thomson, arXiv Author ID - PubMed Author ID - Open ID) and CVU 3rd coauthor:


(Report Submission Date: Month, Day, and Year); Accepted (Insert date of Acceptance: Use Only RINOE)

Abstract (In English, 150-200 words)

Objectives

Methodology

Contribution

Keywords (In English)

Indicate 3 keywords in Times New Roman and Bold No.

10

Abstract (In Spanish, 150-200 words)

Objectives

Methodology

Contribution

Keywords (In Spanish)

Indicate 3 keywords in Times New Roman and Bold No.

10

Citation: Surname (IN UPPERCASE), Name 1st Author†*, Surname (IN UPPERCASE), Name 1st Coauthor, Surname (IN

UPPERCASE), Name 2nd Coauthor and Surname (IN UPPERCASE), Name 3rd Coauthor. Paper Title. Journal-

Macroeconomics and Monetary Economy. Year 1-1: 1-11 [Times New Roman No.10]

* Correspondence to Author ([email protected])

† Researcher contributing as first author.

© RINOE Journal - Taiwan www.rinoe.org/taiwan

http://www.ecorfan.org/servicios/ID-Researcher.pdf


Surname (IN UPPERCASE), Name 1st Author†*, Surname (IN UPPERCASE),

Name 1st Coauthor, Surname (IN UPPERCASE), Name 2nd Coauthor and Surname

(IN UPPERCASE), Name 3rd Coauthor. Paper Title. Journal-Macroeconomics and

Monetary Economy. Year 1-1: 1-11 [Times New Roman No.8]

ISSN: 2524-2040

RINOE® All rights reserved

Introduction

Text in Times New Roman No.12, single space.

General explanation of the subject and explain

why it is important.

What is your added value with respect to other

techniques?

Clearly focus each of its features

Clearly explain the problem to be solved and the

central hypothesis.

Explanation of sections Article.

Development of headings and subheadings of

the article with subsequent numbers

[Title No.12 in Times New Roman, single

spaced and Bold]

Products in development No.12 Times New

Roman, single spaced.

Including graphs, figures and tables-Editable

In the article content any graphic, table and

figure should be editable formats that can change

size, type and number of letter, for the purposes

of edition, these must be high quality, not

pixelated and should be noticeable even

reducing image scale.

[Indicating the title at the bottom with No.10 and

Times New Roman Bold]

Graphic 1 Title and Source (in italics).

Should not be images-everything must be editable.

Figure 1 Title and Source (in italics).


Table 1 Title and Source (in italics).


Each Article shall present separately in 3

folders: a) Figures, b) Charts and c) Tables in

.JPG format, indicating the number and

sequential Bold Title.

For the use of equations, noted as follows:

Yij = α + ∑ βhXhijrh=1 + uj + eij (1)

They must be editable and number aligned on the

right side.

Methodology

Develop give the meaning of the variables in

linear writing and important is the comparison of

the used criteria.

Results

The results shall be by section of the Article.

Annexes

Tables and adequate sources thanks to indicate if

they were funded by any institution, University

or company.

Conclusions


Surname (IN UPPERCASE), Name 1st Author†*, Surname (IN UPPERCASE),

Name 1st Coauthor, Surname (IN UPPERCASE), Name 2nd Coauthor and Surname

(IN UPPERCASE), Name 3rd Coauthor. Paper Title. Journal-Macroeconomics and

Monetary Economy. Year 1-1: 1-11 [Times New Roman No.8]

ISSN: 2524-2040

RINOE® All rights reserved

Explain clearly the results and possibilities of

improvement.

References

Use APA system. Should not be numbered, nor

with bullets, however if necessary numbering

will be because reference or mention is made

somewhere in the Article.

Use Roman Alphabet, all references you

have used must be in the Roman Alphabet, even

if you have quoted an Article, book in any of the

official languages of the United Nations

(English, French, German, Chinese, Russian,

Portuguese, Italian, Spanish, Arabic), you must

write the reference in Roman script and not in

any of the official languages.

Technical Specifications

Each Article must submit your dates into a Word

document (.docx):

Journal Name

Article title

Abstract

Keywords

Article sections, for example:

1. Introduction

2. Description of the method

3. Analysis from the regression demand curve

4. Results

5. Thanks

6. Conclusions

7. References

Author Name (s)

Email Correspondence to Author

References

Intellectual Property Requirements for

editing:

-Authentic Signature in Color of Originality

Format Author and Coauthors

-Authentic Signature in Color of the Acceptance

Format of Author and Coauthors





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‒ None of the data presented in this article has been plagiarized or invented. The original data are

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approved its final version and agreed with its publication.

‒ No signature responsible for the work has been omitted and the criteria of Scientific Authorization

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The publication of this Article supposes the transfer of the copyright to RINOE® in its Holding Spain

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Article Title:

Name and Surnames of the Contact Author and the Coauthors Signature

1.

2.

3.

4.

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The Publisher undertakes to guarantee the confidentiality of the evaluation process, it may not disclose

to the Arbitrators the identity of the Authors, nor may it reveal the identity of the Arbitrators at any time.

The Editor assumes the responsibility to properly inform the Author of the stage of the editorial process

in which the text is sent, as well as the resolutions of Double-Blind Review.

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Authors know what the evaluation criteria are and will always be willing to justify any controversy in

the evaluation process. In case of Plagiarism Detection to the Article the Committee notifies the Authors

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Authors must guarantee that their articles are the product of their original work and that the data has been

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another serial publication.

Authors must strictly follow the rules for the publication of Defined Articles by the Editorial Board.

The authors have requested that the text in all its forms be an unethical editorial behavior and is

unacceptable, consequently, any manuscript that incurs in plagiarism is eliminated and not considered

for publication.

Authors should cite publications that have been influential in the nature of the Article submitted to

arbitration.

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Indexation - Bases and Repositories

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Google Scholar (Citation indices-Google)

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RINOE® RINOE Journal-Macroeconomics and Monetary Economy

Chief Editor

RAMOS-ESCAMILLA, María. PhD

Senior Editor

SERRUDO-GONZALES, Javier. BsC

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SORIANO-VELASCO, Jesús. BsC

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CHIATCHOUA, Cesaire. PhD

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“Organizational Climate Diagnosis in MSMEs. Case:

Guanajuato capital”

ACOSTA-CASTILLO, María Guadalupe de Lourdes,

CALDERA-GONZÁLEZ, Diana del Consuelo and

ZÁRATE-NEGRETE, Laura Elena



“Development of an associative and predictive model to

identify the main factors that affect the survival of SMEs in

the commerce sector at the national level”

LINO-GAMIÑO, Juan, LÓPEZ-SOSA, Víctor Hugo,

LÓPEZ-JIMÉNEZ Sergio and SALAZAR-ARAUJO,

José

Universidad de Colima

“Comparative study between open and closed businesses on

the importance attached to the quality, price and bargaining

power of suppliers of mses in San Pedro Cholula, Puebla”

LOZADA-LECHUGA, Jorge, ORTIZ-CARRANCO,

Araceli, RAMIREZ-ROSAS, José and MOLINA-

GAYOSSO, Eduardo

“Mix marketing mix as a strategy to increase competitiveness

and market positioning service companies”

RUIZ-BARCENAS, Lilia, MACIAS-SALINAS, Silvia

and SANTOS-OLVERA, Orlando Karin

Instituto Tecnológico Superior de Salvatierra

Universidad del Centro del Bajío

Journal-General Economics

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