Consulting report – Canvia

• Autor: Giribaldi del Risco, Romina Maria
• Formato: tesis de maestría
• Fecha de Publicación: 2019
• Institución: Pontificia Universidad Católica del Perú
• Repositorio: PUCP-Institucional
• Lenguaje: inglés
• OAI Identifier: oai:repositorio.pucp.edu.pe:20.500.14657/179380
• Enlace del recurso: http://hdl.handle.net/20.500.12404/15113
• Nivel de acceso: acceso abierto
• Materia: Tecnología de la información; Transformación digital; https://purl.org/pe-repo/ocde/ford#5.02.04

Canvia is a Peruvian company owned by Advent International, which is one of the five largest private equity investment funds in the world. Canvia provides digital transformation services to clients to achieve the concrete business results, operating the following four business units: (a) service desk, (b) digital service, (c) business operation, and (d) cloud. The service desk unit is currently earning a low rate of margin. The main problem identified is a contract of service negotiated with Tiendas por Departamento Ripley, a Chilean retail company; and Banco Ripley Peru, a Chilean bank. According to the terms of this contract, Canvia provides their service desk services to both companies in Peru, by which the company receives a flat fee, independently of the number of tickets Canvia team resolves. This results in a constant revenue stream for Canvia and the increasing costs they have faced, resulted in financial losses to the company. However, at the moment, they are generating profits because of some changes introduced by the new Senior Manager. In this sense, the service desk unit, in particular Ripley’s account, is interested in look for any solution that generate a steady 20% profit margin. After reviewing the relevant literature, we have developed three alternatives of solutions, which are composed by several activities, which have been evaluated according to factors such as costs, innovation, risk, value added, feasibility and Canvia’s feedback. Our proposed solutions are a mix of these activities, which try to reduce costs but also increase Service Desk Unit’s flat revenues. The solutions are the implementation of a training website and the provision of training services to Ripley’s employees who manipulate embosadoras. However, since the success of these alternatives does not depend only on Canvia, it is concluded that the generation of a steady 20% profit margin for the Ripley account will not be possible if Canvia does not remain contracted by Ripley to provide additional services.