Please use this identifier to cite or link to this item:
|Title: ||Setting up an Agency to Coordinate Spanish Learning and Tourism in Guatemala|
Setting-up an Agency to Coordinate Spanish Learning & Cultural Activities in Guatemala
Jose Rodolfo Perez Penabad
Jose Rodolfo Perez Penabad
|Keywords: ||Agency to Coordinate|
|Issue Date: ||2009-09-14 09:44:59 (UTC+8)|
|Abstract: ||Transpacific Investment Corporation –TCI– is a private entity determined to take advantage of the increasing market opportunities arising between Asia and Latin America. TCI is to be incorporated under Guatemalan law in November 2003. The corporation plans to start its operations in Taiwan by February 2004, pioneering into the Spanish Language Industry.
The Spanish Language Division of TCI will offer price-competitive opportunities to study Spanish and do tourism in Guatemala. The Division’s tasks will be distributed between two agencies: a Promotion and Recruitment Agency in Taiwan and a Coordination Agency in Guatemala. The latter is in charge of selecting the highly-qualified Spanish Learning Centers and Local Tour Operators that will be responsible for executing the language learning and tourism activities provided to TCI’s clients. Additionally, the Coordination Agency will select adequate insurance and security services to ensure maximum safety for the participants.
The promotional efforts will be targeted at university students currently participating in Spanish language courses, and the marketing mix has been designed according to their needs. The leaders of this venture believe that there is a promising opportunity on this field because of the latent popularity of the Latin culture and the price advantages that Guatemala is capable of offering.
Currently, more than 1,300 Taiwanese students participate in Spanish language courses. With its diverse products, TCI estimates it can attract at least 33 students on the first year of operations, 49 students on the second year, and 55 students on the third year. These numbers represent, respectively, market shares of 10%, 15%, and 20%, of conservatively defined potential markets.
The initial investment required for the venture is slightly above NT 500,000. If the market share goals are achieved, it will be possible to reach the payback period in 13 months, and to enjoy net income above NT 200,000 for the second year, and above NT 800,000 for the third year. These results yield a return-on-investment ratio higher than 1.44.
CHAPTER 1: GENERAL REMARKS
Section 1: Opportunity Overview
Section 2: Mission and Milestones
Section 3: Core Competencies
CHAPTER 2: MARKET STUDY
Section 1: Market Situation
Section 2: Target Market and Marketing Mix
Section 3: Estimation of the Demand
Section 4: Contingent Entry Strategies
CHAPTER 3: OPERATIONAL PLAN
Section 1: Organizational Structure
Section 2: Flow of the Services Provided
Section 3: Human Resource Flow
Section 4: Installed Capacity
Section 5: Quality Control Plans
CHAPTER 4: FINANCIAL CONSIDERATIONS
Section 1: Income Statements: Reduction of Operating Expenses
Section 2: Income Statements: Development of the Demand
Section 3: Cash Flow Analysis and Highlights of the Venture
Section 4: Exit Strategy
Appendix 2.1: Questionnaire used for the Market Survey (English Version)
Appendix 2.2: Questionnaire used for the Market Survey (Chinese Version)
Appendix 3.1: Legal Requirements for the Establishment of a Partnership in Guatemala
Appendix 3.2: Evaluation Sheet for the Selection of Language Schools
Appendix 3.3: Evaluation Form to Evaluate the Quality of the Schools’ Teachers
Appendix 3.4: Evaluation Form to Evaluate the Schools’ Facilities
Appendix 3.5: Evaluation of Learning Styles: Test, Scoring Sheet and Interpretation
Appendix 3.6: Evaluation Form to Assess the Quality of the Services Provided by the Tour Operator
Appendix 3.7: Evaluation Form to Assess the Quality of the Social and Cultural Activities Organized by the School
Appendix 3.8: Evaluation Form to Assess the Quality of the Accommodation Facilities
Appendix 3.9: Assessment of the Locus of Control: Test and Scoring Key
Appendix 3.10: Assessment of Machiavellianism: Test and Scoring Key
Appendix 3.11: Assessment of Self-Esteem: Test and Scoring Key
Appendix 3.12: Assessment of Self-Monitoring: Test and Scoring Key
Appendix 3.13: The Role of the Suppliers
Appendix 4.1: Income Statements Support Data
|Reference: ||2.1 Porter, Michael E. 1998. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Simon and Schuster, Inc.|
2.2 Madique, Modesto A. and Billie J. Zirger. 1984. A study of Success and Failure in Product Innovation: The Case of the U.S. Electronics Industry. IEEE Transactions on Engineering Management, 19: 5-18
3.1 Mendenhall, Mark E.; Oddou, Gary and Mark A. Mendenhall. 1999. Readings and Cases in International Human Resources Management. New York: Howard W Sams & Co.
3.2 Robbins, Stephen P. 1998. Organizational Behavior: Concepts, Controversies, Applications. (International Editon) 8th edition. New Jersey: Prentice-Hall International, Inc.
3.3 Guatemala Chamber of Commerce Website: www.negociosenguatemala.com/negocios/diligenciaslegales.asp
3.4 Peter Honey Website: http://www.peterhoney.co.uk/Article/55; Author: Peter Honey. (1983)
3.5 Rotter, J.B. 1971. External Control and Internal Control. Psychology Today, June, p. 42.
3.6 Christie, R. and F.L. Geis. 1970. Studies in Machiavellianism. New York: Academic Press.
3.7 Robinson J.R., and P.R. Shaver. 1973. Measures of Social Psychological Attitudes. Institute of Social Research, 13: 79-80.
3.8 Lennox R.D. and R.N. Wolfe. 1984. Revision of the Self-Monitoring Scale. Journal of Personality and Social Psychology, June: p. 1361.
|Source URI: ||http://thesis.lib.nccu.edu.tw/record/#G0090933025|
|Data Type: ||thesis|
|Appears in Collections:||[國際經營管理英語碩士學程IMBA] 學位論文|
Files in This Item:
All items in 政大典藏 are protected by copyright, with all rights reserved.