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IE Statement

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rdelaguila

This document summarizes the growth and transformation of IASACORP International S.A. from 2010-2012. In 2010, the author was tasked with transforming the family business into an international corporation. They decided to work with existing employees and train them in the new corporate culture. Over the next two years, they improved communication, engaged stakeholders, and expanded into new markets. By 2012, IASACORP had consolidated as a leadership in the region and achieved their initial goals for transforming the company.

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CHANGING AND GROWING UP AS TEAM By: Rafael del Aguila IASACORP INTERNATIONAL S.A. RUC:20521886448 TELEF: (511) 211-0808 Av. Los Fresnos Mz. H Lote 2, Lur¨ªn FAX : (511) 211-0809 Lima - Per¨² www.iasacorp.com 1
You have just participated in an important meeting with your superior. How will you ensure that every part of the instructions you received will properly reach all subordinates, suppliers and clients, located in different parts of the world? 2
I started in IASACORP International in March 10th of 2010, and during my first meeting I received from my boss the mission and of course the authority to transform a family business into a corporation with a unique style, strong processes and an organizational perspective towards innovation. In order to do this, the first question that I asked myself was: do I start from zero and hire new people who can help me to lead the change, or work in the existing scenario trying to maintain the values from the people who were there and showing them a new path. Finally I decided for the second choice and two years since then I consider that to have been the better decision. 3
IASACORP 2010: I found a company with great people, probably not highly educated, but with so much motivation and expectation to succeed as a major Latin American corporation. At that time we had operations in Chile and Colombia but they were working independently of the headquarters in Lima. The first logical step was training our employees in corporate culture. Me! 4
After I presented the Human Resources Strategy and the implementation schedule I received the approval from all the members of the executive board. Later in 2010 we developed our first Organizational Culture workshop for all the employees in the company, and since then we have conducted one every quarter. Starting the change 5
In the next quarter we held our first institutional event inviting entrepreneurs who could present their path to success. 6
IASACORP 2011 After the success and good employee reception of the strategy, we decided to work in the key processes of the company. Firstly we focused on breaking the communication barriers, creating a commercial reporting position for Chile and Colombia, and involving these new positions in the kick off of our main processes like budget construction, presentation of new projects for 2011 and the assignment of personal business objectives for the company leaders. 7
At that time we had the whole company motivated and with clear objectives. However, we felt that something was missing, so in the Porter context of competitiveness we saw the necessity to get our main stakeholders, suppliers and area leaders from Chile and Colombia more engaged. To accomplish this goal we developed a second and improved event with the clear objective of reinforcing our new corporate culture. 8
In the same year we saw the results and the main stakeholders started to see IASACORP in a different perspective. We began selling the franchise in Ecuador and Venezuela complete with a solid business plan that included expansion to the Mexican market. In an interview for the most renowned business magazine in Peru, our CFO explained the financial perspective and I the corporative perspective. 9
IASACORP 2012 For this year we already have consolidated our leadership in the region. Why Aureos? 10
IE Statement
WHOLESALE AND CORPORATE BUSINESS 12
Financial Performance USD k Revenue EBITDA POS POS 50,000 350 45,000 300 40,000 35,000 250 30,000 200 25,000 150 20,000 15,000 100 10,000 50 5,000 0 2008 2009 2010 2011e ?2011e Same Store Sales of 25% ?Annual Growth Rate of EBITDA 2009, 2011 of 58% 13
Environmental Awareness ? IASACORP Recycling Culture IASACORP is very worried about the enviroment,. We are working on a recycling culture every day accross the company, making our people conscious of the impact about this matter. ? Eco friendly: Go! Intranet In order to safe budget in printing and to follow the Green Culture, we are now working all HR processes throug the Intranet like reports & digital files. 14
Social and Governance ? Vocational Orientation Program with Schools ? Christmas Campaign: Sponsor a Child 15
Further growing the Company ? Increase company value, despite financial risk and uncertain global economy ? Keep gross margin, even if suppliers increase prices. ? Increase revenue in function of the income per person in LATAM. ? Accomplish operational excellence efficiently managing regional growth Challenges without losing control of the business and maximizing the value of the company ? Retain the key positions. ? Create value of our regional brands to be a benchmark and allow us to venture into new categories with success. 16
Further growing the Company ? 555 POS at the end of 2014 ? Consolidate Operation in Peru , Chile , Colombia and franchises in Venezuela and Ecuador Action plan ? Open Do it! in Mexico and other economies. ? Develop the E-Commerce Sales Channel ? Scale economy ? Develop a Performance Talent Management System ? Consolidate an excellent Labor Climate trough our 4Hs Model (Heart, Head, Happiness and Health) ? Revenues 2014 of 100 USD Millions Growth ? EBITDA 2014 of 14 USD Millions ? IPO 2015 17
IASACORP 2012 I believe that the company is different now, because we are a team who has commitment, innovation, perspective, employee input and better communication, but the most important thing probably is that for us, the job is always a pleasure. Mission Accomplished. Why Aureos? 18

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IE Statement

  • 1. CHANGING AND GROWING UP AS TEAM By: Rafael del Aguila IASACORP INTERNATIONAL S.A. RUC:20521886448 TELEF: (511) 211-0808 Av. Los Fresnos Mz. H Lote 2, Lur¨ªn FAX : (511) 211-0809 Lima - Per¨² www.iasacorp.com 1
  • 2. You have just participated in an important meeting with your superior. How will you ensure that every part of the instructions you received will properly reach all subordinates, suppliers and clients, located in different parts of the world? 2
  • 3. I started in IASACORP International in March 10th of 2010, and during my first meeting I received from my boss the mission and of course the authority to transform a family business into a corporation with a unique style, strong processes and an organizational perspective towards innovation. In order to do this, the first question that I asked myself was: do I start from zero and hire new people who can help me to lead the change, or work in the existing scenario trying to maintain the values from the people who were there and showing them a new path. Finally I decided for the second choice and two years since then I consider that to have been the better decision. 3
  • 4. IASACORP 2010: I found a company with great people, probably not highly educated, but with so much motivation and expectation to succeed as a major Latin American corporation. At that time we had operations in Chile and Colombia but they were working independently of the headquarters in Lima. The first logical step was training our employees in corporate culture. Me! 4
  • 5. After I presented the Human Resources Strategy and the implementation schedule I received the approval from all the members of the executive board. Later in 2010 we developed our first Organizational Culture workshop for all the employees in the company, and since then we have conducted one every quarter. Starting the change 5
  • 6. In the next quarter we held our first institutional event inviting entrepreneurs who could present their path to success. 6
  • 7. IASACORP 2011 After the success and good employee reception of the strategy, we decided to work in the key processes of the company. Firstly we focused on breaking the communication barriers, creating a commercial reporting position for Chile and Colombia, and involving these new positions in the kick off of our main processes like budget construction, presentation of new projects for 2011 and the assignment of personal business objectives for the company leaders. 7
  • 8. At that time we had the whole company motivated and with clear objectives. However, we felt that something was missing, so in the Porter context of competitiveness we saw the necessity to get our main stakeholders, suppliers and area leaders from Chile and Colombia more engaged. To accomplish this goal we developed a second and improved event with the clear objective of reinforcing our new corporate culture. 8
  • 9. In the same year we saw the results and the main stakeholders started to see IASACORP in a different perspective. We began selling the franchise in Ecuador and Venezuela complete with a solid business plan that included expansion to the Mexican market. In an interview for the most renowned business magazine in Peru, our CFO explained the financial perspective and I the corporative perspective. 9
  • 10. IASACORP 2012 For this year we already have consolidated our leadership in the region. Why Aureos? 10
  • 12. WHOLESALE AND CORPORATE BUSINESS 12
  • 13. Financial Performance USD k Revenue EBITDA POS POS 50,000 350 45,000 300 40,000 35,000 250 30,000 200 25,000 150 20,000 15,000 100 10,000 50 5,000 0 2008 2009 2010 2011e ?2011e Same Store Sales of 25% ?Annual Growth Rate of EBITDA 2009, 2011 of 58% 13
  • 14. Environmental Awareness ? IASACORP Recycling Culture IASACORP is very worried about the enviroment,. We are working on a recycling culture every day accross the company, making our people conscious of the impact about this matter. ? Eco friendly: Go! Intranet In order to safe budget in printing and to follow the Green Culture, we are now working all HR processes throug the Intranet like reports & digital files. 14
  • 15. Social and Governance ? Vocational Orientation Program with Schools ? Christmas Campaign: Sponsor a Child 15
  • 16. Further growing the Company ? Increase company value, despite financial risk and uncertain global economy ? Keep gross margin, even if suppliers increase prices. ? Increase revenue in function of the income per person in LATAM. ? Accomplish operational excellence efficiently managing regional growth Challenges without losing control of the business and maximizing the value of the company ? Retain the key positions. ? Create value of our regional brands to be a benchmark and allow us to venture into new categories with success. 16
  • 17. Further growing the Company ? 555 POS at the end of 2014 ? Consolidate Operation in Peru , Chile , Colombia and franchises in Venezuela and Ecuador Action plan ? Open Do it! in Mexico and other economies. ? Develop the E-Commerce Sales Channel ? Scale economy ? Develop a Performance Talent Management System ? Consolidate an excellent Labor Climate trough our 4Hs Model (Heart, Head, Happiness and Health) ? Revenues 2014 of 100 USD Millions Growth ? EBITDA 2014 of 14 USD Millions ? IPO 2015 17
  • 18. IASACORP 2012 I believe that the company is different now, because we are a team who has commitment, innovation, perspective, employee input and better communication, but the most important thing probably is that for us, the job is always a pleasure. Mission Accomplished. Why Aureos? 18